Beruflich Dokumente
Kultur Dokumente
Belle Epoque( Beautiful Era) will be a restaurant and exciting Dinner Show located in Bigsmalltown, Upstate, that celebrates the era of cultural refinement, social elegance, and general prosperity in the last decades of the 19th and first decade of the 20th centuries. The exuberance of the "Gay 90s" era will be rekindled as we model our restaurant on the establishments of the Montmartre district of Paris such as the famous Moulin de la Galette. As you enter in the restaurant, you cant help but feel like youre transported to different era inhabited by the old rich. The decor will be similar to that of the restaurant/dance hall/theatres of 1890s, and feature artwork of the Impressionists such as Pierre-Auguste Renoir, Henri de Toulouse-Lautrec, Mary Cassat, and Berthe Morisot. Hosting and serving staff will dress in period costume. The combination of a Montmartre dance hall, bon vivants, famous artist and lively music is why our restaurant is so dynamic. The exciting and exhilarating aspect of this restaurant is that it transcends beyond decorations and moves into a real life, first person experience - face to face. From the singing aloud of ditty's, to the hearty, back-slapping laughter or breathtaking can-can dancing every second is a treasured, emotional meeting with Alfred Dreyfus or Madam La Goulue, "look-alikes." Our menu is a varied, international, tasteful extravaganza. Each page is highly illustrated with artists' drawings of the regional cuisine, a tiny map of the world showing the region and indigenous ingredients. The majority of the menu is the cuisine of France, and America, though we will offer specialties from Japan, Korea, Phillipines, Italy, Germany, France, Mexico, Spain, Belgium and Middle East. A few pages are devoted to White House and Camp David stylings where Chef Joachim served the First Family. We will offer a 10 item wine card "By the Glass Daily Selection", wines by the bottle, and a special cellar collection. Belle Epoque is the first in what hopefully will become a chain of similarly themed restaurants. It offers a new and exciting concept that is already being done in other successful era's such as, "Capitan Hook" www.capitanhook.com and "Medieval Times" www.medievaltimes.com. These concepts are expanding with cash driven proofs of winning financial operation. Originally laughed at and stereotyped as ridiculous for a dining concept, these outlets are reaching new potential and breaking previously set sales figures. Medieval Times started as a single location and opened its eighth restaurant and show in March, 2004. We aim to attract customers from the same market niche, but with a Impressionist/Moulin Rouge theme. Executive Chef Joachim Oignons will lead the management team. Chef Joachim is retiring from a 30-year military career during which he won many awards, served as Executive Chef to the President of the United States, and managed multiple U.S. government restaurant/food service venues world wide.
1.1 Mission
Belle Epoque offers an impressive, blockbuster revue of international food, fare and drink centered around the high culture and exuberant night life of the Montmartre district of 19th century Paris. Our combination is wonderful food and Impressionist history. This revue also includes our shows, acts, skits, original music and entertainment for the customer - whom we live to impress and make happy. In each and every facet of all that we do - the focus remains on the customer. Likewise, our employees never work "for us" - rather they work "with us" - and as such - they are our customers also. We are all serving each other in some capacity. Our focus includes community service, involvement and family. We will always be deeply involved with the community and people of Bigsmalltown. Belle Epoque is also an excellent place to work, a professional environment that is challenging, rewarding, creative, and respectful of ideas and individuals. Belle Epoque ultimately provides excellent value to its customers and fair reward to its owners and employees.
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Among the National Restaurant Association highlights for this year in the restaurant industry are: The restaurant industry's anticipated sales of $440.1 billion equal 4% of the U.S. gross domestic product. This coming year will mark the 13th consecutive year of real growth for the restaurant industry. The number of restaurant locations in the United States will grow to 878,000. The restaurant industry will employ 12 million people, making it the largest private-sector employer in the nation. Continued expansion will occur, driven by Americans' need for convenience and socialization, and a healthy increase in disposable income. New menu items in response to diners' increasingly sophisticated tastes, and heightened interest in health and nutrition. Greater efforts by lawmakers to regulate restaurants.
According to Norwalk, CT based Adams Beverage Group and Restaurants and Institutions magazine (June 1) Wine sales in restaurants rose 8.1% lat year
1.3 Objectives
1. Build and create a restaurant that celebrates the belle epoque/gay 90s era in European/American history. Celebrating the high society of that era will be done via skits, acts, drinks, music, demonstrations, food, a small museum, fantastic show and dance. The measurable objectives will be:
1.4 Opening night in full regalia and profitability within two months 1.5 Gross sales receipts of $1,000,000 by third month 1.6 Food costs not to exceed 35% total operation
2. Deliver a stunning, unbelievable, international menu to the local and summer "swell" community that produces 96% satisfaction surveys or higher and profits in excess of 200% Return on Investment (ROI). Surveys to be done for sixteen weeks by an independent third-party review agency. The international menu will reflect the Belle Epoque era of the late 19th and early 20th centuries. This objective will be reviewed by a number of friends who are Presidents and Continental Directors of their respective countries in the World Association of Cooks Societies (WACS)(www.wacs2000.org). Continuous analysis and outsider inspections will be held to fine-tune objectives via goal planning, Directives, Operations, Objectives ands Milestones (DOOM) and weekly Best Objectives Review Evaluation (BORE) meetings. Objectives will be handled in a planning and strategy sense espoused by business leaders. Business will be conducted monitoring our Profit and Loss statement numbers, local business owners of restaurants and their own marketing ploy, advertising and profits. Consultants will be on minor, as needed retainers not to exceed $10,000 per annum.
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Company Summary
Belle Epoque is a restaurant with lunch and dinner menus and a theme show for dinner only. It welcomes artists, historians, living history interpreters, and re-enactors to its grounds for, plein aire painting sessions, historical shows and events. It features the culinary adventures and exquisite tastes of late 19th century Paris as prepared under the exacting standards of Executive Chef Joachim Oignons. Chef Joachim retired as a Senior Chief Petty Officer and was the first ever American Culinary Federation Executive Chef in Camp David's history. As a Navy Executive Chef to the President of the United States he excelled in the history of America at the Catoctin Mountain Retreat and at the White House. He later was asked by the Navy to live around the world, in Asia, Arabia and in Europe cooking for Admirals in Japan, at NATO and for Lords, Prime Ministers, Kings and Queens, royalty, stars and public personalities. His food is fully representative of direct experiences - worldwide, with international culinary favorites learned firsthand.
Long-term assets include office computers, serving staff workstations, kitchen terminals, POS terminals, security and fire alarm systems, shelving, food storage. This plan assumes moving into a retrofit of a former restaurant where tables, chairs and kitchen stoves and equipment are in place. If that is not available an additional $500,000 to $600,000 will be needed for a scratch start.
Start-up Requirements Start-up Expenses Legal and Attorney's Fees Stationery and Office Supplies Brochures Consultants Insurance Remodeling Expenses Utilities Liquor License Rent or Mortgage 1st month/startup Research and Development Total Start-up Expenses Start-up Assets Cash Required Start-up Inventory Other Current Assets Long-term Assets Total Assets Total Requirements
$12,288 $12,341 $3,382 $3,900 $9,809 $19,400 $2,000 $100,000 $14,000 $1,300 $178,420 $50,000 $75,000 $17,000 $175,000 $317,000 $495,420
Services
Belle Epoque offers a first-of-its-kind in the area entertainment and dining concept with excellent, tasty food. The interaction with live human actors from 1890s Paris is fascinating. The concept is not content to just deliver the service of good food and friendliness though. It offers colorful, haute culture actors by day, and an entertaining, optional Moulin de la Galette evening dinner show that will amaze and delight. Our table side service is extremely fun and unique. The wine bottle selection and daily, "by the glass," wine card will be in addition to our selection of beer on tap and fully stocked bar. The catering will also entertain and thrill customers (i.e. bringing the show to their event).
Tourism dollars generated in Bigsmalltown are $3.64 billion (Source: Rovelstad & Associates, Longwoods International) TOURIST SEASON IS BASICALLY FIVE MONTHS LONG - FROM MAY TO SEPTEMBER Restaurants generate $1.006 billion Retail generates $675 million Lodging generates $1.183 billion Automobile generates $449 million Recreation generates $303 million Transportation generates $30 million
PEOPLE 102,326 year round residents with an estimated summer population of 614,261 5% of the people are under 5 years old 22% percent are under 18 years old 20% are over the age of 65 years old Per capital income is $24,172 Median household income is $41,591 and is increasing There are 91,000 housing units consisting of 46% year round residents and 54% used for seasonal and recreational
GEOGRAPHY Encompassing 256 square miles of land area located at the southern tip of Upstate Made up of 16 municipalities 30 miles of white sandy beaches and islands with thousands of acres on the mainland preserved for open space, farmlands and natural conservation With over 70 square miles, Village Township is the largest geographically of all the municipalities Bocage Township is the most populated with almost 23,000 people
ECONOMY Tourism represents the number one industry generating over $3 billion a year in revenues Total labor force of 49,201 people There are 3,693 private establishments The Services sector of the economy employs 37% of the labor force followed by the Trades that employ 36% Government employs 10% of the labor force
There are two specific sub-groups of clientele within each of the listed segments: the lunch crowd, casual drinking (wine specifically, market encouraged), and our nightly "Admiral's Table" crowd. Both of these segments (especially wine drinkers) are slightly more sophisticated; average bar drinking age is about 25 to 34-plus years old while the dining room averages 35 to 54-plus. Household income is upper middle, in the $75,000 and up range. We hold these specific two groups to be similar to McCormick & Schmick's - a close match to our offerings (data as reported in Market Watch, October, 2003). Some of the more recent trends include correlating behavioral patterns and so-called psychographics, which produced the famous classification of, "yuppies," as young urban professionals, and of course the, "baby boomers," with certain buying patterns. We believe both of these segments will frequent Belle Epoque. Teenagers sort themselves into marketing groups with names like, "preppies, dudes, gothic, jocks, and skaters." Each of these labels actually stands for certain sets of behavior patterns, and has some value in segmentation. These segments will attend our offerings in groups for class trips and major events. They also will attend with their parents for general dining and we plan on marketing directly to their segment. An example of successful teenager marketing is the offering of bottled sodas instead of just fountain service. Teenagers are highly ranked for their liking of bottled soda over all other categories - due to its extra pep and fizz. Marketing one simple item to a specific segment generates sales across the board. Especially when teens encourage parents to "go to Belle Epoque tonight." This is only one, direct example of techniques to be employed for market domination via segmentation understanding. We have other areas and methods scheduled. Many are based on award-winning experience, financial success, and published books by noted experts.
Market Analysis
Year 1 Potential Customers Weekly summer population Weekly winter population Long distance customers Total Growth 5% 5% 2% 5.47% 225,000 4,808 5,000 234,808 235,000 5,008 8,000 248,008 245,000 5,208 12,000 262,208 255,000 5,408 15,000 275,408 265,000 5,608 20,000 290,608 Year 2 Year 3 Year 4 Year 5 CAGR 4.18% 3.92% 41.42% 5.47%
The buying patterns of our customers will be repeat patterns. Our pricing for food, taste, and product delivered will exceed local expectations. We rely on the world tastes and travels of Chef Joachim and team - difficult to equal or duplicate.
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Sales Forecast Year 1 Unit Sales Lunch Sales High Tea Sales Dinner Sales Dinner Show Sales Bar Sales Be In the Show Sales Catering Sales Total Unit Sales Unit Prices Lunch Sales High Tea Sales Dinner Sales Dinner Show Sales Bar Sales Be In the Show Sales Catering Sales Sales Lunch Sales High Tea Sales Dinner Sales Dinner Show Sales Bar Sales Be In the Show Sales Catering Sales Total Sales Direct Unit Costs Lunch Sales High Tea Sales Dinner Sales Dinner Show Sales Bar Sales Be In the Show Sales Catering Sales Direct Cost of Sales Lunch Sales High Tea Sales Dinner Sales Dinner Show Sales Bar Sales Be In the Show Sales Catering Sales Subtotal Direct Cost of Sales 78,975 9,720 66,335 68,074 28,350 3,240 4 254,698 Year 1 $14.00 $18.00 $24.00 $55.00 $28.57 $65.00 $7,250.00 $1,105,650 $174,960 $1,592,040 $3,744,070 $810,000 $210,600 $29,000 $7,666,320 Year 1 $5.32 $6.84 $8.64 $13.75 $10.29 $16.25 $3,987.50 $420,147 $66,485 $573,134 $936,018 $291,600 $52,650 $15,950 $2,355,984 Year 2 86,873 10,692 72,969 74,881 31,185 3,564 4 280,168 Year 2 $14.98 $19.26 $25.68 $58.85 $30.57 $69.55 $7,757.50 $1,301,350 $205,928 $1,873,831 $4,406,770 $953,370 $247,876 $34,133 $9,023,259 Year 2 $5.53 $7.11 $8.99 $14.30 $10.70 $16.90 $4,147.00 $480,648 $76,059 $655,666 $1,070,804 $333,590 $60,232 $18,247 $2,695,245 Year 3 95,560 11,761 80,265 82,370 34,304 3,920 5 308,185 Year 3 $16.03 $20.61 $27.48 $62.97 $32.71 $74.42 $8,300.53 $1,531,689 $242,377 $2,205,499 $5,186,769 $1,122,116 $291,750 $40,175 $10,620,375 Year 3 $5.81 $7.47 $9.43 $15.02 $11.23 $17.75 $4,354.35 $555,149 $87,848 $757,294 $1,236,779 $385,297 $69,567 $21,075 $3,113,008
5.4 Milestones
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation. What the table doesn't show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.
Milestones Milestone Business Plan Property scouting Interior Design Print Design & Production Script writing Menu rollout Stage design and build Legal rollout Design sketches Logo design Totals
Start Date 10/18/2004 12/18/2003 8/30/2004 9/22/2004 9/22/2004 2/4/2005 2/2/2005 1/1/2004 12/22/2004 1/22/2005
End Date 1/23/2005 6/1/2004 10/30/2004 11/12/2004 9/22/2004 4/12/2005 3/28/2005 6/1/2004 1/22/2005 2/12/2005
Budget $709 $580 $11,548 $45,723 $4,000 $430 $19,050 $22,288 $300 $100 $104,728
Manager J. Oignons A. Spergras T. Matto O. Bergene C. Wensleydale J. Oignons C. Wensleydale S. Prouts O. Bergene J.Oignons
Department BOD Property Gourmet Media & PR Theatrical F&B Theatrical Legal Media & PR Media & PR
We will sell targeted advertising to specific market groups, as well as partnering with online retailers to sell relevant products to the users.
Management Summary
The initial management team depends on the founder, Joachim Oignons and his recruitment of managers. As we grow, we may take on additional consulting help, plus graphic/editorial, sales, and marketing. By opening, Belle Epoque's management team will be composed of: Executive Chef Joachim will manage the kitchen staff and oversee the financials Serving Staff manager - T.O. Matto Sommelier/Bar manager - A. Bisynthe Performance manager - C. Wensleydale * Management team resumes, confidential and proprietary information have been removed from this sample plan.
Personnel Plan Executive Chef Joachim Oignons-owner Serving Staff Manager Sommelier/Bar Manager Performance Manager Host/Serving Staff Kitchen Staff Performance Staff Bar Staff Bookkeeper/Office Assistant Total People Total Payroll Year 1 $59,000 $36,000 $36,000 $36,000 $129,024 $169,344 $124,416 $32,256 $12,000 0 $634,040 Year 2 $61,950 $37,800 $37,800 $37,800 $135,475 $177,811 $130,637 $33,869 $12,600 0 $665,742 Year 3 $65,048 $39,690 $39,690 $39,690 $142,249 $186,702 $137,169 $35,562 $13,230 0 $699,029
Financial Plan
We are assuming a low start-up funding figure of approximated $500,000. The business will grow exponentially by a net worth of about two million dollars per year and this growth is based off of sheer cash profits and managerial excellence. Growth will be self financed. No additional funding will be needed.
One item of particular note is that we have set our cost of goods for food sales at high percentage factors of 30% to 36%. The majority of seasoned managers would raise an eyebrow at those percentages. We intend to beat these percentages and therefore bring in a windfall on our P & L. One important assumption is our capability to decrease food waste and costs.
General Assumptions Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other Year 1 1 10.00% 8.20% 25.00% 0 Year 2 2 10.00% 8.20% 25.00% 0 Year 3 3 10.00% 8.20% 25.00% 0
Start-up Funding Start-up Expenses to Fund Start-up Assets to Fund Total Funding Required Assets Non-cash Assets from Start-up Cash Requirements from Start-up Additional Cash Raised Cash Balance on Starting Date Total Assets Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities Capital Planned Investment Owner Investor Additional Investment Requirement Total Planned Investment Loss at Start-up (Start-up Expenses) Total Capital Total Capital and Liabilities Total Funding
Ratio Analysis Year 1 Sales Growth Percent of Total Assets Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios Net Profit Margin Return on Equity Activity Ratios Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab. to Liab. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout 0.00% 1.79% 0.46% 95.58% 4.42% 100.00% 5.68% 0.90% 6.58% 93.42% 100.00% 69.27% 32.12% 1.12% 56.94% 16.82 16.50 6.58% 126.67% 118.34% Year 1 42.67% 95.01% 24.00 17.85 27 2.08 0.07 0.86 $3,313,676 1,354.42 0.48 6% 16.50 2.23 0.03 Year 2 17.70% 1.00% 0.22% 98.01% 1.99% 100.00% 4.70% 0.33% 5.03% 94.97% 100.00% 70.13% 34.20% 1.10% 59.34% 20.84 20.63 5.03% 74.25% 70.52% Year 2 44.48% 55.69% 38.04 12.17 24 1.19 0.05 0.93 $7,081,367 2,241.85 0.84 5% 20.63 1.25 0.06 Year 3 17.70% 0.73% 0.14% 98.84% 1.16% 100.00% 3.46% 0.13% 3.60% 96.40% 100.00% 70.69% 34.10% 1.08% 61.10% 28.56 28.35 3.60% 56.06% 54.04% Year 3 45.81% 42.04% 38.21 12.17 28 0.88 0.04 0.96 $11,450,067 3,837.09 1.13 3% 28.35 0.92 0.10 Industry Profile 7.60% 3.60% 35.60% 43.70% 56.30% 100.00% 32.70% 28.50% 61.20% 38.80% 100.00% 60.50% 39.80% 3.20% 0.70% 0.98 0.65 61.20% 1.70% 4.30% n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a
Break-even Analysis Monthly Units Break-even Monthly Revenue Break-even Assumptions: Average Per-Unit Revenue Average Per-Unit Variable Cost Estimated Monthly Fixed Cost
Based on 30+ years of restaurant experience we have budgeted for continued computer and equipage purchases. If we do open in a previously equipped restaurant space we know we will need replacements. If we must open with brand new, guaranteed equipment, we will not have replacement expenses as soon. Normal wear and tear and breakage of plates, glasses, tableware, etc. are budgeted monthly. Labor costs may be lower than the pro forma projects - but we are planning on worst-case scenario of our attention being diverted as we grow into exactly what we need and when. Later years may be lower as we learn more about how much labor is truly critical. Conversely, if our dinner and show concept is well received, we may have to increase staff (and therefore labor costs) to serve the customer demand. The Gross Margin Percentage holds steady from year to year due to holding menu and show prices with minimal increases to cover increased food costs and operating expenses. This may be unrealistic - the quandary is - do we want to raise our prices each year or hold them fast. Customer response surveys combined with economic condition analysis will yield the answer to this after the first twelve months. Either way, at worst, we forecast profits between $3-$4 million per annum.
Pro Forma Profit and Loss Year 1 Sales Direct Cost of Sales Other Production Expenses Total Cost of Sales Gross Margin Gross Margin % Expenses Payroll Sales and Marketing and Other Expenses Depreciation MICROS syterm, phones, security, fire, computer upgrades Exterminating Ceramic/Glass/Silver Upkeep Maintenance/Repairs Linen and Dry Cleaning Dish and Cleaning Supplies Office Products Upkeep Paper Products Upkeep Utilities Insurance Rent Employee Healthcare Comps/Donations/Handouts Payroll Taxes Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales $7,666,320 $2,355,984 $0 $2,355,984 $5,310,336 69.27% $634,040 $92,807 $12,000 $10,000 $300 $2,400 $22,000 $2,100 $4,800 $2,400 $9,600 $28,160 $8,604 $49,800 $36,000 $30,000 $0 $945,011 $4,365,325 $4,377,325 $3,223 $1,090,525 $3,271,576 42.67% $9,023,259 $2,695,245 $0 $2,695,245 $6,328,013 70.13% $665,742 $81,632 $12,000 $10,000 $300 $2,400 $20,000 $2,400 $5,000 $2,500 $10,000 $30,160 $9,104 $54,800 $38,000 $30,000 $0 $974,038 $5,353,975 $5,365,975 $2,388 $1,337,897 $4,013,690 44.48% Year 2 $10,620,375 $3,113,008 $0 $3,113,008 $7,507,367 70.69% $699,029 $81,632 $12,000 $10,000 $300 $3,000 $22,000 $2,700 $5,250 $2,600 $11,000 $32,160 $9,604 $56,800 $40,000 $30,000 $0 $1,018,075 $6,489,292 $6,501,292 $1,691 $1,621,900 $4,865,701 45.81% Year 3
Pro Forma Cash Flow Year 1 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance Year 2 Year 3
$7,666,320 $7,666,320 $536,642 $0 $0 $0 $0 $0 $0 $8,202,962 Year 1 $634,040 $3,530,306 $4,164,346 $536,642 $5,400 $0 $6,900 $0 $0 $100,000 $4,813,288 $3,389,674 $3,440,094
$9,023,259 $9,023,259 $631,628 $0 $0 $0 $0 $0 $0 $9,654,887 Year 2 $665,742 $4,194,008 $4,859,750 $631,628 $0 $0 $8,000 $0 $0 $250,000 $5,749,378 $3,905,508 $7,345,603
$10,620,375 $10,620,375 $743,426 $0 $0 $0 $0 $0 $0 $11,363,802 Year 3 $699,029 $4,996,678 $5,695,707 $743,426 $0 $0 $9,000 $0 $0 $500,000 $6,948,133 $4,415,668 $11,761,271
Pro Forma Balance Sheet Year 1 Assets Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth Year 2 Year 3
$3,440,094 $66,090 $17,000 $3,523,184 $175,000 $12,000 $163,000 $3,686,184 Year 1 $209,488 $20 $0 $209,508 $33,100 $242,608 $450,420 ($278,420) $3,271,576 $3,443,576 $3,686,184 $3,443,576
$7,345,603 $75,607 $17,000 $7,438,209 $175,000 $24,000 $151,000 $7,589,209 Year 2 $356,823 $20 $0 $356,843 $25,100 $381,943 $450,420 $2,743,156 $4,013,690 $7,207,267 $7,589,209 $7,207,267
$11,761,271 $87,326 $17,000 $11,865,597 $175,000 $36,000 $139,000 $12,004,597 Year 3 $415,509 $20 $0 $415,529 $16,100 $431,629 $450,420 $6,256,847 $4,865,701 $11,572,967 $12,004,597 $11,572,967
Plan Outline
1.0 Executive Summary Mission Keys to Success Objectives
3.0 Services 4.0 Market Analysis Summary Market Segmentation Target Market Segment Strategy Service Business Analysis o Competition and Buying Patterns
5.0 Strategy and Implementation Summary Competitive Edge Marketing Strategy Sales Strategy o Sales Forecast Milestones
8.0 Financial Plan Important Assumptions Start-up Funding Business Ratios Break-even Analysis Projected Profit and Loss Projected Cash Flow Projected Balance Sheet
Presented by:
Karla Marie Uganiza Diana Rose Villarosa Rheeziel Reboldera Kim Clariss Oao