Start-up | |
Requirements | |
Start-up Expenses | |
Legal | $1,000 |
Insurance | $0 |
Rent | $1,800 |
Start-Up Inventory | $40,000 |
Display Set-Up | $5,000 |
Cash Reserve for Hiring | $30,000 |
Advertising | $0 |
Other | $0 |
Total Start-up Expenses | $77,800 |
Start-up Assets | |
Cash Required | $42,200 |
Other Current Assets | $0 |
Long-term Assets | $10,000 |
Total Assets | $52,200 |
Total Requirements | $130,000 |
The Last Frontier Market will offer customers organic and locally grown produce, chemical- and preservative-free groceries, cruelty-free body care and eco-household products. The products are:
In the past ten years, the Willow Creek section of Richmond has grown tremendously. The growing student community combined with the new families in the area are a perfect customer support base for the Last Frontier Market.
Currently, the area is served by two major supermarkets that do not carry any of the product lines available at the Last Frontier Market. The closest natural food store is a twenty minute drive.
Josh Wingard and Mary Stevens believe that a local natural food store in the Willow Creek area would be competitive and offer customers a product selection that will assure repeat business.
The Last Frontier Market will focus two significant customer groups:
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Family Members | 15% | 9,000 | 10,350 | 11,903 | 13,688 | 15,741 | 15.00% |
Students | 10% | 16,000 | 17,600 | 19,360 | 21,296 | 23,426 | 10.00% |
Other | 0% | 0 | 0 | 0 | 0 | 0 | 0.00% |
Total | 11.88% | 25,000 | 27,950 | 31,263 | 34,984 | 39,167 | 11.88% |
The Last Frontier Market will promote the store opening. We will have live music and food in the store’s parking lot for the opening weekend. The Willow Creek Craft Fair is adjacent to our store and we should have excellent foot traffic for our opening.
We will advertise in the university daily student newspaper as well as the local area advertising flyer. In the advertisements for the market opening, we will have a 20% off coupon for purchases over twenty dollars. We will continue this discount for the first month of operation.
The Last Frontier Market will give back to the community. We will participate in community projects like the area’s food bank and community programs for children. The Last Frontier Market will also hosts a number of community events, such as charity pancake brunches, dog washes benefiting local humane societies and benefit barbecues.
The Last Frontier Market’s competitive edge is:
The following is the Last Frontier Market’s sales forecast for three years.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Sales | $423,000 | $470,000 | $520,000 |
Others | $0 | $0 | $0 |
Total Sales | $423,000 | $470,000 | $520,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Sales | $128,220 | $150,000 | $175,000 |
Others | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $128,220 | $150,000 | $175,000 |
Co-owners, Josh Wingard and Mary Stevens, have fifteen years of experience working in natural food stores.
Mary Stevens was one of the founding members of the Mason Peak Natural Grocery, 4th and Tyler. The grocery was established in 1992 by the non-profit NEDCO, the Neighborhood Economic Development Corporation, and a number of concerned neighbors who wished to save the historic Mason Peak Market from destruction. Mary started as a cashier and advanced to the position of store manager in 1996. The grocery has grown into a community fixture under her management.
Josh Wingard ran the university’s now defunct Natural Food Collective for three years before the program was defunded. The small on-campus store provide natural food products to student customers. Sales increased by 20% each year under his leadership. Unfortunately, the state budget shortfall impacted the continued funding of the program. Prior to this position, Josh worked at Sunburst Natural Foods for four years. His principle responsibilities were product ordering and stocking.
Josh Wingard and Mary Stevens were be the management team for the Last Frontier Market. Mary will be responsible for staffing and daily operations. Josh will be responsible for product ordering, stocking and bookkeeping.
Besides Josh Wingard and Mary Stevens, the last Frontier Market will have a staff of five:
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Mary Stevens | $33,600 | $36,000 | $39,000 |
Josh Wingard | $33,600 | $36,000 | $39,000 |
Cashiers | $84,000 | $95,000 | $104,000 |
Produce Staff | $48,000 | $51,000 | $54,000 |
Total People | 7 | 7 | 7 |
Total Payroll | $199,200 | $218,000 | $236,000 |
The following is the Financial Plan for the Last Frontier Market.
The monthly break-even point is $32,277.
Break-even Analysis | |
Monthly Revenue Break-even | $32,277 |
Assumptions: | |
Average Percent Variable Cost | 30% |
Estimated Monthly Fixed Cost | $22,493 |
The following table and charts highlight the projected profit and loss for three years.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $423,000 | $470,000 | $520,000 |
Direct Cost of Sales | $128,220 | $150,000 | $175,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $128,220 | $150,000 | $175,000 |
Gross Margin | $294,780 | $320,000 | $345,000 |
Gross Margin % | 69.69% | 68.09% | 66.35% |
Expenses | |||
Payroll | $199,200 | $218,000 | $236,000 |
Sales and Marketing and Other Expenses | $7,000 | $10,000 | $13,000 |
Depreciation | $1,440 | $1,440 | $1,440 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $4,800 | $4,800 | $4,800 |
Insurance | $6,000 | $6,000 | $6,000 |
Rent | $21,600 | $21,600 | $21,600 |
Payroll Taxes | $29,880 | $32,700 | $35,400 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $269,920 | $294,540 | $318,240 |
Profit Before Interest and Taxes | $24,860 | $25,460 | $26,760 |
EBITDA | $26,300 | $26,900 | $28,200 |
Interest Expense | $4,459 | $3,501 | $2,501 |
Taxes Incurred | $6,120 | $6,588 | $7,278 |
Net Profit | $14,281 | $15,372 | $16,981 |
Net Profit/Sales | 3.38% | 3.27% | 3.27% |
The following table and chart highlight the projected cash flow for three years.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $105,750 | $117,500 | $130,000 |
Cash from Receivables | $251,575 | $345,203 | $382,237 |
Subtotal Cash from Operations | $357,325 | $462,703 | $512,237 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $4,000 | $0 | $0 |
Subtotal Cash Received | $361,325 | $462,703 | $512,237 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $199,200 | $218,000 | $236,000 |
Bill Payments | $186,715 | $237,222 | $263,081 |
Subtotal Spent on Operations | $385,915 | $455,222 | $499,081 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $9,996 | $9,996 | $9,996 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $395,911 | $465,218 | $509,077 |
Net Cash Flow | ($34,586) | ($2,515) | $3,160 |
Cash Balance | $7,614 | $5,099 | $8,259 |
The following table highlights the projected balance sheet for three years.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $7,614 | $5,099 | $8,259 |
Accounts Receivable | $65,675 | $72,972 | $80,735 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $73,289 | $78,071 | $88,994 |
Long-term Assets | |||
Long-term Assets | $10,000 | $10,000 | $10,000 |
Accumulated Depreciation | $1,440 | $2,880 | $4,320 |
Total Long-term Assets | $8,560 | $7,120 | $5,680 |
Total Assets | $81,849 | $85,191 | $94,674 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $21,364 | $19,331 | $21,828 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $21,364 | $19,331 | $21,828 |
Long-term Liabilities | $40,004 | $30,008 | $20,012 |
Total Liabilities | $61,368 | $49,339 | $41,840 |
Paid-in Capital | $84,000 | $84,000 | $84,000 |
Retained Earnings | ($77,800) | ($63,519) | ($48,147) |
Earnings | $14,281 | $15,372 | $16,981 |
Total Capital | $20,481 | $35,853 | $52,834 |
Total Liabilities and Capital | $81,849 | $85,191 | $94,674 |
Net Worth | $20,481 | $35,853 | $52,834 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5149, Groceries and Related Products, are shown for comparison.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 11.11% | 10.64% | 4.60% |
Percent of Total Assets | ||||
Accounts Receivable | 80.24% | 85.66% | 85.28% | 33.30% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 20.90% |
Total Current Assets | 89.54% | 91.64% | 94.00% | 80.20% |
Long-term Assets | 10.46% | 8.36% | 6.00% | 19.80% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 26.10% | 22.69% | 23.06% | 45.20% |
Long-term Liabilities | 48.88% | 35.22% | 21.14% | 10.00% |
Total Liabilities | 74.98% | 57.92% | 44.19% | 55.20% |
Net Worth | 25.02% | 42.08% | 55.81% | 44.80% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 69.69% | 68.09% | 66.35% | 44.10% |
Selling, General & Administrative Expenses | 66.31% | 64.81% | 63.08% | 26.70% |
Advertising Expenses | 1.65% | 2.13% | 2.50% | 0.70% |
Profit Before Interest and Taxes | 5.88% | 5.42% | 5.15% | 0.80% |
Main Ratios | ||||
Current | 3.43 | 4.04 | 4.08 | 1.69 |
Quick | 3.43 | 4.04 | 4.08 | 1.01 |
Total Debt to Total Assets | 74.98% | 57.92% | 44.19% | 55.20% |
Pre-tax Return on Net Worth | 99.61% | 61.25% | 45.92% | 3.60% |
Pre-tax Return on Assets | 24.93% | 25.78% | 25.62% | 8.00% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 3.38% | 3.27% | 3.27% | n.a |
Return on Equity | 69.73% | 42.87% | 32.14% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 4.83 | 4.83 | 4.83 | n.a |
Collection Days | 57 | 72 | 72 | n.a |
Accounts Payable Turnover | 9.74 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 32 | 28 | n.a |
Total Asset Turnover | 5.17 | 5.52 | 5.49 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 3.00 | 1.38 | 0.79 | n.a |
Current Liab. to Liab. | 0.35 | 0.39 | 0.52 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $51,925 | $58,741 | $67,166 | n.a |
Interest Coverage | 5.58 | 7.27 | 10.70 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.19 | 0.18 | 0.18 | n.a |
Current Debt/Total Assets | 26% | 23% | 23% | n.a |
Acid Test | 0.36 | 0.26 | 0.38 | n.a |
Sales/Net Worth | 20.65 | 13.11 | 9.84 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Sales | 0% | $26,000 | $29,000 | $30,000 | $34,000 | $36,000 | $38,000 | $34,000 | $33,000 | $35,000 | $39,000 | $43,000 | $46,000 |
Others | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $26,000 | $29,000 | $30,000 | $34,000 | $36,000 | $38,000 | $34,000 | $33,000 | $35,000 | $39,000 | $43,000 | $46,000 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Sales | $9,000 | $9,500 | $9,600 | $10,200 | $10,500 | $11,300 | $10,000 | $10,000 | $11,000 | $12,000 | $12,120 | $13,000 | |
Others | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $9,000 | $9,500 | $9,600 | $10,200 | $10,500 | $11,300 | $10,000 | $10,000 | $11,000 | $12,000 | $12,120 | $13,000 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Mary Stevens | 0% | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 |
Josh Wingard | 0% | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 | $2,800 |
Cashiers | 0% | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 |
Produce Staff | 0% | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 |
Total People | 7 | 7 | 7 | 7 | 7 | 7 | 7 | 7 | 7 | 7 | 7 | 7 | |
Total Payroll | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $26,000 | $29,000 | $30,000 | $34,000 | $36,000 | $38,000 | $34,000 | $33,000 | $35,000 | $39,000 | $43,000 | $46,000 | |
Direct Cost of Sales | $9,000 | $9,500 | $9,600 | $10,200 | $10,500 | $11,300 | $10,000 | $10,000 | $11,000 | $12,000 | $12,120 | $13,000 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $9,000 | $9,500 | $9,600 | $10,200 | $10,500 | $11,300 | $10,000 | $10,000 | $11,000 | $12,000 | $12,120 | $13,000 | |
Gross Margin | $17,000 | $19,500 | $20,400 | $23,800 | $25,500 | $26,700 | $24,000 | $23,000 | $24,000 | $27,000 | $30,880 | $33,000 | |
Gross Margin % | 65.38% | 67.24% | 68.00% | 70.00% | 70.83% | 70.26% | 70.59% | 69.70% | 68.57% | 69.23% | 71.81% | 71.74% | |
Expenses | |||||||||||||
Payroll | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | |
Sales and Marketing and Other Expenses | $1,000 | $1,000 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Depreciation | $120 | $120 | $120 | $120 | $120 | $120 | $120 | $120 | $120 | $120 | $120 | $120 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | |
Insurance | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Rent | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | |
Payroll Taxes | 15% | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 | $2,490 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $22,910 | $22,910 | $22,410 | $22,410 | $22,410 | $22,410 | $22,410 | $22,410 | $22,410 | $22,410 | $22,410 | $22,410 | |
Profit Before Interest and Taxes | ($5,910) | ($3,410) | ($2,010) | $1,390 | $3,090 | $4,290 | $1,590 | $590 | $1,590 | $4,590 | $8,470 | $10,590 | |
EBITDA | ($5,790) | ($3,290) | ($1,890) | $1,510 | $3,210 | $4,410 | $1,710 | $710 | $1,710 | $4,710 | $8,590 | $10,710 | |
Interest Expense | $410 | $403 | $396 | $389 | $382 | $375 | $368 | $361 | $354 | $347 | $340 | $333 | |
Taxes Incurred | ($1,896) | ($1,144) | ($722) | $300 | $812 | $1,174 | $367 | $69 | $371 | $1,273 | $2,439 | $3,077 | |
Net Profit | ($4,424) | ($2,669) | ($1,684) | $701 | $1,896 | $2,740 | $855 | $160 | $865 | $2,970 | $5,691 | $7,180 | |
Net Profit/Sales | -17.01% | -9.20% | -5.61% | 2.06% | 5.27% | 7.21% | 2.52% | 0.49% | 2.47% | 7.62% | 13.23% | 15.61% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $6,500 | $7,250 | $7,500 | $8,500 | $9,000 | $9,500 | $8,500 | $8,250 | $8,750 | $9,750 | $10,750 | $11,500 | |
Cash from Receivables | $0 | $650 | $19,575 | $21,775 | $22,600 | $25,550 | $27,050 | $28,400 | $25,475 | $24,800 | $26,350 | $29,350 | |
Subtotal Cash from Operations | $6,500 | $7,900 | $27,075 | $30,275 | $31,600 | $35,050 | $35,550 | $36,650 | $34,225 | $34,550 | $37,100 | $40,850 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $4,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $6,500 | $7,900 | $27,075 | $30,275 | $35,600 | $35,050 | $35,550 | $36,650 | $34,225 | $34,550 | $37,100 | $40,850 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | $16,600 | |
Bill Payments | $457 | $13,745 | $14,949 | $15,018 | $16,606 | $17,423 | $18,469 | $16,414 | $16,163 | $17,478 | $19,353 | $20,640 | |
Subtotal Spent on Operations | $17,057 | $30,345 | $31,549 | $31,618 | $33,206 | $34,023 | $35,069 | $33,014 | $32,763 | $34,078 | $35,953 | $37,240 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $833 | $833 | $833 | $833 | $833 | $833 | $833 | $833 | $833 | $833 | $833 | $833 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $17,890 | $31,178 | $32,382 | $32,451 | $34,039 | $34,856 | $35,902 | $33,847 | $33,596 | $34,911 | $36,786 | $38,073 | |
Net Cash Flow | ($11,390) | ($23,278) | ($5,307) | ($2,176) | $1,561 | $194 | ($352) | $2,803 | $629 | ($361) | $314 | $2,777 | |
Cash Balance | $30,810 | $7,532 | $2,224 | $49 | $1,609 | $1,804 | $1,452 | $4,254 | $4,883 | $4,522 | $4,836 | $7,614 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $42,200 | $30,810 | $7,532 | $2,224 | $49 | $1,609 | $1,804 | $1,452 | $4,254 | $4,883 | $4,522 | $4,836 | $7,614 |
Accounts Receivable | $0 | $19,500 | $40,600 | $43,525 | $47,250 | $51,650 | $54,600 | $53,050 | $49,400 | $50,175 | $54,625 | $60,525 | $65,675 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $42,200 | $50,310 | $48,132 | $45,749 | $47,299 | $53,259 | $56,404 | $54,502 | $53,654 | $55,058 | $59,147 | $65,361 | $73,289 |
Long-term Assets | |||||||||||||
Long-term Assets | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Accumulated Depreciation | $0 | $120 | $240 | $360 | $480 | $600 | $720 | $840 | $960 | $1,080 | $1,200 | $1,320 | $1,440 |
Total Long-term Assets | $10,000 | $9,880 | $9,760 | $9,640 | $9,520 | $9,400 | $9,280 | $9,160 | $9,040 | $8,920 | $8,800 | $8,680 | $8,560 |
Total Assets | $52,200 | $60,190 | $57,892 | $55,389 | $56,819 | $62,659 | $65,684 | $63,662 | $62,694 | $63,978 | $67,947 | $74,041 | $81,849 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $13,247 | $14,451 | $14,465 | $16,027 | $16,805 | $17,922 | $15,877 | $15,582 | $16,834 | $18,666 | $19,903 | $21,364 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $13,247 | $14,451 | $14,465 | $16,027 | $16,805 | $17,922 | $15,877 | $15,582 | $16,834 | $18,666 | $19,903 | $21,364 |
Long-term Liabilities | $50,000 | $49,167 | $48,334 | $47,501 | $46,668 | $45,835 | $45,002 | $44,169 | $43,336 | $42,503 | $41,670 | $40,837 | $40,004 |
Total Liabilities | $50,000 | $62,414 | $62,785 | $61,966 | $62,695 | $62,640 | $62,924 | $60,046 | $58,918 | $59,337 | $60,336 | $60,740 | $61,368 |
Paid-in Capital | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $84,000 | $84,000 | $84,000 | $84,000 | $84,000 | $84,000 | $84,000 | $84,000 |
Retained Earnings | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) | ($77,800) |
Earnings | $0 | ($4,424) | ($7,093) | ($8,777) | ($8,076) | ($6,180) | ($3,440) | ($2,585) | ($2,424) | ($1,559) | $1,411 | $7,101 | $14,281 |
Total Capital | $2,200 | ($2,224) | ($4,893) | ($6,577) | ($5,876) | $20 | $2,760 | $3,615 | $3,776 | $4,641 | $7,611 | $13,301 | $20,481 |
Total Liabilities and Capital | $52,200 | $60,190 | $57,892 | $55,389 | $56,819 | $62,659 | $65,684 | $63,662 | $62,694 | $63,978 | $67,947 | $74,041 | $81,849 |
Net Worth | $2,200 | ($2,224) | ($4,893) | ($6,577) | ($5,876) | $20 | $2,760 | $3,615 | $3,776 | $4,641 | $7,611 | $13,301 | $20,481 |
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sangeeta agasty
Vijay Jakkula
Environment and Planning A 42(9), 2043-2057
Anika Trebbin
Since the 1980s power distribution in agrofood networks has changed in many countries in Africa, Latin-America, South Asia, and the postsocialist countries in Europe and Asia. In the course of economic liberalization, retail and wholesale trade as well as the food processing and agroscience sector were opened up to foreign investment. Within the frame of such liberalization many states gradually refrained from directly governing this sector and reregulated the trade in a way that gave private companies the possibility to implement new power structures. We analyze the so-called ‘Food Chain Partnership’ (FCP) program implemented by the transnational company Bayer in India as an example for private governance in agrofood networks. Bayer is advancing and coordinating relations between the food processing and retailing industry and farmers. We explore whether such private activity can substitute for the activities of state institutions in governing agrofood networks. As the case study will show, the FCP model is highly selective in terms of farmers, who can participate (criteria include minimum farm size, irrigation facility, literacy, agricultural practices, and mobile phones), the crops that are covered, and the information passed on to the farmers. This limits the potential of market-driven instruments like the FCP to replace the traditional trade system as they concentrate only on those regions and products which are promising most profit to the companies. The global production network approach builds the analytical framework of this paper.
alex kwalombota
Nitu Bhattacharya
International Food and Agribusiness Management Review
Dr Ravi Nandi
High-value agriculture in India is witnessing a transformation, specifically in fresh fruits and vegetables (FFV). Supply chain stakeholders, mainly small and marginal farmers, receive a very minimal share in consumer rupee due to market uncertainty, high post-harvest losses, information asymmetry, lack of processing facilities and the erratic demand-supply situation. The current study draws from an extensive review to propose a competitive, inclusive, sustainable and scalable supply chain model of primary processing centers connecting farmers directly and efficiently with consumers. The proposed model will connect producers with the rest of the supply chain and streamline the supply chain process to reduce post-harvest losses as much as possible. The integration of a market information system will ensure transparency to help in better decision-making, reduced intermediaries and information asymmetry for producers, as well as the systematic disposal of the produce. The model will in...
Aman Khanna
Mukesh Pandey, Pantnagar (India)
Andrew Shepherd
Dr. Subhendu Dey
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Subhendu Dey
Fabio Musso
Business Intelligence Journal
Kamala Devi
Dr. Somashekhar I C
shubhankar agarwal
Ronnie Susman Natawidjaja
Dr. SRINIVASA REDDY MANDALA
Dhilbar Roshan
Srinivasa Reddy M
Paramjeet kaur Dhindsa
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It serves as a roadmap, outlining the vision, goals, and strategies necessary to establish and grow the business. Read Also: [Pdf Sample] Crop Farming Business Plan Docx. This comprehensive business plan aims to provide Agrolearners.com with a detailed framework for entering the fruit and vegetable industry, addressing key areas such as market ...
For a fruit and vegetable market, it's imperative to detail the range of products you intend to sell. Describe your selection of fruits, vegetables, herbs, and any additional items you plan to offer, and discuss how these choices align with the preferences and needs of your customer base. The operational plan is equally important.
Marketing promotion expenses for the grand opening of Dorothy Nightingale® Fruits & Vegetable Retail Store in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of $3,580. The cost for hiring business consultant - $2,500.
Financial Summary. Down in the Dirt Farm grossed $66,370 in sales from the 2018 season ($28,675 through their CSA offering whole and half shares, $25,800 through farmers market sales, $8,645 through wholesale, and $3,250 from on-farm pork share sales). The agreed-upon sale price for the new farm is $315,000.
Fresh Fruits & Vegetables Mart is an equal partnership between Muhammad Ismail Habibullah and Muhammad Asghar that will provide home delivery of fresh fruits and vegetables in Shaheed Benazir Abad, Pakistan. The business aims to address the lack of convenient access to quality produce at reasonable prices in the local market. It will require Rs. 700,000 in startup costs and operate through ...
Figure 1. Planning process for a new commercial vegetable business. required, level of care needed, labor time and cost, and capital required and available. Some crops may be more profitable, but they may also be more labor-intensive. If labor is restricted in your area, then these crops may not be the best option.
Belay Tayure Fruit and Vegetables Business Plan - Free download as Word Doc (.doc), PDF File (.pdf), Text File (.txt) or read online for free. This document provides information about the fruit and vegetable industry in Ethiopia. It discusses key trends in the market such as favorable government policies encouraging private sector investment.
July 14, 2023. A fruit and vegetable store is a great way to provide healthy, fresh food to local communities while also providing a stable source of income. Additionally, it's an excellent way to support local farmers and increase access to a variety of fresh produce. But, first thing first, you need a business plan.
Describe your farming operations in detail, including the types of vegetables you plan to grow, the cultivation methods, and the size of your farm. Discuss the equipment and technology you will use, as well as the labor requirements. Address any environmental considerations, such as sustainable farming practices or organic certification.
Lastly, address any funding needs in the "ask" section of your executive summary. 2. The presentation of the company. In your fruit and vegetable wholesaler business plan, the second section should focus on the structure and ownership, location, and management team of your company.
Gaurav Bansal. Download Free PDF. VEGETABLE AND FRUITS PRODUCTION BUSSINES PLAN 1 fFRUITS AND VEGETABLE PLANTATION LOCATION DODOMA REGION EMAIL ADDRESS, [email protected] PHONE 0714189714/0653385664 PREPARED BY YOUTH FOR BUSINESS 2 f1. BUSINES BACKGROUND Vegetable and Fruit Agriculture is also known as Horticulture Agriculture.
The amount required for the purchase of the first set of vegetables and fruits seedlings et al - $50,000. The amount required to set up a standard vegetable processing plant within the farm facility - $100,000. Operational cost for the first 3 months (salaries of employees, payments of bills et al) - $40,000.
NJ_Wholesale_Veg_Industry. Cooperative Extension Martin Hall, Room 309 Rutgers, The State University of New Jersey 88 Lipman Drive New Brunswick, NJ 08901-8525. njaes.rutgers.edu [email protected]. 732-932-5000, Ext. 610 Fax: 732-932-6633.
Vegetable FarmAnalysis Workbook - Financial[PAGE 3] INSTRUCTIONS. Goal: For a one-year period, develop an accrual adjusted income statement. This means preparing the following financial reports: 1. Balance Sheet statement at beginning of year, with both cost and market valuations. 2.
Selling fruits and vegetables. Growing and selling fresh produce can be a profitable and satisfying family business; however, risks are involved. Before investing money, time, and energy into any new business venture, it is advisable to first evaluate personal skills, market conditions, financial resources, and overall project feasibility.
The document provides a business plan for a company called Fresh Mart that will deliver fresh fruits and vegetables directly to customers' homes. Fresh Mart aims to benefit from eliminating limitations in the existing supply chain and provide quality products at reasonable prices. It will initially target 1000 customers in four areas of Ahmedabad city. The business faces risks from high ...
3. Plan a Budget Ahead of Time. Plan a financial budget while you plan on making the vegetable farming business plan as well. As the financial part of this is also crucial. The best time is to plan ahead. Do your research on the items that you would need in order to start this kind of business.
1.1 Objectives. Provide our customers with the freshest, organically grown fruits and vegetables. Offer foods without artificial colors, flavors, or additives. Sell earth-friendly cleansers; pure, natural supplements; and gentle, cruelty-free body care products. Support organic farms that keep our earth and water pure.
Compare price of vegetable supplied to the current market price. Sort vegetable in order to separate bad vegetable from good ones Grade vegetable mix big and small vegetable Washing: vegetable are place in a 60 liter of rubber bowl and water from the tap is use to nicely washed and remove any dirt from the vegetables.
This business plan outlines the steps necessary to achieve this vision, positioning Agrolearners.com as a leading provider of fresh produce in the market. usiness Description: Defining Your Fruit and Vegetable usiness Agrolearners.com is an online platform that acts as an intermediary between farmers and consumers in
Business Plan of a Fruits& Vegetables KIOSK Submitted By: Arvind Kumar Jha(1206) Gaurav Gupta(1211) Pankaj Agarwal(1216) Srijita Dutta(1220) Contents INTRODUCTION In today's highly competitive global market place, the pressure on organizations to find new ways to create and deliver value grows even stronger.
Agriculture Fruit Farm Business Plan - Free download as Word Doc (.doc), PDF File (.pdf), Text File (.txt) or read online for free. Farmers Group is being formed through the acquisition of two successful vegetable farms in Alabama. The company plans to provide high quality and nutritious vegetables, fruits, and compost products. It will employ several permanent and temporary employees.
Fruit and Vegetable Canning Business Plan - Free download as PDF File (.pdf), Text File (.txt) or view presentation slides online. This document provides a feasibility study for a proposed fruit and vegetable canning unit in Punjab, Pakistan. It analyzes the production and trade of fruits and vegetables in Pakistan, identifying an opportunity for a canning facility.