Acknowledgement

First of all, we would like to thank our Almighty Allah & then our honorable course instructor Jesmin Sultana madam; we are grateful to her for her

helped us to make this report. We like to thank Md.Mashfiqur Rahman from Abdul Monem Beverage Company

required for our plan?

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limited. From him we have collected much important information. Which was

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cooperation in preparing this report. Her proper guidance & helpful attitude

*How many are they?

*What and when do they want? Now a days people are more conscious about their lifestyle. They prefer a comfortable, nice and standard drink for their satisfaction. They may select different products according to their choice. *When do they want? People want the interior service daily, monthly, and annually and a seasonal basis. They also change their taste occasionally. How do they want it? We have different packages for them. We offer the best quality with the reasonable price which is the main demand of the customers. We will attract them mainly by newspaper advertisements, TV ads and billboards. They can take our service by providing cash. They will be also offered installment services.

*What quality is desirable? We will offer the best quality within the budgeted price. *How much they can spend? Our survey report says that our targeted customers will be able to spend ranging from 500000-1000000 and above. Our Customers

Not every people will buy our service. People, who will buy our service will be our customers. So; we have to first identify our target customers. We can divide our potential customers into the following categories1. 2. 3. People who need or want the service People who are able to buy the service People who are willing to buy the service.

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Strategy #4 NEW PRODUCT PROMOTION - Connecting with people involved in the building process. Connecting with "Suppliers" Realtors gift certificate program. Support services. Loan Officers gift certificate program. Connecting with "Clients" Subscription and use of "newcomers" report. Chamber of Commerce new members update. Pricing Strategy Initially we will offer a less price compared to our competitors We will provide different types of packages than the competitors We will provide discounts to the retailers in the initial stage We accept cash, credit cards, cheques with signature of the wholesaler We will switch between many pricing strategies among the followings depending on the market situation: One strategy to beat the competitors prices while offering the same level of service. The intent is to make up any lost profit margin in volume. The problem with this strategy is you might underestimate your earning potential by basing your price on the price of what others are charging. It is possible that the other designers are charging far less than they should.

Small

tk15.00

Medium tk30.00 Large tk55.00

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Shave ice will be offered at the following prices

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 Interest on any loans used to purchase goods. Cost of storage space. Cost of moving stock and arranging it for display. Cost of time spent managing the inventory. Any cost of damaged or stolen inventory. payroll A large amount of a businesss money may be tied up in inventory. It is possible to manage inventory so that profits are maximized and costs are minimized. Buying Correct Quantities It is necessary to maintain the proper variety and quantity of inventory to satisfy the target market. At the same time it is important to not get caught with an overstock of obsolete items. To do this we must: Know what product to order Know how much product to order Know when to order the product Know when to expect the products to arrive Know what quantities of product should be in stock during the business cycle Know when reorders should no longer be submitted Know when products should no longer be in stock This knowledge is acquired by analysis and experience; we will try to manage by these instructions to the related officer: Make sure suppliers are reputable and will provide products in the quantities required. Study lead times for supply and delivery to ensure ordering at the correct time, or determining the delivery time for the customer if additional products have to be ordered. Dont over buy just to take advantage of special supplier deals. Review buying plans weekly and adjust as needed. If inventory is selling or being used faster than expected, look to source more products as soon as the trend is spotted.

C.

Type of Business:

Bevarage: We will provide designing consultancy to the clients and sell related products. The business will be conducted in partnership system. Profits and losses will be shared between the partners.

Pertners Name: Al-Mutawazi Ibn Zaman Md. Nefees Sdeq Kazi Ataul Kabir

Md. Ashraful Islam Tareq Abdullah

Amount of Investment: Each will invest 1,00,00,000 tk IT IS MUTUALLY AGREED that upon the commencement date of this LLC partnership agreement, the above named persons shall be deemed to have become partners in business. The terms and conditions of this partnership are as follows: 1. NAME - The firm name shall be Interior Heaven 2. PRINCIPLE PLACE OF BUSINESS - The principle place of business shall be Office Address: 2nd floor, Landmark Tower, Gulshan 2 Square, Gulshan, Dhaka. Dhaka-1209 Factory Address: Shahid Muktijoddah Faruk Iqbal and Taslim Road, Rampura, Dhaka-1217 3. PURPOSE - The partnership is formed for the purpose of conducting business, including associated business activities, as follows: 4. TERM - The partnership shall commence/renew on the START DATE, and continue until the END DATE as follows. If TERM commences beyond said dates, conditions of this agreement still remain active until modified as stated in #12 below.

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Buy Sell Agreement The parties agree to enter into a buy/sell agreement to effect purchase of the deceased partner's share upon such partner's death, to be funded by life insurance policies. Section 15. Purchase Upon Bankruptcy or Retirement. 15.1. Upon the Bankruptcy or Retirement from the Partnership of any Partner (the "Withdrawing Partner"), the Partnership shall neither be terminated nor wound-up, but, instead, the business of the Partnership shall be continued as if such Bankruptcy or Retirement, as the case may be, had not occurred, and the Partnership shall purchase and the Withdrawing Partner shall sell all of the Partnership Interest and Partnership Rights (the "Withdrawing Partner's Interest") owned by the Withdrawing Partner in the Partnership on the date of such Bankruptcy or retirement (the "Withdrawal Date"). The Partnership shall, by written notice addressed to the Withdrawing Partner or to the legal representative of a bankrupt Partner, fix a closing date for such purchase which shall be not less than seventy-five (75) days after the Withdrawal Date. The Withdrawing Partner's Interest shall be purchased by the Partnership on such closing date at a price (the "Withdrawing Purchase Price"), which shall be 93% Appraised Value less the startup assistance of $45,000 (as defined in Section 18.1 of this Agreement.) 15.2. The aggregate dollar amount of the Withdrawing Purchase Price shall be payable in cash on the closing date, unless the Partnership shall elect prior to or on the closing date to purchase the Withdrawing Partner's Interest in installments as provided in Section 19 of this Agreement. Section 16. Certain Further Events Giving Rights to Purchase Option.

16.1.2. Shall subject his Partnership Interest or Partnership Rights or any part thereof or interest therein to a charging order entered by any court of competent jurisdiction; then, immediately upon the occurrence of either of said events (the "Occurrence Date"), the Partnership shall have the right and option, exercisable by written notice to the Defaulting Partner, within thirty (30) days of the Occurrence Date, to purchase from the Defaulting Partner, who shall sell to the Partnership, all of the Partnership Interest and Partnership Rights (the "Defaulting Partner's Interest) owned by the Defaulting Partner in the Partnership on the Occurrence Date. The Partnership shall, by written notice delivered to the Defaulting Partner or his successors, fix a closing date for such purchase, which shall be not less than forty (40) days after the Occurrence Date, but in no event longer than seventy-five (75) days after the Occurrence Date. The Defaulting Partner's Interest shall be purchased by the Partnership on such closing date at a price (the "Defaulting Partner's Purchase Price"), which shall be the Value (as defined in Section 18.1 of this Agreement).

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16.1.1. Shall have filed against him any tax lien respecting all or substantially all of his property and such tax lien shall not be discharged, removed or bonded within sixty (60) days of the date on which it was filed; or

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16.1. In the event that any Partner (the "Defaulting Partner"):

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Person specification Drawing up the person specification allows the organisation to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other. Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include: skills, knowledge, aptitudes directly related to the job the type of experience necessary the competencies necessary

education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (eg graduate trainees), when a higher level of education may be specified any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, age, nationality, religion or belief, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory (9). For instance, a clause requiring the successful candidate to move their place of work should be included only when absolutely necessary, as it is likely to discourage applicants with family care commitments.

The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff

Step #13 Interviewing and selling qualified applicants in this step the most qualified candidates advance to formal interviews and other assessment activities. The primary goal is to rank order the candidates by level of desirability, with a secondary goal of providing a positive candidate experience that effectively sells the best candidates on this job. Common reason for failure: the absence of a feedback mechanism to identify problems and candidate dissatisfaction with the process that leads to top talent opting out before the process is completed. Step #14 The final interview the goal of this step is to confirm your initial desirability ranking and set expectations among those most likely to receive an offer. Common reason for failure: the very best candidates have been previously screened out by mistake or voluntarily dropped out of the process, so remaining choices are mediocre. Step #15 The reference checking process with your short list vetted and expectations for an offer set, the next step validates the perception of your assessment team using references. The goal is to gather additional information on the finalist(s) and ensure information provided is not erroneous. Common reason for failure: the reference checking process is underfunded and no one is accountable for demonstrating effectiveness. Step #16 The offer process the goal of this step is to put together an offer that is within the companys boundaries and that meets as many of the candidates job acceptance criteria as possible. The process should have the sales and influence component that work to improve the likelihood of top candidates accepting. Common reason for failure: no one is held accountable for this step and there is seldom an effective mechanism to analyze failures and to provide feedback on how the offer process can be improved. Step #17 The post-offer acceptance process once an offer is accepted, it doesnt ensure the candidate will actually show up for work! The goal of this step is to ensure those that accept our offers dont back out (as a result of a counteroffer or second thoughts). That often means continuous communications with the new hire and providing more ties that closely link the individual to the firm prior to their start date. Common reason for failure: this step is often left to chance or is omitted. Step #18 The on boarding process contrary to popular belief, the primary goal of on boarding is not to get employees enrolled in benefits, but rather to provide resources and information that enable new hires to become productive as fast as possible. Common reason for failure: failures often occur because of the week handoff between the recruiting and on boarding functions and no defined budget for on boarding. Step #19 Feedback and new hire monitoring if the ultimate goal is continuous improvement of the recruiting process, then this step is the most important of all. The goal of this step is to assess the performance of new hires and to use that performance information to validate or prove that the overall recruiting process is producing quality hires. If a high percentage new hires fail, quit, or are poor performers, you will know that the hiring process needs significant improvement. A secondary goal is using new hires to determine what elements of the recruiting process were and were not effective.

Pro-forma Profit and loss statement Pro Forma Profit and Loss Year 1 Sales Cost of goods sold margin Expenses Salaries Expense Sales and Marketing Adminstrative Expenses Rent expenses Transport expenses Utilities expenses Maintenance expenses Raw Material purchases Insurance Expense Total Operating Expenses Profit Before Interest and Taxes Interest Expense Taxes Incurred Net Profit 69000000 55531250 13468750 20520000 8400000 12000000 3600000 3600000 4800000 1200000 25000000 1200000 80320000 (-1132000) 4500000 0 (-5632000) Year 2 131000,000 Year 3 137500000 Year 4 151000000 Year 5 173500000

116393500

122168750

134163500

154154750

14606500

15331250

16836500

19345250

Pro-forma cash flow statement Pro Forma Cash Flow Beginning cash balance Cash Inflows (income) Sales & service revenue Available cash balance Cash outflows (expenses) Administrative expense Salaries Expense Rent expense Marketing Expense Transport Expense Maintenance Expense Utilities expense Raw materials purchases Tax payment Other expenses Drawings by owners Net cash Out flow Cash Balance Year 1 Year 2 Year 3 Year 4 Year 5 435400000 424080000 433286500 443217750 454654250

69000000 504400000

131000000 555080000

137500000 570786500

151000000 173500000 594217750 628154250

12000000 20520000 3600000 8400000 3600000 1200000 4800000 25000000 0 1200000 4200000 80320000 424080000

121793500 433286500

127568750 139563500 159554750 443217750 454654250 468599500

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Pro-forma Balance sheet: Pro Forma Balance Sheet Year 1 Assets Current Assets Cash Accounts Receivable Prepaid insurance Inventory Total Current Assets Long-term Assets Total Assets Liabilities and Capital Accounts Payable Total Liabilities Paid-in Capital Total Capital Net Worth Year 2 Year 3 Year 4 Year 5

424080000 500000 1200000 1000000 426780000 14600000 441380000 30000000 30000000 420000000 471380000 424080000

433286500

443217750

454654250

468599500

450586500

460517750

471954250

485899500

30000000

30000000

30000000

30000000

Breakeven Analysis: Total fixed cost = tk 1,46,00,000 average variable cost per service = tk 4,44,250 Fixed cost (1,46,00,000) Break Even = __________________________________________________ = 262 no. of service Selling price (5,00,000) - Variable cost (4,44,250)

We will be incurring loss in the first year as we will be in the entry stage We will be around the breakeven point in the 2nd year as the customers just started to know about us. We will start gaining profit in the 3rd year as withing these 3 years will be able to establish our business in the industry.

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Explainations of the Projections

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