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The Daily Commuter: - Someone traveling to/from work, out shopping, delivering
goods or services, or just out for a drive.
MANAGEMENT: - Mobile caf located in heart of city of Kolkata will lead by Mr.
Dwaipayan Goswami who has 4 years of experience in sales marketing in food
products in FMCG sector. He has done his MBA in service sector with in dual
specialization of IT and Marketing.
USE OF PROCEED: - We need at least 50 lakh for the starting of the business.
EXIT PLAN: - Our projected value at the end of the third year is r projected value of the
business is 15, 00,000 this represent an IRR of 60%. Hard Rock Cafe chooses to become
the Drive-thru version of Starbucks, obtaining thousands of rupees through an initial
public or private offering that would allow the company to open twenty to thirty facilities
per year in the region of the country between the mountain ranges, in both major and
small metropolitan communities. This is the preferred Exit Strategy of the Management
Team. The danger in this is that competitors would rise up and establish a foothold on a
community before--or in the midst of--the arrival of The Hard Rock, causing a potential
for a drain on revenues and a dramatic increase in advertising expenditures to maintain
market share. Knowing these risks--and planning for them--gives company the edge
needed to make this scenario work.
THE RESOURCE BASED CONCEPT: - Besides the financial and technical support
that is being provided we need to have fresh coffee beans which is integral part of
our business success. Apart from that the customized coffee van, coffee machine
are also be considered as an integral part for the success of our business.
OBJECTIVES
SHORT TERM: - The Hard Rock Mobile Cafe has established three firm objectives it
wishes to achieve in the next three years:
1. Thirteen Drive-thru locations and four fully booked Mobile Cafes by the end of
the third year.
LONG TERM: - The Mobile Caf Objective is in three-fold, with each being as integral
to our success as the next.
1. Product Objective - Provide customers the finest quality beverage in the most
efficient time.
2. Community Objective - Provide community support through customer
involvement.
3. Economic Objective - Operate and grow at a profitable rate through sound
economic decisions.
MARKETING ANALYSES
OVER ALL MARKET: - Indian Coffee Board puts country's coffee production at
2.90 tones (Post monsoon estimation) and 3.06 tones (Post Blossom Estimation)
respectively. For the present crop year beginning October, the board has estimated an
output of Arabica at 101,525 tones and Robusta 204,755 tones. Karnataka leads the
country with 2.05 tones (Post monsoon estimation) and 2.21 tones (Post Blossom
Estimation) production followed by Kerala and Tamil Nadu. According to ICO
estimate, India produced over 3.1 million bags of 60 kgs each in 2009 compared with
3.3 million bags in 2007.Country's coffee exports during fiscal 2008-09 stood at 1.96
lakh tones signifying marked decline from 2.18 lakh tones in 2007-08.
RESOURCE EQUIPMENT: - We need at least 50 lakh for starting our business which
includes buying of customized Van, Coffee Machines and Computers.
QUALITY ASSURANCE:-
1. We create a sense of quality assurance of green and roasted coffee products, new
coffee product development, and coffee specification programs.
2. Coffee products for quick-service restaurants, fine and casual dining and
convenient stores.
IDENTIFYING LOCATION: -
We will have our head quarters in above mention address and from their we will
operating at various location in the city of Kolkata
.
MARKETING
SALES FORECAST: - In the first year of its operation Hard Rock will have ten
customized mobile vans will be fully operated. The first five will be operated within third
month of this plan and the next five will be operated by end of this year. Hard Rock is
building in a certain amount of ramp-up for each facility while commuters become
familiar with its presence. These fully operated mobile vans will generate more than 5
lacs in the first year of its operation.
In the second quarter of the second fiscal year, The Hard Rock will deploy next 10 fully
operated mobile coffee shops. Hard Rock Chain expects all ten mobile units to generate
revenue 10, 00,000 in the second year. In the third fiscal year, with an additional 10 more
mobile vans deployed, Hard Rock expects to see amount of revenue generated is
something close to15 lacs.
FINANCIAL PLANS
BREAK-EVEN ANALYSIS:-To arrive at the average monthly fixed costs, Hard Rock
cafe calculated the fixed costs for the Drive-thru. Using the average price per unit,
less the average cost per unit, divided into the fixed costs of operation, Company
concludes that we will need to sell at least the number of units shown in the
following table and chart to reach break-even each month.
Assumptions
Average Per-Unit Revenue Rs.20
Average Per-Unit Variable Cost Rs.2
Estimated Monthly Fixed Cost Rs. 10,000
SALES FORECAST:-Revenues for the first year of operation are based on an almost
10% growth rate from month to month. This is an aggressive estimate, but we feel
that our strong emphasis on marketing will have positive results. Annually,
beyond the first year of operations, we're predicting a growth rate of roughly 10%.
We'll have a better idea of potential growth rate beyond year one as we make our
way through our first year. The plan will be updated as we receive more
information.
CASH FLOW:-
Initial capital requirement (cash outflow) = 50, 00,000(-)
Investment recovery (cash inflow) = 75,000 p.m (+)
Operating expense = 25,000 p.m (-)
= 50,000 p.m
BALANCE SHEET
ASSETS
Current Assets
Cash 15, 00,000
Account receivable 2, 25,000
Deposits Prepays 3, 41,000
Inventory 1, 00,000
Fixed Assets
Vehicles 5, 00,000
Start up costs 50, 00, 000
Other equipments 3, 00,000
Less Accumulated Depreciation (3, 75,000)
The Hard Rock will penetrate the commuter and captive consumer markets by deploying
Drive-thru facilities and Mobile Cafes in the most logical and accessible locations. The
Drive-thrus are designed to handle two-sided traffic and dispense customer-designed,
specially ordered cups of specialty beverages in less time than required for a visit to the
locally owned cafe or one of the national chains. The company has identified its market
as busy, mobile people whose time is already at a premium, but desire a refreshing, high
quality beverage or baked item while commuting to or from work or school. In addition
to providing a quality product and an extensive menu of delicious items, to ensure
customer awareness and loyalty, as well as positive public and media support, Hard Rock
could be donating up to 7.5% of revenue from each cup sold in individual Drive-thrus to
the charities of the customers' choice.
The Milestone table reflects critical dates for occupying headquarters, launching the first
Drive-thru and subsequent Drive-thrus, as well as deployment of the mobile units. The
company also defines our break-even month, our website launch and subsequent visitor
interaction function, and other key markers that will help us measure our success in time
and accomplishment.