1. Dr. 3D Labs
Business Proposal
Prepared April 10, 2016 by: Sarah
Bray, Halley Davidson, Sam Breiter,
Tyler Schlensker and Wentoa Chu

2. Table of ContentsIntroduction
Dr. 3D Labs Overview
Marketing Strategy
Dr. 3D Labs Operations
Competitor Analysis .......................................................................................................
Demand Scenario: Competitor Benchmarking
Demand Scenario: Tourist Attraction Benchmarking
Forecasted Demand
Feasibility of Dr. 3D Labs
Conclusion …………………………………………………………………………………………………………….....
References ………………………………………………………………………………………………………………..
The 3D Printing Industry ……….………..………………………………………………………………….
The Children’s Retailing Industry .……...……………………………………………………………….
The Dr. 3D Labs Experience .……………….………………………………………………………………
The Target Market ………………….………………………………………………………………………….
The Ideal Location ………………………………………………………………………………………………
Times Square Consumers …………………………………………………………………………………..
Marketing to Children ………………………………………………………………………………………..
General Marketing Strategy ……………………………………………………………………………….
Marketing for Opening Day ………….…………………………………………………………………...
Dr. 3D as Mascot ……………………………………………………………………………………………….
Subway Advertisements …………………………………………………………………………………….
Marketing through the Internet ………………………………………………………………………..
Brochures in Major Hotels …………………..…………………………………………………………….
Overall Marketing Budget ………………………………………………………………………………….
Customer Relationship Management ..……………………………………………………………….
Inventory Management …....………………………………………………………………………………
Doppelganger Production ……………………………………………………………………………………
Point of Sales ..…………………………………………………………………………………………………..
Payroll Systems ………………………………………………………………………………………………….
Security System ……..………………………………………………………………………………………….
Human Resources ……………………………………………………………………………………………..
Comparison with DOOB3D …………………………………………………………………………………
Comparison Process …..……………………..……………………………………………………………...
Resulting Demand ……………………………………………………………………………………………..
Comparison Among Competitors ……………………………………………………………………….
Method of Comparison ……………………………………………………………………………………..
Resulting Demand ……………………………………………………………………………………………..
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3. Included Figures
Appendices
Figure 1: The Growing 3D Printing Industry ..……………………………………………………………..
Figure 2: The Steady Children’s Retail Industry ………………………………………………………….
Figure 3: Average Consumer Costs ……………………………………………………………………………
Figure 4: Tourists in Times Square …………………………………………………………………………….
Figure 5: Dr. 3D Labs in Relation to Tourist Sites ………………………………………………………..
Figure 6: What Kids Want in a Company …………………………………………………………………..
Figure 7: Percent of Consumers Who Further Researched Advertised Products…………
Figure 8: Dr. 3D Labs Logo ………………………………………………………………………………………..
Figure 9: Dr. 3D Labs Flyer ………………………………………………………………………………………..
Figure 10: Dr. 3D Costume ………………………………………………………………………………………..
Figure 11: Dr. 3D Labs Subway Flyer …..…………………………………………………………………...
Figure 12: Cost of ZOHO Software …………………………………………………………………………….
Figure 13: Supply Chain of Dr. 3D Labs ………………………………………………………………………
Figure 14: Estimated Cost Breakdown ……………………………………………………………………….
Figure 10: Comparison of SOHO with Times Square …………………………………………………..
Figure 11: Forecasted Demand #2 …………………………………………………………………………..
Figure 12: Example of a 3D Printer …………………………………………………………………………...
Figure 13: Diagram of a 3D Printer Nozzle …………………………………………………………………
Figure 14: Full-Color 3D Printing ……………………………………………………………………………….
Figure 15: The CubePro C Printer ………………………………………………………………………………
Appendix A: Porter’s Analysis of 3D Printing …………………………………………………………..…
Appendix B: PESTLE Analysis of 3D Printing ………………………………………………………………
Appendix C: Porter’s Analysis of Children’s Retail ………..……………………………………………
Appendix D: PESTLE Analysis of Children’s Retail ………………………………………………………
Appendix E: How 3D Printing Works ………………………………………………………………………….
Appendix F: SWOT Analysis of Dr. 3D Labs .……………………………………………………………….
Appendix G: Dr. 3D Labs Business Model Canvas ………………………………………………………
Appendix H: Marketing to Kids ………………………………………………………………………………….
Appendix I: Marketing Mix of Dr. 3D Labs ………………………………………………………….…….
Appendix J: Graphic Design of Dr. 3D Labs ..………………………………………………….............
Appendix K: Marketing Schedule of Dr. 3D Labs …………………………………………………….…
Appendix L: Dr. 3D Labs Brochure
Appendix L: CRM Systems ………………………………………………………………………………………..
Appendix M: POS Systems ………………………………………………………………………………………..
Appendix N: Cost Estimation Process ……………………………………………………………………….
Appendix O: Payroll Systems …………………………………………………………………………………….
Appendix Q: Job Postings …….……………………………………………………………………………………
Appendix R: Dr. 3D Labs Mock-Up …………………………………………………………………………….
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4. After researching various industries, costs of
business operations and customer demographics,
PM 101 Team 1 has developed the business of Dr.
3D Labs. This company fulfills the objective of
targeting children ages 0-14 in the children’s retail
or entertainment sector. That being said, Dr. 3D Labs
stands out with its innovative and unique concept. It
aims to combine the stable toy retail industry with
the blooming industry of 3D printing. At its core, Dr.
3D Labs is a children’s toy retailor. Where it differs,
however, is the use of 3D printing to create a
customized toy tailored to each child’s dreams. It
does not truly fit into either industry, but is rather a
new combination of the two.
Dr. 3D Labs is a business that hopes to capitalize on
the low production costs of 3D printing to become
profitable. It is a business that will target an age
range of children who are at their peak of creativity
while maintaining a love for toys. Finally, a location
with a high volume of tourists will benefit the once-
in-a-lifetime experience Dr. 3D Labs offers.
The 3D Printing Industry:
The 3D printing industry as a whole is in its early
stages. With rapidly changing standards in
technology, discussed in Appendix B on page 15, it
can be difficult to even define. The sector that
relates the most to Dr. 3D Labs is 3D Printing &
Rapid Prototyping Services. Shown in Figure 1, the
industry is currently valued at $492.4 million
(IBISWorld, 2016). Also seen in the chart below, the
industry is growing at a high rate. In the last 5 years,
this industry has averaged 22.6% in annual growth.
It is also expected to maintain at least a 10% growth
rate through 2020. Comparing this to the 5.9%
growth rate of the US economy (World Bank),
research indicates that the 3D printing industry is
very healthy.
Discussed in more detail in Appendix A on page 15,
the 3D printing industry is highly competitive. 151
businesses are considered part of the market. Of
these business, the majority of profits are
generated by only a few. The two major
competitors Stratasys and 3D Systems account for
30.8% and 24.0% market share, respectively
(IBISWorld, 2016). These companies, however,
focus more on selling the 3D printers themselves.
The 3D printing industry is much more of a niche
market than other more developed industries. Part
of the reason for this is how the technology fueling
it is not yet mature. Current 3D printers are more
suited for smaller-scale ‘hobbyists’ projects than
widespread manufacturing. The printing time for
complex designs can easily take hours, if not days
(3D Genius). On top of the long printing time, the
software needed to operate the printers can be
difficult. Not every 3D design is suitable to be
Introduction
01
-10%
10%
30%
50%
70%
90%
$-
$200
$400
$600
$800
$1,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2016 2020
PercentGrowth
Revenuein$USMillions
Year
The Growing 3D Printing Industry
3D Printing Industry Revenue Growth Rate
Figure 1: (IbisWorld)
Key Takeaway: The 3D printing industry is growing steadily and rapidly. Its projected revenue
is below $1 billion, but it is because of how new the industry is. If growth continue as it has
been, it can easily outshine other more-developed industries.

5. 0%
20%
40%
60%
80%
100%
$16
$17
$18
$19
$20
$21
2010 2011 2012 2013 2014 2015 2016 2017 2018 2016 2020
PercentGrowth
Revenuein$USBillions
Year
The Steady Children’s Retail Industry
Children's Toy Retail Industry Revenue Growth Rate
printed, and designers must take that into account
while creating. The industry operates roughly under
the “golf ball rule”. It states that if a planned
product is equal to or less than a golf ball in size, it
is an ideal fit for the industry (Zaleski, 2015).
The 3D printing industry is a recently developed
market, only getting its true start around 15 years
ago. Although it does not generate as much revenue
as other industries, the rapid growth discussed in
the earlier sections shows promise. The unique
opportunities it presents with customized and low
cost products is ideal for a start-up. Inexpensive yet
effective options for printers are readily available. It
will take time, however, for the 3D printing industry
to truly mature enough to generate comparable
revenue to other industries. Companies who enter
the market now can become forerunners in this
exciting new market.
Children’s Retailing Industry:
Compared to 3D printing, the children’s retailing
industry is much more developed. Seen in Figure 2
above, the industry was valued at $18 billion in
2015. The industry saw 0.3% average annual growth
for the last 5 years (IBISWorld, 2015). This is
partially attributed to the rise in disposable incomes
in families. Shown in the chart above, the children’s
retail industry has struggled increasing its revenue.
It suffered a drop in 2014 and has been recovering
since then. However, the industry is projected to
grow at a slight but steady rate to reach over $20
billion by 2020.
This billion dollar industry has a few major
companies that dominate a large amount of the
market. The two largest are Wal-Mart and Toys R US
with 33.0% and 11.4% of the market, respectively.
However, the remainder of the revenue is
generated from business with less than 4% of
market share (IBISWorld, 2015). This research
indicates that relatively small businesses can still
earn profits in certain areas. Although, there is a
high number of competing smaller businesses. This
is due to the low barriers of entry, discussed in
Appendix C on page 17.
One of the largest factors acting on the children’s
retailing industry is the growing trend of online
shopping. Detailed in Appendix D on page 30,
technology is becoming more prevalent in the lives
of consumers. As internet access grows, more
people are completing their daily tasks on the
internet. Over 70% of parents first find a toy online
before purchasing it (NPD Group, 2009). That being
said, these parents still prefer to see a toy in person
to make the purchase. This is mainly to make sure
Introduction
02
Figure 2: (IbisWorld)
Key Takeaway: The children’s retailing industry is growing steadily but slowly. After its dip in
2014, it is expected to fully recover. Shown in the graph, the expected rate of growth
through 2020 is between 1% and 2%. This shows how the industry as a whole is fairly stable.

6. the quality is satisfactory and the toy would be a
good fit for their child. Overall, online presence of
toy manufactures is predicted to be increasingly
important (IBISWorld, 2015).
The children’s retail industry is a mature industry,
growing at a slow but steady rate. Research
indicates that it is very possible for companies to
turn a profit in this industry. Because of this, it is
fairly competitive and small businesses can not truly
compete with larger ones. Combining the profits
from this well-developed industry with the rapidly
growing interest in 3D printing is a perfect
opportunity for success.
The Dr. 3D Labs Experience:
The simplified concept behind Dr. 3D Labs is the
creation of a customized action figure. Children first
select the type of body and accessories for their
action figure. Then through 3D printing technology
discussed more in Appendix E on page 19, their
head is scanned, printed and attached to the rest of
the doll body. In a way, this toy represents their
ideal self. Whoever or whatever they wish to be
comes to life through Dr. 3D Labs.
Dr. 3D Labs is about more than a custom child’s toy,
it is a unique experience. Like other similar creation
studios for children, the location will have a central
theme. To reflect the innovative nature of Dr. 3D
Labs, the store will be decorated as a futuristic
science lab. From the shelving units to the front
entrance, everything will resemble a high-tech lab.
Children enter through pillars pulsing with
electricity. Bright lights and colorfully lit machines
will be scattered throughout the store. As a final
touch, strategic placing of fog machines will add an
element of mystery to the overall environment. A
mock-up of the Dr. 3D Labs space can be found in
Appendix R on page 37.
Below, an excerpt from the Dr. 3D Labs website
describes the story behind the experience:
From the beginning, children are treated as subjects
in Dr. 3D’s experiments. Employees acting as his
henchmen will guide the children step-by-step
through the creation of their action figure. First, the
children are ‘cloned’ in order to initiate the
reinvention process. After being scanned, they
then select a body and accessories for their future
doppelganger. These themes vary from superheroes
to princesses, athletes and others. Finally, Dr. 3D’s
stooges will help children complete an experiment
file for their action figure. This summarizes all
selected components, partially to help track costs,
as well as a biography detailing all aspects of their
toy’s life. To complete the experience, children send
their experiment file away for their doppelganger to
be brought to life and picked up a few hours later.
The Target Market:
The key age demographic for Dr. 3D Labs is 6-11
year-old children. This age range was selected
partially based off competitors, such as Build-a-Bear
Workshop, and their main market. Although
companies such as Build-A-Bear Workshops are not
an exact representation of Dr. 3D Labs, they are
similar enough to use as a comparison. An
estimated 60% of their sales are to families with
children between 3-12 years old (10K, 2014). By
pursuing this demographic, their revenue has grown
in the past year. It is worthwhile for Dr. 3D Labs to
pursue a similar age range of children.
Dr. 3D Labs Overview
03
Many years ago during one of his crazy experiments,
Dr. 3D had a terrible accident. While trying to clone
himself, the machine malfunctioned and his head
grew so big it fell right off. In a panic, Dr. 3D tried
everything he could to replace his head. Basketballs,
watermelons, boxes....but nothing worked. Then it
hit him, he should try the new technology of 3D
printing! Scanner in hand, Dr. 3D made a quick copy
of his old head and created a brand new one for
himself. This new head fit so perfectly that he
decided to share his discovery with the world. He put
out ads for new stooges, and with their help founded
his very own lab for everyone to visit
(http://dr3dlabs.my-free.website)
“
”
“Through a unique and innovative experience, inspire
children to always believe in their dreams”
-Dr. 3D Labs

7. Additionally, 6-11 year-olds were selected because
of their interest in the experience Dr. 3D Labs.
Children ages 6-9 most enjoy playing with toys that
help them simulate adult or dream life or scenarios
(KidSource, 2009). This interest perfectly reflects the
experience Dr. 3D Labs offers. Children get to turn
their image into whatever type of action figure they
want. This allows them to fantasize about their
dream ‘job’. Children within this age range also
have a greater interest in themed toys than other
ages. Around 90% of parents with children under 11
years old purchase character-themed toys [e.g.
superheroes and princesses] within the last year. As
children get older that percentage drops to only
50% (Lipson, 2015). Dr. 3D labs would benefit more
from targeting younger children than older ones.
Another key demographic of Dr. 3D Labs is families
with a high disposable income. This is because of
the higher costs for consumers to purchase these
action figures. The expected price for a basic
doppelganger is $64.99, with more advanced
models costing above $75. Compared to the other
3D printing businesses shown in Figure 3, it is one of
the least expensive options. That being said, it is
more expensive than other children’s toys. Families
need to be able to spend within the $60-$100 cost
range for Dr. 3D Labs. Lastly, families with
disposable income are more likely to go on a
families on vacation is important.
The final demographic Dr. 3D Labs aims to reach is
tourists. Part of the reason is that Dr. 3D Labs is not
a repeat experience. Although consumers may
return for different accessories, they are not
expected to purchase another doll. DOOB3D, a
similar business, reported that most of their
customers only ever purchase one figure (Patrick,
personal communication). Because of the lack of
repeat purchases, tourists are ideal since they are
only in a location for a short period of time.
vacation. Discussed in the next paragraph, targeting
Another benefit of tourists is that they are a
constant source of the target age group. 83% of
people planning vacations are families (TripAdvisor,
2011). With so many families traveling, tourists are
an ideal demographic. A final benefit of tourist is
their spending habits. Typically, people tend to
spend more money on vacation than any other
time. A reported 36% of families spend at least
$600 per person while on vacation (Westley, n.d.).
Dr. 3D Labs can capitalize on this increased
spending and charge a higher price. Also,
Doppelgangers cost more than other action figures,
so the demographic must have a true interest in the
product. By offering an experience beyond the toy,
it appeals to tourists searching for entertainment.
Dr. 3D Labs will target children ages 6-11 who are
part of tourist family with a high income. Because
of the unique experience Dr. 3D Labs offers, the
prices will be greater than other toy stores. Families
must be willing and able to make a purchase, but
their children must also have an interest. By
targeting these three demographics, research
indicates that Dr. 3D Labs will earn a profit.
The Ideal Location:
When searching for a location, Dr. 3D Labs would
benefit the most from a top tourist destination. As
stated before, tourists are a key demographic this
Dr. 3D Labs Overview
04
$- $100 $200 $300
Dr. 3D Labs
YouKickAss
DOOB3D
ThatsMyFace
MyFaceOnAFigure
3D Plus Me
Average Consumer Costs
Key Takeaway: Purchasing a 3D-printed doll can be
very expensive. Some companies, such as
DOOB3D, can charge $100s for this product.
Comparing Dr. 3D Labs to other companies, it will
appear more affordable to the average consumer.
Figure 3: (Competitor Websites)

8. company will target. A location within Times Square
was selected because of the potential in the area.
Times Square is one of the top tourist destinations
in the world. Every day, over 300,000 people travel
through this location (Times Square Official
Website, 2016). Shown in Figure 5 below, the influx
of tourists is almost constant. Over 30 million
people travel to Times Square every year (Statista,
2016). A location with a high density of constant
tourists would benefits Dr. 3d Labs greatly.
Another promising aspect of Times Square is the
area’s spending tendencies. The consumer spending
in the area is higher than any other surrounding
locations in New York. While Times Square only
makes up 0.1% New York’s physical lands, it
accounts for 10% of the city’s economic output
(HR&A Advisors, Impact of Times Square, 2012). The
estimated retail revenue from tourists annually is
$1.7 billion dollars (HR&A Advisors, Times Square
Retail Study, 2011). Because the spending is so great
in Times Square, it is ideal for Dr. 3D Labs. Discussed
before, it is crucial that the potential buyers are
willing to spend between $50-$100 for this once-in-
a-lifetime experience.
Despite the high spending levels in the area, there
are not a substantial amount of toy retailing
competitors. In 2015, Toys R US closed from its
Times Square location (Ryan, 2016). They did not
close because were failing as a business, but
because their rental costs grew to be too high. In
2015, they were paying $18 million annually to
continue operating at their location (Ryan, 2016).
The closing of this major toy retailer opens
opportunities for smaller business to gain a hold in
the local market. Stores such as Dr. 3D Labs can
thrive without major competition in the area. They
key, however, is to reasonably plan for the
expensive location rates. The location Dr. 3D Labs
choose is smaller than surrounding areas, at only
2,600 square feet. This is to help maintain
manageable levels of rent. Though, It is enough
space for the Dr. 3D Labs concept.
For the reasons discussed above, Dr. 3D Labs
selected a location in central New York. The
location is shown in green in Figure 6 on the
following page. 167 West 47th street is close to
many prime tourist spots. Particularly, it is only 0.1
miles away from Time Square (Google Maps). It is
expected the Dr. 3D Labs will benefit by being so
close to many major tourist spots within New York.
Dr. 3D Labs Overview
05
14
15
16
17
18
VisitorsinMillions
Time of Year
Tourists in Times Square
Figure 4: (Statista, 2015)
Key Takeaway: New York is a very popular tourist destination. Shown in the chart, the
amount of tourist annually is fairly stable. Although the amount does dip occasionally, it
always recovers in the following years.

9. Times Square in New York is a perfect location for
Dr. 3D Labs. The area has very large amounts of
tourism as well as high levels of spending. If Dr. 3D
Labs can develop interest in the business idea, there
will be no shortage of daily customers. That being
said, this company must be wary of rising renting
costs in the area. It is crucial Dr. 3D Labs balance its
costs well in order to still earn a profit.
Times Square Consumers:
As mentioned in the earlier section, Dr. 3D Labs
local market is the tourist hotspot of Times Square.
Catering to tourist is extremely important for this
business to succeed. In general, tourists are looking
for unique opportunities during their vacation. They
also enjoy , with 51% describing shopping as their
favorite vacation activity (TripAdvisor, 2013). Dr. 3D
Labs offers a distinctive experience while still being
considered a retail store. It is a perfect match for
tourists.
Another factor of tourist consumers in Time Square
is the amount of hotels. 21% of the hotels in New
York are in Times Square alone (HR&A Advisors,
Impact of Times Square, 2012). This is beneficial to
Dr. 3D Labs’ concept because of the company’s
technical limitations. 3D printing a head is estimated
to take 3 ½ hours (3dpartprice, n.d.). If the
consumers are staying in nearby hotels, it will
not be as much of an inconvenience to return later.
The long printing time will not act as a deterrent as
it would if people had difficulties returning.
In order to appeal to consumers in Time Square, it
is important to generate interest in Dr. 3D Labs’
concept. People want unique experiences on
vacation, and Dr. 3D Labs can fulfill that want. With
the demographics' desire to spend and the nearby
hotels, Dr. 3D Labs will thrive in Times Square.
Marketing To Children:
Children can be very fickle and difficult to reach
consumers. With short attention spans and often
irrational decision-making (Bonetto 2015), unique
marketing strategies must implemented in order to
appeal to them. Figure 6 on the following page
breakdowns different elements children want to
see in a brand. The most noteworthy is how 80% of
children look for a brand their friends know about it
(Bonetto, 2015). This highlights how word-of-mouth
advertising is important in order to appeal to kids.
This presents difficulties for smaller companies to
capture children’s attention. Yet if these companies
can offer such a great product or experience that
kids want to tell their friends, awareness will grow.
Another major element kids search for in
advertising is humor (Bonetto, 2015). Because
children have a short attention span, appealing to
them through humor can help focus their attention.
Traditionally, television has been considered an
effective medium for reaching out to children. That
is not the case anymore. First, children no longer
simply watch a TV program. 76% of children are
doing at least one other task while watching TV
(Bonetto 2015), particularly during commercials
breaks. Also, TV ads are only more effective to
reaffirm a child’s preexisting interest in a brand than
to develop awareness of new ones (Bonetto, 2015).
Unless the ad is so unique that it completely
enthralls the child, it will not have a profound effect
on them. More effective mediums for marketing to
children are interactive platforms, such as the
internet. The majority of children have internet
access and use it on a daily basis (Bonetto, 2015).
Dr. 3D Labs Overview
06
Times Square
Rockefeller
Center
Grand Central
Station
Figure 5: Dr. 3D Labs in Relation to Tourist Sites (Google Maps)

10. Not only are children exposed to internet ads more,
but these ads offer more opportunity for
interaction. Children can click on ads to learn more
or even play simply games.
Although kids are the target market, it is important
to advertise to adults as well. Because kids only
carry an average of $26 on their person at any time,
they turn to their parents when making major
purchases (Bonetto, 2015). The product or services
being advertised must appeal to children enough
that they ask for it, but the parent must approve.
However, children have such a high level of
influence over their parents (Bonetto 2015) that it is
more important to target the child first. Kids will try
many methods to convince parents to make
purchases for them. They are successful 90% of the
time (Bonetto, 2015). One method they do so is
searching for discounts. Almost 50% of children look
for a company that offers discounts (Bonetto,
2015).For a more detailed look at marketing to
children, refer to Appendix H on page 37.
The most effective way to advertise is to target both
children and their parents simultaneously. The
product or advertisement must be interesting
enough to capture the attention of the child. It
must also appeal to the parent, since they are
making the actual purchase. Ads that are unique,
bold and humorous are the most successful in
appealing to children. They respond more to
interactive and attention-grabbing mediums than
other, more passive ones.
General Marketing Strategy:
In order to appeal to kids, Dr. 3D Labs plans to
emphasize the unique experience and fun
atmosphere it offers. As stated before, it is about
more than creating a toy. Children will feel like a
part of Dr. 3D’s experiments. Also, the character of
Dr. 3D will become the mascot. He will perform
daily shows in the location and get kids involved
hands on with science. It is planned to turn Dr. 3D
into a character for children to become excited
about, not just the face of the company.
General Marketing Strategy:
Detailed more thoroughly in Appendix L on page 40,
Marketing Strategy
07
Figure 8: (Bonetto, 2015)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Is
something
known by
friends
Inspires
Confidence
Parents
love is as
well
Promotes
feelings of
being in-
the-know
Does
surprising
things
Has a
physical
store
Makes cool
TV ads
Offers
discounts
Support
charities
Has social
media
presence
PercentofKidsages6-11
Whats Kids Want in a Company
Key Takeaway: Children search for a variety of things in a brand or product. At 80%, the largest factor
kids look for is that company is something known by their friends. This highlights the need for Dr. 3D
Labs to make the experience so memorable that children will tell others about it.
Figure 6: (Bonetto, 2015)

11. The graphic design elements of Dr. 3D Labs reflect
the overall theme. Figure 3 displays the decided
final logo. It was designed to directly represent the
idea of a science lab. the Appendix J on page 21
shows different logo variations, as well as a central
color palette. Cool hues were selected to
correspond with the high-tech elements of the
store. Traditionally, futuristic themes are
represented with a similar color scheme. Bright and
fun colors were also selected to appeal to children.
While advertising Dr. 3D Labs, “the future is you”
will be used as the tagline. First, this further
emphasizes the futuristic theme talked about
above. It also stresses how this business is focused
on the individual consumer. Each child creates a
doppelganger based on their dream self. Combining
these two ideas into this tagline is a perfect
representation of Dr. 3D Labs.
Figure 7 compares the most common advertising
channels and their effectiveness. This chart
highlights the importance of mass media in
marketing. Consumers generally respond more to
electronic mediums. Although, print advertisements
are only marginally less successful. Because of this,
Dr. 3D Labs will use a combination of mass media
and more simplistic media. The company will focus
on four main channels for advertising: the internet,
printed flyers, posters and radio. The following
sections further details each method. For more
information on the general strategy of Dr. 3D Labs,
refer to Appendix I on page 37. It outlines the
company in relation to the marketing mix.
Dr. 3D Labs must focus on highlighting its creative
experience when advertising. Also, research
indicates that it is important to choose more than
one channel for advertisements. This has more
potential for reaching more consumers. No matter
the medium of marketing chosen, it is crucial for
advertisements to still reflect the fun nature of Dr.
3D Labs.
Marketing Strategy
08
0% 10% 20% 30% 40% 50% 60%
Search Engine Sites
Local TV News
Newspapers
Magazines
Radio
Social Marketing Sites
Boradcast Network News
Online Video Sites
Cable News
Percent of Consumers Who Further Researched
Advertised Products
Key Takeaway: Many marketing mediums are successful in persuading viewers to look more into a
product or service. Search engines and local TV News are the most effective. That being said, even the
most effective forms of media only barely compels 50% of viewers to further investigate.
Figure 7: (Statista, 2016)
Figure 8: Dr. 3D Labs Logo

12. Marketing for Opening Day:
Dr. 3D Labs will not focus heavily on a campaign for
the grand opening, but it will have a special
celebration. As it is a party to introduce the newest
in mad scientists, there is no better person to cut
the ribbon than Bill Nye the Science Guy. For
$25,000, Bill Nye will make an appearance to speak,
meet fans and sign autographs (APB.com). Because
Bill Nye is so famous and popular with children, it is
expected he bring many consumers to the store. His
appearance will also help spread the name of Dr. 3D
Labs. Although Bill Nye will be the focus of the
event, there will also be cake and decorations. This
grand opening celebration is expected to cost
$26,000. Also, the grand opening event will be
advertised in the same manner as Dr. 3D Labs’
normal marketing strategy. Mostly, newspaper and
social media will be used to generate interest.
Dr. 3D as a Mascot:
Advertising through a mascot is beneficial when
marketing to kids. As stated before, kids search for
more interactivity and uniqueness in
advertisements. Mascots provide an opportunity
for kids to interactive one-on-one with the
business. Also, they “can strengthen the sense of
attachment or belonging to a product or service”
(Spellbrand.com, n.d.). By using a mascot
businesses can evoke more emotions in consumers,
who in turn will feel more attached to a business
(Koshy, n.d). Because Dr. 3D Labs focuses so greatly
on the story and experience for customers, a
mascot is a necessity to bring Dr. 3D to life.
Dr. 3D Labs plans to purchase a customized full
body costumer for the mascot. It is expected to cost
$12,000 (Avantgarb.com n.d), but it is a one-time
purchase. Although not the final design, Figure 10
shows the general design for Dr. 3D. He is going to
be a crazy and funny yet still friendly character.
The Dr. 3D mascot will implement personal selling
techniques. He will roam the center of Times
Square handing out flyers and interacting with
tourists. Flyers alone are not the most effective
form of marketing, with only a 2% response rate
(Stephen 2014). Yet by combining physical flyers
with the method of personal selling, this marketing
plan will be more effective. Dr. 3D Labs will pass out
500 flyers weekly, at a cost of $11,700 annually.
Subway Advertisements:
Subways are a major form of transportation in New
York. Many residents and tourists choose subways
in order to avoid the chaotic street traffic. In
comparison, the subway system is the simplest and
Marketing Strategy
09
Figure 9: Dr. 3D Labs Flyer
Figure 10: Dr. 3D Costume

13. fastest way for people to commute. The Times
Square subway has more annual riders than any
other subway line. In 2014, the annual riders of the
subways were over 1.75 billion (MTA.com, n.d.).
Also, the average rider spends 40 minutes on
subways each way (Billboard Connection, 2014).
This allows for sufficient time for consumers to be
exposed to advertisements.
Dr. 3D Labs plans to spend the majority of its budget
on subway advertisements. Through OutFront
Media, posters will be placed in 50 different
subways. An example of the subway poster is shown
in Figure 10. It was designed to reflect the same
format as the flyer. Total, marketing in subways will
cost $97,500 a year.
Advertisements in the Newspaper:
Shown before in Figure 7, newspaper
advertisements are effective. Almost 50% of readers
will act on an advertisement (Statista, 2016). Of
those who further research a product, 34% are likely
to make a purchase (Newspaper Association of
America, 2013). Additionally, the New York Times is
the third most read newspaper. Over 2 million
physical and digital copies are purchased every year
(journalism.org, 2015). With a large amount of
readers through both print and digital media, Dr. 3D
Labs can reach a greater range of consumers.
Dr. 3D Labs will use a one page advertisements in
the New York Times once a week. The
advertisement will be the same as the flyer and will
cost $24,400 per year (New York Times, n.d.).
Marketing Through the Internet:
Dr. 3D Labs will have a strong online presence, the
importance of which is highlighted earlier in the
paper. In regards to social media, an estimated 37%
of consumers will research more into a company
that has a social media page (Statista, 2016). Dr. 3D
Labs plans to focus the most efforts on primarily
Facebook and Twitter. These pages will be updated
daily with pictures, customers’ doppelgangers and
updates about what Dr. 3D has been up to. Only 48
hours after the Twitter page was created, Dr. 3D
Labs already had 5 followers. One of these followers
was from a major 3D Printing group who retweeted
the company’s first post. This shows how quickly Dr.
3D Labs can gain exposure through social media.
Additionally, Dr. 3D Labs will directly advertise
through Facebook using their ad software.
Facebook is great channel to reach parents. 73% of
adults visit Facebook at least once a week
(Salesforce, 2013). Dr. 3D Labs will target individuals
who are currently in New York yet live 100+ miles
away. Each click will cost cost $0.31(Facebook.com,
n.d) and 50,000 clicks will be budgeted for the first
year. It is expected to cost $15,500 annually.
Marketing Strategy
10
Figure 11: Dr. 3D Labs Subway Poster

14. Dr. 3D Labs will also market through a personalized
website. This will provide consumers an easy way to
learn more about the company before purchasing. It
will also offer an outlet for people to easily contact
the company with any questions. http://dr3dlabs.my-
free.website/. It is expected 3% of website visitors
will actually go to Dr. 3D Labs (Marketingsherpa,
2012). Because the website will only cost $120
annually to maintain, it is a worthwhile method.
Brochures in Major Hotels:
Brochures are an effective way to marketing to
tourists. While staying at a hotel, 84% percent of
tourists will pick up brochures and an estimated
80% will alter their plans after doing so (CTM,
2012). By marketing through brochures, Dr. 3D Labs
can gain exposure. Smaller businesses can struggle
to compete to purchase large-scale advertisements,
but brochures offer comparable exposure for less.
Dr. 3D Labs will partner with CTM Media Group to
market through this channel. CTM Media Group
provides a service that plans, prints and distributes
brochures to hotels. . This company will place Dr. 3D
Labs brochures in 10 family-friendly hotels around
Times Square. It will cost an expected $70 per hotel
per week. Annually, Dr. 3D Labs budgets $36,400 to
market through brochures.
Dr. 3D Labs Marketing Budget:
Dr. 3D Labs will primarily advertising through direct
marketing, print marketing and the internet. For a
breakdown of the marketing schedule, refer to
Appendix K on page 37. In general, the company
plans to use the same level of marketing year-
round. This is due to the lack of seasonality in Times
Square. There are very few dates that attract more
tourists, such as News Years. Below is a summary of
advertising costs:
• Mascot with flyers: $23,700
• Posters in subway: $97,500
• Marketing through internet: $15,120
• Brochures in hotels: $36,400
• Marketing Specialist: $50,000
• Social media specialist: $40,000
Customer Relationship Management:
Detailed more thoroughly in Appendix L on page 40,
Dr. 3D Labs has chosen Zoho for managing
customer relations. This CRM system was selected
for many reasons, but the most important was the
ideal balance between cost and functionality. As a
small business, Dr. 3D Labs does not need a large
system as its transaction are not very complex. Also,
the majority of the purchases will be one-time. It is
more important to track sales as related to the
products instead of individuals customers. Lastly,
although Zoho does not have the highest level of
security it is predicted to be enough for Dr. 3D Labs.
None of the information will be highly confidential
in nature. With the lack of repeat purchases, no
financial information of customers will be stored.
Simply, the type of product they purchased. Zoho
offers all the simpler functions Dr. 3D Labs requires
while remaining affordable for smaller businesses.
Some of the services Zoho offers are:
Dr. 3D Labs does not explicitly require every service
Zoho includes, but a few are absolutely necessary.
The first is sales forecasting and reports. Because
Dr. 3D labs will be constantly developing new dolls
and accessories, it is important to keep track of
what products are selling. It will help the business
decide whether to drop certain lines or focus more
resources on specific new themes. The next
important function is the ability to maintain
unlimited records. As stated before, the primary
market will be tourists. With an almost constant
flow of new customers, Dr. 3D Labs can expect a
large number of records. This particular version of
Zoho allows business as many records as they need,
so Dr. 3D Labs can recall any customer’s sale if
necessary. The final major benefit Zoho offers is
how the system is cloud-based. Because of the
more compact location and high level of equipment
needed, Dr. 3D Labs does not have room to spare. It
would struggle to find storage for any physical
equipment for a CRM system.
The expected cost to run Zoho is outline in Figure
12. Dr. 3D Labs predicts to have 8 monthly users
Marketing Strategy
11
• Email Integration
• Sales Forecasting
• Reports
• Document Library
• Mass Email
• Call Center Connection
• Unlimited Records
• Cloud-Based

15. because of how its management will function. The
five founders will each have an account in order to
oversee operations. In addition, 3 store managers
will have access. Allowing both mid-level and higher
management to have access will help avoid any
oversights and aid communication. The final cost
for Zoho will be $2220. This is the most affordable
software and subscription for Dr. 3D Labs.
Due to the nature of Dr 3D Labs and the small
amount of users, Zoho is the best CRM system. The
business has no need to spend more than the cost
of Zoho. The extra services these more expensive
systems offer will not be used, so it is a waste to
purchase them. What is most important is a cloud-
based and simple to use system that can track large
number of purchases. Zoho offers these services
while remaining affordable.
Inventory Management:
The supply chain management for Dr.3D Labs is
fairly simple. Shown in Figure 13, there are only 4
major players in the suppler chain. The process
begins with the manufacturer. Dr. 3D Labs plans to
outsource production of the doll bodies.
Outsourcing is not expected to impact the overall
business because the focus is not the bodies, but
rather the custom heads. Every two weeks, the
manufacturer will be shipping 2500 headless 12”
figures and 7500 sets of outfits to the retail space.
The main storage room for products is a 12x17
space. It is expected that 48 boxes will be able to fit
in the room at any one time. Each box should hold
slightly over 100 doll bodies or over 300 outfits. Dr.
Dr. 3D Labs plans to store dolls in half of the boxes
and accessories in the other half. With an expected
average sale of at least 700 figures a week, it is
important to have more than enough dolls in the
store at all times. Other miscellaneous supplies will
be stored throughout the store or in leftover space.
Another major component of supply in Dr. 3D Labs
is the printer cartridges. These specialized
cartridges can only be purchased from the makers
of CubePro C printers, Bot Objects. It is expected Dr.
3D Labs will need on average 900 cartridges every
two week, but more will be stocked. This is due to
potential printer malfunctions. 3D printers can
often become jammed and must be cleaned,
wasting the filament in the process.
The final step of the supple chain is getting the
finalized product to customers. The interactive
experience for customers will last less then an hour,
although their finished figure won’t be fully created
until over three. Therefore, customers will be given
the opportunity to pick up their figure at their own
leisure. There will also be free shipping offered to
customers. It is estimated that between 90-95% of
customers will choose to simple pick up the product
later. This estimation is based off of The Lids Store
in Time Square. They also offers a customized
product with a few hour pick-up time (Bradley,
Operations
12
Figure 12: Cost of Zoho Software (Zoho.com)
(Per Month
Flat Fee x 12)
(Per User x Amount
of Users) = Annual
Cost
$25 x 12 $20 x 8 = $460
Figure 13: Supply Chain of Dr. 3D Labs
Manufacturer
•Ships 2500 headless doll
bodies to retailer every 2
weeks
•7500 accessories to retailer
every 2 weeks
Retailer
•Keep manufactured doll
bodies and accessories in
storage space
•Other store supplies kept in
leftover storage space and
around the store
Customer
•Can pick up figure in store or
get shipped to home
•In store pickup is a 4 hour wait
•Less than 10% will get shipped
home
BotObjects
•Ships 1000 cartridges every
two weeks

16. personal communication). Even with the delayed
pick-up, less than 10% of their customers choose to
have the product shipped. It will cost $12 to ship
via USPC first class mail, in a large padded envelope
for fragile items, with insurance (USPC.com, n.d.).
The supply chain for Dr. 3D Labs is simple. It will
outsource manufacturing of dolls and accessories,
but will produce heads on-site. In order to help
maintain a steady flow of products, Dr. 3D Labs will
use software to manage what is being purchased
and used. Both the CRM and POS systems will keep
track of inventory. Having two systems will help
eliminate opportunities for miscalculations. It is
crucial enough materials are in the store at any one
time to meet the daily demand.
Doppelganger Production:
Discussed earlier, the estimated printing time for a
doppelganger is 3 ½ hours. The majority of the
process is automatic. Detailed in Appendix E on
page 37, 3D printing can be run almost entirely
through programs. Although, 3D Printers often jam
and must be cleaned after every print. Since they
are not fully automatic, a 3D specialist must be
present to manage them. It is also effects print
time, the estimation is only for if everything
functions perfectly. That is why customers will be
told an expected time of 4 hours.
The average cost to produce a doppelganger is
estimated to be between $23-$29. The individual
aspects of the costs are broken down in further
detail in Figure 13. The process of determining the
average cost is explained in Appendix N on page 23.
This estimated cost only accounts for the direct cost
of goods. That being said, there is still substantial
opportunity to turn a profit. The cheapest model
with basic accessories is planned to be sold for
$64.99, with more complex models costing $74.99
and $79.99. Considering only the most basic
doppelganger, there is a 64% gross margin. It is 20%
greater than competitor Build-A-Bear Workshop’s
gross margin of 44.7% (YCharts, 2015). These
lowered costs of production highlight the potential
3D printing has to offer. Dr. 3D Labs is designed to
capitalize on this potential.
Point-of-Sales Systems:
Detailed more in Appendix M on page 37, Dr. 3D
Labs has determined AIMsi as the best choice for a
point-of-sales system. As a small business, Dr. 3D
Labs needs a system that is low cost but still offers
the basic functions the business requires.
Choosing the best software for Dr. 3D’s Labs means
that there is criteria of saving costs, reliability, and
tracking of sales and inventory. AIMsi is great for
customer add-on modules offering a lesson
scheduling which is great for hobby shops and very
useful for rental management, and keeping track of
inventory. This system is also very easy to use, learn
and work with which is important with a new
business such as Dr. 3D Labs. It allows for highly
customizable inventory and sales reports to suit
every interest of the business, which works well
with Dr 3Ds lab business concept, which has many
customizable portions to its business. AIMsi doesn’t
consume a lot of computer power therefor making
it possible for startup business to use, and meaning
it would work well in a small New York City Location
that has high electricity costs. This software
provides the user with wide ranging customization
options leading to maximum profits for each unique
company. This system provides all of Dr. 3D’s Labs
requirements for their POS systems, with a low one
time purchase cost of $495.
Dr. 3D Labs Operations
13
Figure 13: Estimated Cost Breakdown (Alibaba; Aliexpress)
Element of Action
Figure
Average Cost
Estimate
3D printed head $11.16
Main body $14.83 (simple)
$9.04 (complex)
Hair/Wig $2.01
Clothing and Accessories $1.07
Total Average Cost $23.28 (simple)
$29.07 (complex)

17. Payroll System:
Dr. 3D’s Lab payroll system will need to be able to
calculate and distribute scheduled paychecks. The
majority of the employees will be hourly based, so
the system we chose should be able to compute the
correct amount per the hours of worked a week, as
well as making sure to account for taxes that will be
deducted. The system should be easy to use for
managers and accounting and other accessing it, as
well as not take up space in the store.
The system that best suits the needs of Dr. 3D’s Lab
is Gusto Payroll Systems. It has a low annual cost
and meets the requirements for the business. Its
cloud base system helps to keep hardware out of
the store, and it is fully equipped with automatic
scheduling and tax reductions. It also offers the
ability to split annual salaries into hourly wages so
that managers can have weekly paychecks. It uses a
mass email system that sends pay stubs to users so
that it can eliminate paper and have increased
accuracy with payments and customer satisfaction.
Though it does not have weekend customer service,
it has a large online based service system that works
from the U.S. to provide as much customer
satisfaction as possible.
Security:
New York City, more specifically Time Square can be
a dangerous place. In fact, Time Square has the
most crime in the city per 1000 people (nyc.gov,
2016). Most of this is because of how many people
are clustered into one space, allowing people to get
away with crime without being noticed. On the
other hand though, crime rate has been consistently
going down in Time Square, only have 741 total
crimes in 2014, compared to having over 2000
yearly in the late 90’s.
Although, based on the risk with having high cost 3D
printers and other expensive assets, Dr. 3D labs will
still be implementing a top of the line security
system. The Night Owl B- F93244-700 Channel
Video Security System with 24 Bullet Cameras, a top
of the notch $1600 product will keep the store
secure. The system will be controlled by an
computer, or other smart device.
Dr. 3D Labs Operations
14
Figure 9: Dr. 3D Labs Security Cameras
ctions
stubs
ies

18. Human Resource Management
In terms of hiring, Dr. 3D labs are looking for both
entertainers, and professionals. The professionals
will include the Marketing Specialist, 3D Specialist’s,
Doll Dress Designer, and Accountant. Although, the
Part Time Employees, and Store Manager are
expected to be both professionals and have some
entertainment skills. Dr. 3D Labs is looking for
people with a couple years experience in their field,
people who are recommended and top of the
line. Ideally the business would like employees to
stick with the business for many years, due to it
being a new business, with goals and having great
company culture. Due to having a fun, and relaxed
company culture having these expectations are
feasible. The cost per full time employee will range
from $53,000-$70,000 and are based on average
median salary per job title. Additionally, it will cost
roughly $5,500 for benefits, which include life
insurance, health care, disability insurance, dental
plans. Also, retirement plans, and 401k savings
plans will be implemented. Part time employees will
be paid minimum wage, which will cost $9 an hour.
Although this isn’t significant pay, interactive and
more fun businesses will typically pay part time
employees at low cost. For example, Disney College
Program Interns only get $8.87
an hour(Glassdoor.com). This will be a great
experience for college kids to put on resumes and
grow in the business and entertainment field. Dr.3D
Labs is looking for college kids from local schools,
such as NYU, Pace, Hunter College, City College,
Baruch University, and other local top of the line
NYC institutions. To get both full time and part time
employees there will be job listings in the
newspaper ads, Craiglist.com, Internship.com,
Simplyhired.com, Mogul.com, and Recruiter.com.
Additionally, it will be advertised via social media,
and Dr.3D Labs will attend three career fairs. The
cost of attending the career fairs will be $9000
(Wyborny, 2014).
sati
Dr. 3D Labs Operations
15

19. Dr. 3D Labs’ Competitors:
As 3D printing is a newer technology, it is difficult to
pinpoint clear competitors. No other company
demonstrates the same concept as Dr. 3D Labs.
Although there are many companies, discussed
later, that do create custom 3D-prined dolls, they
are not exactly like Dr. 3D Labs. This concept
combines the production of toys with an engaging
and entertaining experience. That being said, some
business do exist in both 3D printing and children’s
retailing industries that rival Dr. 3D Labs.
In terms of providing an engaging customer
experience, Build-a-Bear is a successful example.
They generated over $390 million in 2014, with 98%
of stores making profit. This is a 12% increase from
the previous two years, and is valued at $10 million
(Build a Bear Annual Report, 2015). Build-a-Bear’s
primary target market is kids ages 6-12. The main
reasons customers visit are:
• For a traditional visit (42%)
• For birthday parties (33%)
• To purchase gifts (25%)
Similar to Dr. 3D Labs’ concept, customers get to go
through all the steps of production as well as
showcase creativity in the toy they create. The
atmosphere of the store emphasizes the experience
as a whole, making the child’s toy ‘come to life’.
Although this isn’t direct competition because they
do not use 3D printing technology, it is a consumer-
focused experience like Dr. 3D Labs.
In regards 3D printing Dr. 3D Labs, there are many
online retailors offering similar services. These
include YouKickAss, ThatsMyFace,
MyFaceonAFigure, 3D Plus Me and DOOB3D. With
the exception of DOOB3D, to be discussed later,
these business operate very differently than Dr. 3D
Labs. They are all exclusively online retailors and
target the demographic of 30-45 year-olds.
YouKickAss is the closest competitor when
considering the product alone. This business was
actually presented on Shark Tank and bought by Mr.
Wonderful for $100,0000 for 10% of the business,
valuing it at $1 million. They are an online 3D
printing business, where the consumer is made into
superhero figure. Similar to Dr. 3D Labs, they only
use the 3D printer for producing the head (Shark
Tank, 2015). Their figures cost $15 to manufacture
and are sold for $60. Although their costs reflect
those of Dr. 3D Labs, this business is solely online.
They also focus more on the software behind their
figures. They patented their specially designed
software, which was the primary point of interest
for the shark tank investors (Shark Tank, 2015).
3D Plus Me is a kiosk service at different Target
locations. It allows consumers to take a picture of
their that is then printed onto a 3D figure
(3dplusme). They are have four locations
throughout California, and made an appearance at
this year’s Super Bowl and World Series. Where
3DPlusMe excels is their licensing. They have
partnerships with Marvel, the MLB, NFL, MLS, Star
Wars, Hasbro, Harry Potter, and other well know
brands (3dplusme). Their figures are premade,
however, with the face simply printed onto it. This
differs from Dr. 3D Labs creation of the entire head.
The most similar competitor is DOOB3D. It is a
German 3D printing store with worldwide locations,
but is now headquartered in New York (DOOB3D).
They create high quality 4-14 inch figures, ranging
from $95-$700. Rather then just creating printing
heads as Dr. 3D Labs does, they actually scan and
print a customer’s whole body. They have an
physical locations where the scans take place, but
where the figures are not printed. They files are
sent to their German locations and ship back to the
customer in 2-4 weeks. Their locations are doing
very well, although the exact profit was not
disclosed (Patrick, personal communication).
Although DOOB3D is close to the Dr. 3D Labs
concept, it is not exact. Dr. 3D Labs focuses more on
the consumer experience than the product.
Although there are many competitors in children’s
retail and 3D Printing, there is no business quite like
Dr. 3D Labs. It combines children’s desire to create
with high-tech technology. This concept has
advantages over competitors through the use of a
physical location and different demographic.
Competitor Analysis
15

20. Comparison with DOOB3D:
As mentioned earlier, DOOB3D is a 3D printing
business that is comparable to Dr. 3D labs. They are
located within SOHO, New York and offer high
quality custom figurines. Although DOOB3D does
differ in the type of experience they offer, they are a
good comparison when estimating demand. This is
mainly because of their similar location and
business model. Using their average sales of 25
figurines a day (Patrick, personal communication),
the expected demand for Dr. 3D Labs is found using
the method detailed in the following section.
Comparison Process:
Although DOOB3D is a comparable business, it is
not sufficient to simply use their 25 daily customers
as the expected demand. Seen in Figure 9, SOHO
does not have as much potential as Times Square. In
particular, the retail spending and walking traffic is
much smaller. Because Dr. 3D Labs is targeting
tourists, its expected demand will increase if located
in a vacation destination. In order to estimate the
daily customers, DOOB3D’s demand was adjusted
using the formula below:
The results and process for this adjustment is
broken down in Figure 10 below. The multiplier was
found using the same process for each adjustment
except with average price. Because the price
between DOOB3D and Dr. 3D Labs differs so greatly,
as discussed earlier, it can be expected a lower
price
Resulting Demand:
____
Demand Forecast #1
16
Comparison Soho Time Square
Retail
Spending
$4.6 Billion $18 Billion
Tourism 9 Million 39 Million
Walking Traffic 19,000 300,000
Square Foot of
Location
1,328 2,600
Cost Per
Square Foot
$60 $193
Figure 9: Comparing SOHO with Times Square (_________)
Figure 10: Demand Forecast #1
Adjustment Type Multiplier
Ratio
Resulting
Multiplier
Resulting Daily
Demand
Adjustment
Weight
Annual Tourists 39 million
9 million
4.33 108 people 25%
Walking Traffic 300,000
19,0000
15.79 395 people 15%
Retail Spending 18 billion
6.4 billion
3.91 97 people 35%
Average Price* $335
$71
4.71 118 people 25%
Weighted Daily Demand 152 people 100%
25 ∗ (
𝑇𝑖𝑚𝑒𝑠 𝑆𝑞𝑢𝑎𝑟𝑒 𝑆𝑡𝑎𝑡𝑖𝑠𝑡𝑖𝑐
𝑆𝑂𝐻𝑂 𝑆𝑡𝑎𝑡𝑖𝑠𝑡𝑖𝑐
)
𝐵𝑎𝑠𝑒 𝐷𝑎𝑖𝑙𝑦 𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟𝑠 ∗
𝐴𝑑𝑗𝑢𝑠𝑡𝑚𝑒𝑛𝑡
𝑀𝑢𝑙𝑡𝑖𝑝𝑙𝑖𝑒𝑟-or-

21. Comparison with Customization
Businesses:
As mentioned earlier, Doob3D is a 3D printing
Method of Comparison:
*out of 5
Since Soho and Times Square are considerably
Business
Type/Name
Location
Similarity
Product
Similarity
Price
Similarity
Amount of Average
Daily Customers
Adjustment
Weight
Me3D 4 5 2 50 People 45%
Caricature 5 2 2 100 People 25%
That’s My
Face
1 5 3 15 People 15%
Bobble Heads 1 3 4 32 People 15%
Weighted Daily Demand 56 People 100%
Demand Forecast #2
17
Figure 9: Comparing SOHO with Times Square
Figure 10: Demand Forecast #2
Business
Type/Name
Location Product Average
Price
Me3D Mall of
America
Custom
Figure
$275
Caricature Times
Square
Custom
Drawing
$15
That’s my
Face
Online Custom
Figure
$103
Bobble Heads Online Custom
Bobble
Head
$99
Dr. 3D Labs Times
Square
Custom
Figure
$71
Figure 9: Comparing Tourist Companies (_________)

22. Friends will be placed in Time Square. A comparison
Friends will be placed in Time Square. A comparison
of DOOB3D and Dr. 3D Labs’ location is shown in
figure 9. The largest different is the tourism. Time
Square is the number two tourist spot in the world,
where Lower Manhattan does not even make the
top 10. Because of its New York location and similar
business concept, DOOB3D is perfect to use to
estimate demand.
Friends will be placed in Time Square. A comparison
of DOOB3D and Dr. 3D Labs’ location is shown in
figure 9. The largest different is the tourism. Time
Square is the number two tourist spot in the world,
where Lower Manhattan does not even make the
top 10. Because of its New York location and similar
business concept, DOOB3D is perfect to use to
estimate demand.
Friends will be placed in Time Square. A comparison
of DOOB3D and Dr. 3D Labs’ location is shown in
figure 9. The largest different is the tourism. Time
Square is the number two tourist spot in the world,
where Lower Manhattan does not even make the
top 10. Because of its New York location and similar
business concept, DOOB3D is perfect to use to
estimate demand.
Friends will be placed in Time Square. A comparison
of DOOB3D and Dr. 3D Labs’ location is shown in
figure 9. The largest different is the tourism. Time
Square is the number two tourist spot in the world,
where Lower Manhattan does not even make the
top 10. Because of its New York location and similar
business concept, DOOB3D is perfect to use to
estimate demand.
Forecasted Demand
18
Business Type/Name Amount of Average
Daily Customers
Adjustment
Weight
Demand Forecast #1-DOOB3D 152 People 85%
Demand Forecast #2- Tourist
Attractions
56 People 15%
Weighted Daily Demand 138 People 100%
65%
20%
15%
Percent of Purchases
$65
$75
$80
Key Takeaway: Based on DOOB3D’s sales, Dr. 3D
Labs estimates the majority of purchases will be
of the least expensive option. Although, a
significant amount of consumers will still
purchases the more deluxe products.

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References
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References
14

27. Appendix A: Porter’s Analysis of 3D Printing
15
Threat of New
Entry
•High
•Anyone can purchase a 3D
printer
•Preexisting larger companies
shifting to 3D manufacturing
•Cost-effective manufacturing
is appealing
Buyer Power
•High
•People can manufacturer
designs themselves
•Can be harder to protect
copyrights and patents
•Bargaining power
Threat of
Substitution
•Low
•Not many substitutes for 3D
printing
•Has potential to become the
most normal form of
manufacturing
Supplier Power
•Medium
•3D printers can be cost
effective
•Many companies create
their own 3D printer and
software
 Low amount of major
competitors, large
amount of smaller
competitors
 Specialized businesses
 Complex manufacturers
can require experts in
3D printing
Competitive
Rivalry

28. Appendix B: PESTLE Analysis of 3D Printing
16
Political: 3D printing has an impact on government regulations and all areas of laws.
Intellectual property (IP) law is the most common interception. 3D printing also changes the IP
law, product safety and product liability law. (Intellectual Property Watch, 2015)
3D technology creates astounding benefits for nation-building by growth on economies.
(Margariñá, 2014) How to regulate / tax (IP); Is the IP provided as a service? Or, are you
licensing software? Selling raw materials without charging for the blueprint? Signing
customers to subscriptions for IP that they can upgrade and change? Taxation, whether in the
form of direct income tax or indirect VAT/GST, hinges on such questions. (Flynn, 2015)
Economic: Families can save a great deal of money by making things with a 3D. Study shows
that customers cost $312 to $1944 to buy 20 specific items compared to $18 to make them in
a weekend. (Goodrich, 2013)
Long-tail effect: our culture and economy is increasingly shifting away from a focus on a
relatively small number of "hits" (mainstream products and markets) at the head of the
demand curve and toward a huge number of niches in the tail. (Schwoch, 2013)
Social: 3D printing can influence many social based industries such as fashion, automobile
and aircraft industries and even in weapon manufacturing. (3D printing Technologies, n.d.)
3D printing also impacts the Health Care System. For example, print prosthetic limbs. There
was a successful transplant of a 3D printed bladder in a patient 11 years ago. (3D printing
Technologies, n.d.) 3D printing brings production closer to the end users and customers, so
reducing the current supply chain restrictions and costs. (3DPrtingingIndustry, n.d.)
Technology: 3D digital model is the starting point for any 3D printing process, which can be
created by 3D CAD programs. And consumers even have a simpler option, they can just scan
objects with 3D scanner, then 3D printer would start to work. (3D printing industry, n.d.)
With the development of the 3D printing technology, more and more different materials can
be used to print in 3D printer such as Nylon. (3D printing industry, n.d.)
There are different 3D printing technologies due to different materials. For example, some 3D
printers process powdered materials such as Nylon, metal and plastics by utilizing a laser or
heat source. And some other process polymer resin materials. (3D printing industry, n.d.)
3D printing can possibly produce very detailed and complex objects. (3D printing industry,
n.d.)
Legal: Users could make the unauthorized copying of objects easier. Companies will copyright:
copy a protected work without a license (most artistic copyright) or patent: copying an
innovate invention without licenses and then made it available online platforms. (Dubuisson,
2014) Companies cam also trademark copying a famous trade marks to use it in private
business. (Dubuisson, 2014)

29. Environment: Reduces waste, especially when using metal. Reduces transport cost and
emission compares with conventional fabrication. (Kovac, 2013)Uses a lot of electricity.
Large 3D printers using heat or a laser to melt plastic consumed 50-100 times electrical
energy than conventional
However, home 3D printers have power draw approximately equivalent to a laptop
computer. (Kovac, 2013) The most commonly used material, apart from metal, is plastic, in
particular, acrylonitrile butadiene styrene (ABS) and polylactic acid (PLA). ABS is petroleum-
based polymer, so it is less environmentally friendly, whereas PLA is a biodegradable corn-
based plastic. (Kovac, 2013)
Conclusion: This PESTLE analysis lead to the conclusion that in order for a 3D
business to be successful, there needs to be a lot attention put in to technology
and legality. Technology is rapidly changing in this industry, and business owners
need to be aware of how their competitors may be able to gain a completive
advantage if their technology improves. It also is important to keep patents and
copy writes in mind when thinking about the design of printed items. The social
aspect is positive, people enjoy 3D printing and notice it, as well as the
environmental aspect because there is not a huge carbon footprint associated
with printing.
Appendix B: PESTLE Analysis of 3D Printing
16

30. Appendix C: Porter’s Analysis of Children’s Retail
17
Threat of New
Entry
•Medium
•Can be difficult to purchase
enough suppliers to start a
new store
•Difficult to compete with
mass retailers
•Anyone with access to toys
can sell, though
Buyer Power
•Medium
•Many different distribution
channels of toys
•Customers have options for
retailor, can choose a
different one if unhappy
with the current
•Customer must pay retailer's
price, though
Threat of
Substitution
•High
•Toys are only one form of
entertainment, there are
many options for kids
•Advances in technology
continue to increase
entertainment options
Supplier Power
•Low
•Easy to purchase toys
because of wide variety of
manufactures
•Retailers can potentially
create their own toys
•Materials to create toys are
readily available
 High
 A few major companies
have a great amount of
market share
 They have advantages
over smaller companies
such as buying in bulk
and rand loyalty
Competitive
Rivalry

31. Political: Political factors can influence the industry’s performance, including imposition of
trade sanctions on imports. (Essay Giants, 2014) When retailing, following trade regualtions
is important to avoid having to pay penalty taxes or do deal with
Economic: Domestic retail toy market is highly competitive. The retail markets’ biggest
competitor is online shopping. Sales from online stores from manufacturers or websites like
amazon can lower profits for toy retailers. (Shaftoe, 2014)
Action figures sales have increased every year since 2013. Future growth is expected to be
stable for retail market. (Shaftoe, 2014)
Social: More and more children aged 8-18 spend 7.5 hours per day on the internet and on
social media site. This can mean that children are spending less time playing with toys.
(Meland, 2010)
Technology: Toy retail market must innovate to survive. Toy companies release their
newest products every year. However, this leaves little time to adjust to new technology.
(Strickon, 2010)
The declining cost of electronic components enabled more technology to be embedded in
toys. It gives more space to innovate. (Strickon, 2010)
Legal: Toy manufacturers will need to make sure they protect their copyrights and patents.
(Toy Industry Association Inc., n.d.)
There are some federal-level and state-level policies that have impacts on toy retail market.
For example, The Consumer Product Safety Improvement Act (CPSIA) enhances consumer
product safety standards for children. And Toxic Substances and control act (TSCA) governs
the manufacturing of chemicals and controls some unpredictable risks. (Toy Industry
Association, Inc., n.d.)
Environment: Hasbro also vowed to reduce materials. They derive at least 75 percent of
paper from recycled materials. (DesMarais, 2013)
Lego has been working for years to eliminate PVC from toys. And they started to use smaller
packaging boxes and they build a wind farm in Germany in order to utilize wind power.
(DesMarais, 2013)
Mattel has started to use recycled materials to produce and package. And company has also
reduced energy consumption, CO2 consumption and water consumption to help the
environment. (DesMarais, 2013)
Conclusion: Toy Retail: Dr. 3D’s Lab will have to pay attention to close competitors in the
Appendix D: PESTLE Analysis of Children’s Retail
18

32. 3D Printing Technology:
The process of 3D printing begins with a design
either created through Computer Aided Design
[CAD] or through the use of a 3D scanner (What is
3D printing, 2016). This scanner makes a digital copy
of preexisting object through laser imaging. Before
the manufacturing process can begin, the file must
be prepped for printing. Special software first ‘slices’
the 3D rendering into thousands of horizontal
layers. The data in each layer is then transmitted to
the printer. The printer reads the information in
each layer and translates it into a part of the 3D
object (What is 3D printing, 2016).
There are two simplified manufacturing processes
behind 3D printing, additive and subtractive. An
additive process is when the object is created
through the gradual addition of material layers. In
contrast, the subtractive method cuts away a solid
block of material to create 3D objects (What is 3D
printing, 2016). There are multiple methods 3D
printers work with the supplied material, either
melting or softening it. Just like there are different
methods, there are also some different technology
that 3D printers use. Fused Deposition Modeling
[FDM] and Selective Laser Sintering [SLS] are two of
these methods (How does 3D printing work, n.d).
These are the most widely used technologies in 3D
printers. FDM uses heated material as “molten ink”
(What is 3D printing 2016) to create the object.
The ‘ink’ quickly cools and solidifies after being
extruded from the nozzle. This process is continued
adding layer by thin layer until the object is
complete (How does 3D printing work, n.d). SLS
uses UV lasers to create objects. These lasers are
shown onto a pool of chemicals, turning the liquid
solid as it moves across the pool. The laser is used
to etch each layer into the pool until the design is
complete (How does 3D printing work, n.d.).
In simpler terms, all methods of 3D printing use the
same basic principles. A 3D object is transformed
into a series of 2D layers. Through different
methods, these layers are created and added
together. Because of how small the layers are, some
only .25mm high (How 3D printing works 2016),
the process can take hours to complete. Although
each method of 3D printing is somewhat different,
the general idea is the same.
CubePro C Technology:
Dr. 3D Labs plans to use The CubePro C printer in
production of its action figures. The primary reason
for this choice is how this model is one of the first
full-color 3D printers. Using a full-color printer will
save Dr. 3D Labs money. The company will not have
to hire employees to paint the dolls after they are
printed. The CubePro C printer will cost $2300
Appendix E: How 3D Printing Works
19
Figure 12: Diagram of a 3D Printer Nozzle (How 3D printing works, 2016)
Figure 11: Example of a 3D Printer (How 3D printing works, 2016)

33. (BotObjectscom, n.d.). Resarch indicates it is a
reasonable price, especially for smaller businesses.
It is also expected to be worth the wages of
unneeded employees. A traditional 3D printer can
only print one color at once, while CubePro C can
print multiple. Instead of hiring workers to paint the
action figures after being printed, Dr. 3D Labs will be
able to print in full color.
The CubePro C uses an FFF system to print objects
(BoObjects, n.d). This system is a variation of the
FDM process, where plastic inserts are loaded into
the machine. Where it differs, however, is how it
achieves full-color printing. The cartridge inserts are
similar in design to traditional printers. The basic
colors of cyan, magenta and yellow are mixed to
create any color. The only difference with CubePro C
is the material is a PLA plastic opposed to ink. Based
on the computer readings, a code is created and
sent to the printer. The colors are mixed inside the
specially designed model before being extruded into
the design. An example of a full-color design printed
through CubePro C is seen in Figure 13.
Appendix E: How 3D Printing Works
20
Figure 13: Full-Color 3D Printing (BotObjects, n.d.)
Figure 14: The CubePro C Printer (BotObjects, n.d.)

34. Appendix F: Graphic Design
21

35. Strengths
• Unique concept
• Perfect location for foot traffic
• Low production costs
Weaknesses
• Not ideal for repeat customers
• Long printing time
• Employees require training to properly
operate printers
Opportunities
• Part of rapidly growing industry
• Consumers interested in STEM products
Threats
• Highly competitive industry
• Technology changes often and becomes
obsolete
• Only one source for CubePro C printer
cartridges
Appendix G: SWOT Analysis
22

36. 3D Printed Heads:
Estimating the expected cost to 3D print customized
doll heads was the most difficult to complete. First,
a generic action figure head model was downloaded
from Thingiverse.com. This file was inputted into
one of two 3D printing calculators, either a program
from thingiverse.com or 3dpartprice.com. Variables
such as printer speed, filament diameter, filament
mass and cost-per-hour were also included. These
values were filled in according to the specifications
of the CubePro C printer. The specific 3D printer
cartridges Dr. 3D Labs plans to use during
production do not explicitly state the mass of each
filament, but rather the length. Using the given
length of 45 meters and the type of plastic, PLA, the
mass was estimated using comparable products.
Finally, the calculated costs from the different
calculators and assumptions were then averaged.
Doll Bodies:
To find an average cost of a doll body, research was
done concerning different doll wholesalers. In
particular through the websites Alibaba.com and
Aliexpress.com, two of the largest toy wholesalers
in the world. Multiple designs similar to the desired
look of Dr. 3D Labs were found. Although Dr. 3D
Labs plans to create custom doll designs, for the
purpose of planning pre-existing dolls were used.
The selected dolls can be seen below. Finally, the
costs for each of these bodies were averaged.
Doll Hair:
Finding the average cost of the doll hair followed a
similar process to the bodies. Dr. 3D Labs plans on
using synthetic hair in their action figures in order
to cut costs. As seen on Allibaba.com and
Aliexpress.com, synthetic hair is substantially less
expansive than authentic hair. Different colors and
lengths of hair was found, and their prices averaged
together.
Clothing and Accessories:
A similar procedure as with doll hair and bodies was
used to estimate the cost of clothing and
accessories. As with the bodies, Dr. 3D Labs plans
on designing its own custom doll clothing.
Therefore, the examples shown below were only
used as a means of benchmarking. Different styles
of clothes for both male and female dolls were
taking into consideration for the average.
Appendix H: Cost Estimation Process
23

37. Appendix I: Store Mock-Up
22

38. Appendix I: Store Mock-Up Cont’d
22

39. Appendix I: Store Mock-Up Cont’d
22

40. Appendix I: Store Mock-Up Cont’d
22

41. Appendix I: Store Mock-Up Cont’d
22