Goscopa business plan

Goscopa was launched in December 2019 in New York City from a team of passionate
Scopa players who wanted to bring the game to the attention of a wider audience by tying
together tradition and innovation. The origins of the Scopa game can be found in Naples’ ports in
the fifteenth century, where pirates and fisherman would bet the spoils conquered through raids
of noble’s homes and merchant ships. Later on, the game grew in popularity because of its
simple strategy, making it a cornerstone of the Italian culture. Now families and friends enjoy
matches as a fun way to spend time together.
Business Description
The game of scopa stimulates mathematical and strategic thinking while adding a competitive
spice to it, making it ideal for the younger ones within the family. Because of the easy interface
and game rules, we truly believe that the game has a very broad opportunity to grow and acquire
new players that will share and love the tradition of the game. While currently there are other
apps in the same space, we still believe that there is potential for the game to grow, as nobody is
up to date with the needs of the younger generations that will continue the tradition. The
Goscopa platform offers more than just the classic card game that is already known to the current
market, as it allows for a more engaging and personalized experience. Users will now be able to
add friends, communicate in chat, send emoji’s, personalize their decks and set up competitions,
bringing the game to the next level.

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Industry analysis
GoScopa competes in the gaming industry, which highly depends on players of the game.
At GoScopa, we have a passion for creating interactive games to encourage the user to play more
and challenging as well to make the player think. We understand that the passage of time is swift
and inevitable. We also know that well designed and interactive games creates in the user the
desire and spirit of adventure into the game.
Market Analysis

The digital card game earns in North America $1.5 billion in 2018 and they aspect
to earn $2 billion in 2020. The target for Goscopa is aimed at all ages, but with a focus on
children aged 11-14 years where they can train with mathematical calculations in a healthy and
competitive way.
In a more and more digitized world, where people are looking for convenience at their
fingertips, we plan of bringing the tradition of the scopa game to our users, not only for the
veterans of the game but more importantly for the future generations of players. We envision that
players from all over the world can play online through our app through an intuitive interface and
short games that stimulate friendly competition. We will provide users with a fantastic quick
escape from the busyness of life while still being able to interact with real people.
Marketing plan
The overall objective of marketing activities is to ensure the game gets to reach as many
users as possible. The company's points of differentiation will be a well-trained and
knowledgeable staff providing marketing services and social media influence. Goscopa intends
to use content marketing, SEO, social media marketing, paid brand via search, paid social,
display, and affiliate programs to market the game.

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Competitive Advantage: At Goscopa, marketing expertise is the foundation for more
downloads. Our competitive edge lies in over many years of experience in the world of
software development and user experience. We translate those skills and domain expertise
into creating quality games such as Goscopa for our users. While many companies throw
computer science at problems or simply continue to hire more coders, we recognize that
understanding user experience work best for online games.
CHAPTER TWO

1. BUSINESS DESCRIPTION
1.1. BACKGROUND INFORMATION
Goscopa is a company composed by 4 people, each one from a different sector. The
Founder, Fortunato Biviano, had long dreamed of improving the current game of scopa to make
it more accessible to people all over the world, yet he realized that in order to do that, there
needed to be some small changes. With the help of Emanuele Santacà, Laurent Vernier and
Alberto Mastrotto, Fortunato's dream came true and the Goscopa project came to life. Fortunato
and Emanuele are currently in the food industry, while Laurent and Alberto are working in the IT
sector. The company looks forward to revamping its gaming activities, increase its target clients,
and consequently generate more revenue.
1.2. INVOLVEMENT OF THE COMPANY
The company will be involved in the mobile gaming industry. This will be done purposely to
increase interactions with friends, customer satisfaction, company growth, and development as
well as improve on their performance, among other benefits. This will, in return, maximize

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profits and allowing expansion of the business in the future. Our target clients will be individuals
in and out of United States.
1.3. NATURE OF THE BUSINESS
The business will run under the management of Fortunato Biviano because of the following:

 His demonstrated success in the gaming industry, Information Technology and Retail
industries.
 Highly skilled in Creativity, Card Games, Digital Marketing, Leadership, and Strategy.
 Decision making for such a business requires high expertise and extensive consultation.
NAME OF THE BUSINESS
The business is a game called Scopa.
1.4. BUSINESS LOCATION AND ADDRESS
a) Location
Goscopa Inc. will be located at New York, United States.
a) Address
The business will operate under the following address
Goscopa Inc.

5 th Floor, 404 5 th Avenue

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New York City, NY USA 10018.

1.5. COMMENCEMENT OF BUSINESS OPERATIONS
The business has many years of experience in the world of gaming industry.
The problem
Gaming is an essential aspect in bringing people together and increasing social activities. Mobile
phones have brought the need to understand and increase social interactions with friends. Game
developers need to understand and effectively create interactive games to enhance social
interaction. In today's increasingly online activities, people want interesting and interactive
activities to keep in touch with their friends.
The solution
Scopa game provides users with a platform that has an amazing user interface and interactive to
encourage more users to play the game. With Goscopa, users can reach their friends online and
challenge each other as well as chat with them while playing the game. This increases remote
social interactions and it’s an interesting activity to spend time.
Business rules and regulations
Goscopa Inc. uses these rules to guide its operations
i. Customer service is of priority
ii. Business mindset is key to company operations
iii. The interface and simplicity of the game is as important as the report.

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iv. Ensure customer satisfaction by fulfilling his needs and solving his problems.

Future of the industry
With the increased use of technology not only in social media platforms but also in almost all
daily activities, the need for easy but interactive games is increasing. The industry seems to grow
also because of the need to be well designed mobile games with the ability to link friends
together.

Product

Goscopa will join the game world to provide a quick and competitive new version of Scopa.
Usually, all the other Scopa Games ended when one of the player/team arrived at 21 points, and
the game can last up to 15min.
Our Scopa with a new attractive idea to change the rule have a quick and smarter end.
We are now living in a world where every minute is essential and more the game is fitting in a
couple of minutes more there is a chance to play constantly.

RULES

A Scopa Deck has 4 suits (Coins, Cups, Clubs, and Swords). Each suit contains cards numbered
1 through 10.
• The best cards to win during play are the 7’s and the cards of the Coin suit. It is also helpful to
win the most cards in the deck (regardless of suit).

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• There is a second value on each card, called its “Primiera” value. You’ll only refer to it at the
end of a round when determining who has taken more 7 cards (in case we have the same amount
of 7, we look at the 6 and so on.)
The dealer then places four cards face up in a row in the center of the table.

Let’s play!
The player who assigned to start can beginning to play. This player MUST either add one card
to the table (called “trailing”) or play one card that allows him to “make a match” and capture
cards. To make a match, a player must play a card that is the same value (regardless of suit) as a
card on the table. If he can’t, he may play a card that equals the sum of two or more cards on the
table. The card from the player’s hand and the captured card(s) are won and placed face down in
front of the player. These cards are out of play until scores are recorded at the end of the round.

Example:

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The player’s hand contains: 5 of Coins, 7 of Swords and the 2 of Cups. On the table are the 1 of
Swords, 6 of Clubs and 5 of Cups.
The player could:
• Place the 2 of Cups on the table, or…
• Take the 6 of Clubs and 1 of Swords by playing the 7 of Swords
(6+1=7) then place all three cards down in front of him, or…
• Take the 5 of Cups by playing his 5 of Coins and place both cards face
down in front of him.
Scopa – Must Make a Match Rule
You may not trail a card that has the ability to make a match. For example, if a 2 and 5
are on the table, a player holding a 7 must either make this match, or play a different card
from his hand.

Scoring for a Scopa and Win a Game!
When a player makes a match that removes all the cards on the table, he’s achieved a
Scopa.
At this point the player who made a Scopa Won!
Single Card Capture, Single Card Play
Whenever a card played may capture either a single or many cards, the player is forced to
capture only the single card. A PLAYER MAY NEVER PLAY MORE THAN ONE
CARD PER TURN

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• In the next example, the 7 of Cups could be
played to capture the 4 of Clubs and the 3 of Cups.
If there were a 7 on the table, he would have to
take it with his 7, rather than take the 4 and the 3.
• This player could not play two cards from hand
(the 1 and 8 of Clubs) to take the 9 of Coins.

Continuation of the round
In a two or three player game, after all players have played all three cards, the dealer deals three
more to each player (beginning with the player to his left). Play then continues.
Note: No more cards are dealt in a four-player game as they have all been dealt before
play begins.
Additional cards are never dealt to the table. This process is repeated until the deck is
completely exhausted.

End of the Round
After the dealer has played the last card of the round, the play- er who made the last match
receives all cards remaining on the table (if any). (If no match is made in the final round,
none of these cards are taken.) Points are now calculated

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SCORING
If we don’t win with a Scopa, we need to go count our points_
(a) Award 1 point to the player/team who captured the most cards. (No point if tied.)
(b) Award 1 point for capturing the greatest number of Coin cards. (No point if tied.)
(c) Award 1 point for capturing the Seven of Coins (known as “sette bello”).
(d) Award 1 point for capturing the King of Coins (known as “Re bello”).
(e) Award 1 point for winning the Primiera. (No point if tied.)
2.9.1 Marketing Objectives

 Establish a strong brand recognition with a cross-cultural approach;
 Establish a strong defensive position in the gaming industry;

 Maintain a high level of customer service excellence

GOALS OF THE BUSINESS
a) Maximize profit and satisfy clients and their needs
b) Win clients loyalty
a) To increase company growth by 30%.

CHAPTER THREE

2. MARKETING PLAN

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2.1. INTRODUCTION
Marketing is developing consciousness of an excellent or provider that already exists inside
the marketplace or is hoped to be put inside the market soon that the client may be made privy to
it.
Marketing creates a right away drift of the product from the entrepreneur to clients to reap
commercial enterprise objectives and targeting areas.
2.2. Marketing area
Marketing areas will be selected according to the availability of more potential players of the
game. For example, since this company operates on gaming industry, the targeted market should
be the availability of clients that might be interested in our game. This will lay the basis for our
marketing initiative.
2.2.1. Industry Clients
These are clients who are running similar gaming activities such as big card game and related
game services.
2.2.2. Individual Clients
These are the sole users who will be downloading our game.

2.3. COMPETITORS

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Some essential competition takes 60% of the significant card game market proportion and are
located in United States.
To ensure a healthy competition, Goscopa Inc. will use the following strategies:
 Maintaining a close customer relationship.
 Collecting views and reviews from users about their feeling in the direction of the Scopa
game and if they need any alternate actions or help to suit their needs.
 We are employing highly skilled software engineers and customer service personnel, i.e.,
experienced staff in the selected area of interest.
2.4. MARKETING SHARE
Research suggests that competitors take 45% of share in the total market area in United States.
Goscopa Inc. looks forward to changing these figures and occupies 35% in a year with a target
market share up to 50% countrywide and above 75% market share in New York City. This can
be executed through the right advertising blend, which includes;
 Well designed and interactive game.
 Highly effective game levels and challenges.
 Providing simplified UI/UX to our users.
This could be done with the intention of retaining and enhancing market share, assembly
opposition, maximizing income, reaching targets return on investment, and for survival.
2.5. PROMOTION

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This can be done purposely to create consciousness to the target clients worldwide. It will
include:
 Giving real-time customer feedback and support for a while to increase awareness and
customer reach.
 Reducing ads.

Through:
(a) Content marketing
This can be achieved through creation of online resources that portray the kind of game we are
marketing and publishing across online platforms where there are potential users and convincing
them that our Scopa game is the best in quality, interactivity, and choice.
(a) Social media marketing
This will involve the sharing of services through different social media platforms to reach more
users. For example, through Facebook Pages, Twitter and WhatsApp showing our Scopa game
(b) Brand Marketing
Goscopa Inc. will contribute to sponsoring related card game events to market our brand and thus
increase customer reach for our game services.
It will also provide;
 Excellent customer relations.
 Treat each client with loyalty.

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 Fulfil customer's requirements and solve their problems courteously and promptly.
DETAILED DESCRIPTION OF COSTUMER
The target customer for GoScopa are all the people who enjoy playing a smart, traditional
card game. Especially, the young generation because the game is a true logic and mathematic
game so the parents can allow easily the son and daughter to play.
Our target costumer are the kids that are willing to spend a few dollars to keep all the features
accessible.
Goscopa can provide a lots of interactive options and we also integrate with a Parental Control
where the parents can allow to play the time that they think is good for their child.
COMPANY ADVANTAGES:
GoScopa has the following advantages compared to competitors:
● Chromecast the Game
● Personal Deck
● Personal Desktop
● Fast hit and answer chat between players with Emoji
● Create Tournament
● You can add ( make ) friends
GROWTH STRATEGY
Industry size, growth rate, and sales projections

Year 2021 2022 2023
Downloads

10,000 250,000 1000,000

Annual sales and market reach

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The following steps will be taken to estimate annual sales.
Step 1: Determine the number of downloads the game will have.
Goscopa target is 10000 downloads within 12 months of operation.
Step 2: Based on the 10000 of clients, what will the annual sale be?
We are projecting 25% growth at the end of 2021, followed by a 75 % growth after that. The
company will generate income in the following way:
Downloads revenue: Evidence provided earlier states that some gamer’s spend more than $100
on a game. However, the price will be $1 for Goscopa for the start.

Competitors:

Name Developer Longevity Available in Global Rank Download
Scopa WhatWapp
Entertainment

7 years 114 Countries #110731 5 M +

Scopa! Escogistare 7 years 155 Countries None 100000+
Scopa
Dal Negro

Digitalmoka 4 years 123 Countries #139014 11712

Scopa Lisitso 7 years 118 Countries None 20748

Scopa più Spaghetti
Interactive

6 years 114 Countries None 16745

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Blue Ocean

● Goscopa is going to be different from all the other Scopa Game for one big thing: Who is
made the scopa first win the game. At this stage all the traditional counting points are
not validated, but who is playing the best strategy succeed. Of course not always it’s
going to have the chance to make the Scopa, so if it is not possible the regular rule will
be in force.
With the new rule, we want to make available by purchase a personal deck card (Pokémon,
Yugi oh, ECC).

● Available to Google Chromecast to make available play on the bigger screen
● Goscopa are not looking at the moment to make a profit using add

Service Line

This is where you discuss what you intend to sell, the life cycle/projected life of the product, how
you intend to price and distribute it and who owns it. Describe your product in detail, but get
straight to the point.

Marketing & Sales

In order to understand what type of audience would be interested in the game, we will first
run a broad marketing campaign in terms of demographics and geolocation and then we
will set up a targeted campaign
● Objective: Define the target market for GoScopa and have a total of 10000 active users
in one year.

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● Marketing Platform: Instagram
● Success Metrics: Number of Downloads & Number of sign-ins from Discord (can we
even track it?) (Ideally since the paying people would going through discord, we would
want to know how many of the people that download the app end up logging in through
Discord)
● Cost: We are assuming a total marketing investment of $1000 per month.
● Reference for cost: You can expect that you will have to pay somewhere between 20
cents and $2 per click (CPC) on an Instagram campaign. If you prefer to run your ads
on a cost per mile (CPM) basis, focusing on impressions, then you are likely to pay
around $5 per 1,000 visitors on average.
This is the hardest section. However, you can boil it down to three big concepts: growth strategy,
communication and prospects.
The growth strategy is, simply enough, how you intend to grow the business. It sounds really
business-y and vague, but in your case, it’s likely product development—as the name implies,
you’ll be making more products and ideally for an existing audience. If that’s not it, try to choose
one that is a genuine fit for your product and company. This is a small but pivotal moment to
show how you’ll beat the odds.
Second, with communication, explain how you’ll talk to your players (and eventually acquire
them). “Social media” is not the answer. You want to present a plan around where your players
are (which you should have identified to some degree previously when we talked about knowing
who they are), how your product appeals to them and how you’ll get them on board.
Finally, prospects represent any opportunities that could contribute to your marketing. Are you
doing something incredibly different, perhaps controversial that will cause a stir? Is this

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something the industry has talked about but never actually done? You get the picture.
Remember, base this in fact, not your interpretation of your product and its quality.

CHAPTER FOUR

3. ORGANIZATION AND MANAGEMENT PLAN
3.1. INTRODUCTION
Five guiding principles support our vision:
o Customer satisfaction: working together for a common cause,
o Teamwork: working together for a common purpose,
o Business growth through effective marketing of Scopa game,
o Accountability: delivering on commitment,
o Diversity bridges cultural gaps enhances collective wisdom, and improve judgment, and
o Service and approachability: caring for game players.
3.2. PERSONNEL, NUMBER, AND DUTIES
General Advisory Board
1. A product manager
Primary Role: To provide merchandising advice for services management to maximize sales.
2. Trade marketing manager
Primary Role: To provide advice on product selection and to help shape Goscopa Inc.'s approach
towards the gaming industry.

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Public Relations
Primary Role: To provide advice on P.R. marketing campaigns and growing the customer base.
Organizational Chart
Goscopa Inc. wants everyone to play a pivotal role in customer experience. We intend to remain
as customer-centric as possible to hasten the decision-making process and to react promptly to
demand changes.
3.3. Operations Plan and Game Development Plan
Introduction
Goscopa Inc. operating model and procedures for the company:
General Approach to Operations
One of the biggest challenges in operating a gaming company is to reach users that have a high
turnover rate.
Back Stage (Behind the Scenes Operations Activities)

o Staff Selection: The engineers and support staff will be carefully selected. Along
with the skills they needed to perform their job, team members must be able to
relate to clients in a professional, thoughtful, and caring manner.
o Employee motivation: Our human resources strategies will strive to create an
environment in which people are comfortable being themselves, information is
transparent, and personal and organizational values are aligned.
o Emergency plans: Emergency action plans, policies, procedures, and processes
will be established and documented in the operations manual.

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o Code of ethics

Front stage (What the Clients See and Experience)

 Card Game developers: They will be available to answer or fulfill clients' requests
and offer support as per user demands.

3.4. RECRUITMENT, TRAINING AND PROMOTIONAL PROGRAM
a) Training
Training will familiarize the personnel with the process and give them all of the important skills
like communique, best game practices, and hands-on abilities to have the know-how of excellent
service delivery and enhance teamwork. It may even allow them to:
 Have enthusiasm while dealing with clients.

 Borrow ideas from other gaming companies.
 Use competitors as their lever

The managers and highly experienced software engineers will do this training within business
premises. The employees will also be allowed to attend seminars for more skills outside the
business premises.

a) Recruitment

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This will be done to identify the right and qualified workforce from the software development
industry. It will be done in different ways, like:
 Interviewing both oral and written
 Experience-based on production
This process is also aimed at improving the productivity of the business.
b) Promotion
Software specialists and any other employee in the company who work hard towards the success
of the company shall be rewarded. An end of year party shall be held on the premises. The most
active gamers will be recognized and if possible shall also be invited to a live gaming event.
3.5. LICENSES AND BI-LAWS
(a) License
Licenses will give authority to operate within New York City.
(b) Bi-laws
The business will use the following bi-laws during its operations:
High power work stations to ensure a conducive working environment and highly reliable
servers for excellent service delivery.
3.6. REMUNERATION AND INCENTIVES:
The business shall use the following remunerations:
(a) Working hours

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All employees will enjoy flexible working hours and conducive work environment.
(a) Salary schedule:
The salaries shall vary with one's position and responsibilities.
(b) Incentives
The employee shall enjoy the following incentives in the business as a way of motivating them.

CHAPTER FIVE

4. PRODUCTION AND OPERATIONAL PLAN
4.1. PRODUCTION FACILITIES AND CAPACITIES
I. Capital
The business source of finance will be from:
 Savings

 Owners' equity

I. Labor
The business has a capacity to hire enough engineers and other support staff. They provide
excellent customer service delivery, accounting, and marketing services. They also have the
following skill
 Communication skills to transfer information regarding our services to clients.

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 Technical skills. This helps them to know about the software development and card
game service needs and the best solutions available.
The business operates in New York City, United States.
II. Technology
The business uses secure and reliable software development and servers to reduce downtime and
to ensure maximum productivity and ease their experience effectively.
4.2. PRODUCTION STRATEGY
Goscopa Inc. shall use production techniques to market its services.
The commercial enterprise shall comply with the criteria as proven beneath
1. Determining the game needs in marketplace within which target clients will be reached.
2. Determine the importance of the service or feature suggested by users in a location

CHAPTER SIX

5. FINANCIAL PLAN

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This includes figuring out the route of action to reap the desired effects. It ensures financial
operations, improves motivation, and helps manage through decreasing uncertainties.
5.1. ASSUMPTIONS
i. Salaries will remain steady for the first three years of operations however will likely
appreciate yearly via 2% from the fourth year of success in the gaming industry.
ii. Downloads will increase with 30%

Financial Projections

● Yearly Fixed Cost = $200
● Monthly Marketing Cost = $1000
● Revenue = $1 per user
● To cover the expenses for a year, we would need to onboard at least 10000 customers
This section is where a startup accelerator can greatly assist you. Standard plans show actual
balance sheets, income statements, etc.—in reality, not every mobile game dev knows how to
create, or even interpret, financial statements. If you can enlist some professional help to come
up with genuine statements that would be fantastic. But if you don’t, this is where you can
further present the previously conducted market research to give hard numbers on how similar
games have performed. You can naively assume that you’ll be the average. While it likely won’t
be true, you’ve still done research and crunched numbers. If the numbers aren’t endearing, you
may be in the wrong part of the market and might need to rethink your product.
Further, it is important to add in a cap table. A capitalization table showcases how much equity
the founders (or any other parties have in the business) own. If you’re a solo dev, you of course
have 100 percent equity. If you have several members, this is where things can get a bit complex.

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To make an extremely basic summary, you’ll want to showcase how much ownership percentage
each founder has, how much (if any) is set aside for employees and how that ownership would
be affected by selling stock/equity in exchange for investment. An investor wants to see your due
diligence in this area. While what you present and what an investor wants will greatly vary,
make sure to do your homework in this area, because ownership percentages (and owner roles in
the business) not being clearly defined is a major red flag. You can get a guide on cap tables
here.
Finally, don’t underestimate your marketing costs! Indie developers will commonly tell you that
marketing their game is the hardest part of development. 20 or 25 percent of your budget should
be allotted to this area. If that seems like a lot, to put things in perspective, blockbuster AAA
games allocate roughly half of their budget to marketing. If an interested party looks at your plan
and doesn’t see a budget for marketing, this will be a giant red flag.

Report Analysis Cost

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Purchased First Quarter Second Quarter Third Quarter Last Quarter
Domaine 3.5 3.5 3.5 3.5
Marketing 0 50 100 200
Google Suit 5 5 5 5
Apple 24.75 24.75 24.75 24.75
Google Store 6.25 6.25 6.25 6.25

In this previously graphic and table we can find our planning year expense.
At the moment, the marketing campaign is the most expensive investment.

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Monthly Projected Revenue Growth

This graphic shows how an increase of people playing at the game will affect the revenue
considering that we will have a starting average of $0.25 cent per person.
We want to keep very low how much can people spend but we know with the Chromecast figure
there is a good chance to increase the Revenue.
Company Stock Holder

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Fortunato Biviano is the founder of the company and his the mainly investor at the moment.
Laurent Vernier, co-founder, is heading the IT department.
Emanuele Santacà, co-founder and COO
Alberto Mastrotto CTO

Possible Main points for the business plan:
– Executive summary
– Objectives
– Competitors ( table)
– Blue Ocean (What can we offer that is not offered? Should we worry about offering
something new or do we think that there is still space to grow) — Do we assume that since

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the other apps have adds that bother people, we can penetrate the market and create loyal
customers with a business model that does not include adds?
– Minimum viable product ( what offer now and we are going to offer )
– Revenue Opportunity: How are we planning to generate revenues from our products
(How much is the subscription/ Buying the emoticons etc)
– Finance:
– Initial Costs
– Fixed costs (How much do we spend each month to keep the app running)
– Predicted Subscription
– Marketing:
– Different Rounds of marketing to test the waters and determine target population
– 1st round: Social Media (Who do we target, male and female 10-14)
– 2nd round: Social Media (Male and female age 14 to 22)
– 3rd round: Social Media (Male and female age 22 to 40)
– Which one was more effective? Future steps include trying new marketing
channels

– Breakeven Analysis:
– How many subscribers or in-app purchases do we need to cover the fixed annual
cost?
– How many subscribers or in-app purchases do we need to cover the Initial Cost?
– How many subscribers or in-app purchases do we need to cover the Marketing
Cost

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– Conclusion:
– Reinstate the Executive summary, what GoScopa is bringing to the market that is
different and how many people we would need to cover costs.

1. Minimum viable product:
● The game will offer a friendly game against the CPU or against a friend or a random
player.
● Goscopa is going to offer: Scopa Tournament – Other Italian Traditional games (
Scopone, etc.) – personal deck- personalized game desktop- personalize emoji

2. Revenue Opportunity:
● Emoji: $ 1 for 20
● Personale Deck: $1
● Personale Desktop: $1
● Organize Tournament: $4
● Unlock the Chromocast: $2

3. Finance :
● Initial cost: Google Developer Registration Fee $25 – Apple Developer Program $ 99 –
Domaine $$$- Google Suite $$$
● Fixed Cost: Apple developer $99 – Domaine and Google Suite. Google D R?
●

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4. Marketing:
In order to understand what type of audience would be interested in the game, we will first
run a broad marketing campaign in terms of demographics and geolocation and then we
will set up a targeted campaign
● Objective: Define the target market for GoScopa and have a total of 10000 active users
in one year.
● Marketing Platform: Instagram
● Success Metrics: Number of Downloads & Number of sign-ins from Discord (can we
even track it?) (Ideally since the paying people would going through discord, we would
want to know how many of the people that download the app end up logging in through
Discord)
● Cost: We are assuming a total marketing investment of $1000 per month.
● Reference for cost: You can expect that you will have to pay somewhere between 20
cents and $2 per click (CPC) on an Instagram campaign. If you prefer to run your ads
on a cost per mile (CPM) basis, focusing on impressions, then you are likely to pay
around $5 per 1,000 visitors on average.

5. Breakeven Analysis:
● Yearly Fixed Cost = $200
● Monthly Marketing Cost = $1000
● Revenue = $1 per user
● To cover the expenses for a year, we would need to onboard at least 10000 customer

Goscopa Business Plan 36

BREAK-EVEN LEVELS

Particulars 2020(Currency in USD)
Fixed costs
Yearly Fixed cost 200.00
Google Play 25.00
Loan repayment 0.00
TOTAL 25.00
Consultants  0.00
Electricity bills 50.00
Computers 1000.00
Advertisement(pm) 1000.00
Salaries (3 Engineers) 3,000.00
SEO(Online) 300.00
Others(Vary) 500.00
TOTAL 6075.00

6. Team
Founder: Fortunato Biviano
Cofounder & CTO : Laurant Vennier

Goscopa Business Plan 37
Cofounder & COO: Emanuele Santaca-Alberto Mastrotto
Head of Design: Natan Vennier

Objective:
7. Get a minimum of 1000/10000 players per day by January 2021.
8. To establish a convenient payment for our customers through various options when they
purchase our packages such as special deck cards, Emoji or tournament.
9. Conclusion
Goscopa is a game that rediscovers the tradition of the popular Italian “Scopa” card game.
Through simple rules, quick math and a bit of healthy competition we believe that Goscopa can
become the most played game of its kind.

DESIRED FINANCING
Item Amount
Pre – operational cost 5000.00
Working capital 1075.00
TOTAL 6075.00
Approximately $7000.00

List of Investors and their contributing roles

Here are the key investors within the company:
Founder & CEO: Fortunato Biviano (Fortunato Biviano is the founder of the company and his
the main investor at the moment)
Co-Founder & CTO: Laurant Vernier – heading the IT department

Goscopa Business Plan 38
Co-Founder & COO: Emanuele Santacà
Alberto Mastrotto CTO
ITALIANO

Goscopa è un’azienda composta da 4 persone , ognuno di essa proveniente da diversi settori.
Il Founder del gruppo Fortunato Biviano, da tempo sognava di reallizare un gioco online di carte
come scopa, ma con delle piccole modifiche all’interno.
Con la partecipazione di Emanuele Santacà, Laurent Vernier e Alberto Mastrotto , il sogno di
Fortunato venne realtà e il progetto Goscopa prese vita.
Laurent e Alberto vengono da una base IT , mentre Emanuele e Francesco sono rispettivamente
nel sales nel food and wine.
The target for Goscopa è rivolto a tutte l’età, ma con focus nei bambini con una fascia d’età 11-
14 anni dove possono allenarsi con calcoli matematici in maniera sana e competitiva.
Il progetto Goscopa si suddivide in 4 key person :
Fortunato Biviano : Founder
Laurant Vernier : Co Founder & CTO
Emanuele Santacà & Alberto Mastrotto : Co Founder & COO

Goscopa Business Plan 39

REFERENCES
Ely Culbertson (2010). Culbertson System of Playing Gin Rummy
Kotler, P., & Keller, K. L. A Doyle Brunson's Super System: Course in Power Poker
(Paperback) – by Doyle Brunson
Scott McNeely. (2009). Ultimate Book of Card Games