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Assignment is due by 11 pm New york time tonight.
Business plan is already written by me! I just need to complete the Executive summary part and pro forma section (Financial part)
Pro-forma section is done as well. I just did it on excel sheet, so it needs to summarized for business plan to be in same format as whole busines plan instead of spread sheet.
Please find attachments for review!
Narvin-Café and Lounge
Executive Summary (Unit 9)
(This portion of your mini-business plan should contain a brief overview of everything in your plan. This brief
overview should contain an explanation of your product/service line, the market you will serve, and a brief
summary of your financial goals. This should be completed in Unit 9.)
Business Description (Unit 2)
“NARVIN”-Café and Lounge has founded and created by 2 young and energetic sisters, Parvin and Narmin
Hasanova in 2012. This Atlanta based lounge, will operate in Buckhead area, a single unit, medium-size
restaurant serving healthy, fresh, tasty and homemade dessert and appetizers. Exact location will be determined
based on budget and target market.
Vision Statement (Unit 2)
“NARVIN” will be totally unique concept and different. The mission will be to exceed beyond the customers’
expectations in every sense and define the perception of excellence. The atmosphere and the menu will not only
please customers taste but also will create exciting and fun environment where they get away from everything
to relax and take out a stress. The employees will be trained by professionals with outstanding customer service
and will be empowered to make quick decisions based on a philosophy and ethic codes of our business.
Mission Statement (Unit 2)
The company’s goal to achieve success in every path we step into. The first mission is to create financial
security of a lounge. These are the certain point we have to consider to accomplish our goal: 1) to make sure of
safety and health effects of our products on the health and well being of our customers (and our staff), 2) the
impact that our business and its practices can have in our modern society and affect of choices we make in our
environment 3) provide high quality of attitude, understanding and communication between management,
staff, customers, and vendors. 4) To create neat, comfortable and modern premises for our guests and staff to
meet high standards.
Personal Motivation (Unit 2)
Being very social and outgoing girls, Parvin and Narmin love hanging out with friends over coffee or just be in a
place where they can grab a tasty coffee with some nice dessert and at the same time hangout at the bar area till late
with friends. But they always were drawn to upscale coffee and dessert places where they enjoy not only the goodies
they offer but also environment and great quality people. Living in Atlanta area for 7 years now , Parvin always had
a problem of finding good place to hang out where you will be fine only ordering a coffee beside being in Starbucks
or other coffee shops or just get a drink without feeling obligated you need to order full entrée in order to sit down in
upscale restaurant. So, the idea came to the owners when she shared hew new
idea with her younger sister of creating this fine and exciting environment with full of quality, passion,
excitement and personality as themselves. Having great skills of baking Parvin wanted to put her skills to work
as well, where Narmin wanted to create the environment with her designer skills. So, that’s where the all dream
started and they are committed and determine to achieve their goal. This lounge will serve a dual purpose by
providing not only quality food and desserts as well as will provide the area for upscale intimate hangout. In
addition to its very unique decor, one of the more unique features of this lounge will be music entertainment and
fresh custom made crepe menu where you build your own crepe.
Skills and Experiences for New Venture (Unit 2)
Having great baking skills Parvin will try to master her homemade baking recipes and offer high quality fresh
made pastry to all clientele. Narmin’s designer skills will come handy designing the location to modern, high
standards which will please our upscale clientele. In addition to all handy skills, these 2 girls have the right
enthusiasm, passion, commitment and dedication for their business. They believe in hard work, they are
motivated, determined and have right approach to business. Their outstanding people personality, social life
totally matches their gorgeous look and this great combination is what strives for success. They are in a right
place, at the right time with right attitude!
Basic Decision Making Process (Unit 2)
The purpose business plan is development of basic business planning principles and to identify ways of
effective management. The development and decision-making – is a creative process in the work of leaders at
every level, including: the formulation and goal setting, study of the problem on the basis of the information
received, the selection and justification of the criteria of efficiency and the possible consequences of a decision
and a discussion with specialists of different solutions to the problem. This process is activities combined in a
system of management subjects, aimed at achieving the objectives of the company through the implementation
of specific functions by using control methods. Decisions should be based on accurate, current and projected
information, analysis of all the factors that influence the decision, taking into account the anticipation of its
possible consequences. Managers must continually and comprehensively study the incoming information to
prepare for and acting upon management decisions that can be agreed at all levels of the hierarchy in-house
management. The amount of information that must be processed to develop effective management decisions is
so great that it has long surpassed human capabilities.
Description of Products or Services (Unit 3)
NARVIN menu will be moderate sized, offering a collection of ethnic and American items describing
(low-fat, low cholesterol, natural ingredients) flavor and quality. It will offer very creative and fancy menu of
desserts including fresh baked cakes, roulettes, crème Brule, different taste and flavored pound cakes and also
some dough pastries with fillings and tapas style variety of authentic and American appetizers with images
and take out menu.
In addition, we will have full menu alcoholic and non alcoholic beverages with few signature drinks that only
will be available in NARVIN for its great clientele. These products will be available to our customer in 2
different ways: sit down service at the lounge and take out menu.
“NARVIN’ will sell gourmet desserts with exceptional customer service in a comforting and cozy
atmosphere.
The big difference between “NARVN’ and other cafés will be selection of custom crepe menu
.Customers will be able to custom create their own crepe depending what flavor they like (banana, strawberry,
chocolate, rum, cinnamon flavored) and also they will have an option to choose their toppings as well such as
with ice cream, fruits, chocolate cream, peanut butter. They will have dine-in or take out option. For later on,
we also plan to offer carry-out to prepare our desserts at home or have a special cake or crepe trays to be
prepared for a celebration. Another feature that “NARVIN” will implement is offering music entertainment in
dessert lounge. Typically, music entertainment is offered at nightclubs or high end restaurants where you have
to actually use full dining menu or opposite, if customer chooses to eat dessert there is not much of selection to
choose to take your perfect date or have any form of celebration but being in a coffee shop as Starbuck’s,
Caribbou Coffee or etc which is not exactly some clients are looking for. “NARVIN” will be definitely
different experience than just having a cup of coffee. It will gather all features of upscale living, quality, taste
and experiencing different aspect of Eastern and Western culture.
“
NARVIN’s menu will feature a selection of Mediterranean desserts and appetizer dishes influenced by owner’s
Mediterranean background and traditions. Despite the fact that it will target all market, it will still have
the Mediterranean origin/influence to it.
Generally, the dishes will offer variations on “Mediterranean” cooking themes. Fruits and vegetarian
offerings will change seasonally.
Musical selection will span jazz, Latin, urban and Eastern musical traditions to create that cozy and fun
atmosphere.
Production
Food production, processing and assembly will take place in the main kitchen area of the lounge. Fresh fruits and
dairy products will be used to crate most of the dishes from scratch and will be purchased in weekly basis to
meet the high quality standards. The chef must exercise strict standards of sanitation, quality production,
and presentation or packaging over the kitchen and service staff.
Marketing Plan: Market Analysis (Unit 4)
Researches show that the restaurant market is a $100+ billion industry in the United States and increasing 5%
every year. So, it means more and more people are choosing to eat out and same thing can apply to dessert and
pastry industry as well. Eating out has become part of lifestyle lately. According to many financial experts and
based on Consumer Spending Report the numbers shows an increase in dining out at restaurants and lounges. In
the recent study, 27- percent said that they have spent more than they planned eating out while 18 – percent
said they actually spent less. This study showed that there was an upward trend of 5-percent in dining out since
last November.
We believe that another factor that influences and raises up a percentage number of eating out frequency is the
recent law which was part of the health care overhaul that required c alorie-posting in restaurants with 20 or
more locations to include calorie counts on menus, menu boards, and drive-thrus. Revealing calorie counts also
encourages consumers to eat more healthfully and fresh food items.
Now, looking to dessert industry, coffee being major beverage in café and lounge is a $5+ billion per year
industry in the United States, and has grown at a rate in excess of 20% per year in the last decade. That
sustained growth is expected into this decade according the Specialty Coffee Association of America.
In the mid-1990s, Atlanta had only a handful of specialty coffee retailers as San Francisco Roasters, Cafe
Diem, Cafe Intermezzo, Aurora Coffee, J. Martinez, and others. Now, coffee roasters, shops, and suppliers
take more than two full pages in the Yellow Pages. Starbucks announced last year that it expects to open 600
additional stores in 2000.
So, looking at all these factors, although café and lounge market is highly competitive, Atlanta, GA is still in
high demand for a healthy, fresh made pastries combined with specialty coffee and full bar offering exclusive
non alcoholic and alcoholic drinks in fun and exciting environment. Generally, we do understand that entering
into this market might not be that easy. The industry is highly and in addition there are large number of
substitutes and the suppliers to this market with great deal of power as little shops and supermarkets that offer
small pastries on the go.
http://nutritioncommunicationexperts.com/Nutrition-Experts/nutrition-communications-experts/nutrition-advocacy-and-testifying/
Market Segmentation
As “ Narvin” will be located in Buckhead area, our target market will be wide and vary in age group, ethnicity,
status and etc., Being uptown district of Atlanta and comprising approximately the northern one-fifth of the
city, Buckhead is a major commercial and financial center of the Southeast, and it is the third-largest business
district in Atlanta, behind Downtown and Midtown. The district’s high-rise office buildings, hotels, and
condominiums form a highly urbanized core along Peachtree Road. Surrounding this dense core are
Buckhead’s suburban neighborhoods, which feature large single-family homes situated among dense forests
and rolling hills. Buckhead which is in intersections of Lenox, Peachtree and Piedmont Roads, is a shopping
district with more than 1,400 retail units where shoppers spend more than $1 billion a year .So, by all means
NARVIN would provide one of the best dessert and beverage opportunities for the wealthiest district in Atlanta
area for upscale clientele.
“Narvin” café and lounge will vary in age, ethnicity, religion, culture, income and gender. Owners of
this upscale café and lounge been born and raised in Azerbaijan located at the crossroads of Western
Asia and Eastern Europe had opportunity travel all over Europe as well as Canada and North America where
they experienced best of the eastern and western culture, cuisine, traditions and mentality. So, their idea to
provide not just café and lounge that will provide coffee and pastry but also being able to show and share
from their experiences around the world to their multicultural side of their ethnicity, mentality, traditions and
bring different aspect to Mediterranean culture with possibility to present to their consumers combination of
Eastern culture where they were born with Western culture where they have been raised.
Typical age group will be between 20 to 34. Although the café will appeal to all age groups, it’s this group that
will seek our healthy food item as well as can enjoy the lounge atmosphere till late that NARVIN can offer. It’s
also true that educated consumers tend to seek out healthy food items and who maintains their healthy lifestyle.
Our target market audience will be all Metro Atlanta area residents but based on location it will also target, in-
town residents, downtown hotel visitors/conventioneers, and workers of nearby businesses.
http://en.wikipedia.org/wiki/Southeastern_United_States
http://en.wikipedia.org/wiki/Downtown_Atlanta
http://en.wikipedia.org/wiki/Midtown_Atlanta
http://en.wikipedia.org/wiki/Peachtree_Street
http://en.wikipedia.org/wiki/Western_Asia
http://en.wikipedia.org/wiki/Western_Asia
http://en.wikipedia.org/wiki/Eastern_Europe
Located in the heart of Buckhead which is home to the ninth- wealthiest zip code in the US (30327), with a
household income in excess of $341,000 per year, Narvin café and lounge is targeting high end clientele and
upscale neighborhoods which mean our customer’s dining and entertainment expectations are beyond the
definition of excellence. Narvin will be not only supplier of full service dining experience with full dessert
menu and exclusive bar, but goal is also appeal with our lounge experience to other customers who regularly
looking for an opportunity to enjoy Atlanta’s coffeehouse and/or evening entertainment scene.
Keeping the menu and the entertainment “fresh and exciting” will be a constant challenge to the business.
Atlanta is experiencing new trend to create more and more dining/entertainment venues. So, “Narvin” will be
perfect fit in this industry at the moment.
Competitors
This is very competitive market and expects full commitment, determination and full research of our
competitions around. NARVIN’s big competition is typically a 20 to 30 seat restaurant/ café venues. All of the
surrounding dining establishments offer full dinner menu with limited dessert menu and full bar. “Narvin”s goal
to target those customers that have sweet tooth and are looking for only dessert and fresh made pastries if they
don’t feel like having full dinner entrée.
One of our signature items will be crepe menu, where our customers will have an opportunity to custom build
their crepe from scratch and the way they want it, including flavor, taste and toppings and all freshly made,
instantly before their eyes.
As bite-size desserts have been predicted as a food trend for years, but they haven’t really made their way out
http://en.wikipedia.org/wiki/Wealth
from dining sector to dessert industry. That’s one feature item NARVIN will offer as well. Bite sized desserts
and cookies will be signature dessert items in our menu for customers that don’t want to go over their
sugar limit.
The most important element of our marketing strategy is to deliver quality product and outstanding customer
service. Our food items, entertainment should sell with only going mouth to mouth references and
recommendations. “Narvin” will closely work and establish business relationships with the concierges of the
nearby hotels and with the Atlanta Convention and Visitors Bureau to expand our target market and reach out
for more audience. We will offer Special Event Sales offering to sell to companies for private parties and
special events including gathering services for special occasions. As we stand for our exclusive brand name,
offering first class entertainment and top quality food items, we will include attendances to food conventions,
participation in local radio and tv channels on local stations, guest appearances in nearby business openings
as our main promotion strategy in marketing.
Segments of the target market tend to offer to our customers to dine out with full dessert menu along with
exclusive signature appetizers, visit coffee shops, and seek evening entertainment frequently in one place.
Operational Plan (Unit 6)
“Narvin” café and lounge will offer moderately-priced food to an upscale casual dining market. The venue
will feature not only brewed coffee and espresso-based beverages, fruit smoothies and juices but also will offer
full bar with alcoholic drinks as well. A dessert bar will serve a range of freshly prepared desserts including
cakes, mini bites as well as fresh made crepes from scratch. Our menu will contain both carry-out and dine-in
menu selections, while evening hours will accommodate full-service dining along with full-service bar and
light with entertainment. Depending on a target niche market, a limited selection of foreign newspapers, as well
as art, architecture, cinema, design and lifestyle magazines will be sold here as well. Additionally, the venue
will eventually consider featuring art and products made by young and talented artists in future, providing a
cross-selling opportunity.
Most of our products will be produced in our own facility including crepes, cakes, mini bites, roulettes;
appetizers and etc. “Narvin” also will work with different variety vendors to meet our supply demand as well.
Our pastries mostly will be baked on regular basis as 3-4 times a week depending how short or how far we go
with it. But our crepe menu will be freshly made right there at the time of the order and that is what it will make
it signature item of the venue. Clients will be able to pick a crepe and build it from scratch within minutes with
flavor and toppings that they desire.
NARVIN’s menu will feature a selection of Mediterranean desserts and appetizer dishes influenced by owner’s
Mediterranean background and traditions. Despite the fact that it will target all market, it will still have
the Mediterranean origin/influence to it.
Generally, the dishes will offer variations on “Mediterranean” cooking themes. Fruits and vegetarian offerings
will change seasonally. Lounge area of this establishment will need reservations to be made in advance or will
run on “wait to be seated” policy by hostess of the facility. Thus, generally desert items and appetizers will be
served in lounge area of the establishment along with full bar and non alcoholic beverage menu. Our bar area
however will run on first come and first serve basis which also will offer appetizers and desert to be ordered
to the bar area.
Musical selection will span jazz, Latin, urban and Eastern musical traditions to create that cozy and fun
atmosphere.
“Narvin” lounge and café will be located in heart of Buckhead Atlanta in a newly renovated facility designed
by special designer group to meet latest trend and expectations of our target market. This facility will be divided
equally to cafe/lounge function and the bar/entertainment function. Café and Lounge part will feature seating
area for approximately 50-60 people with flexible indoor/outdoor patio seating for an additional 30 seats. The
bar/entertainment area however will provide a full-service bar with alcoholic and non alcoholic beverages and
also dine-in and carry-out coffee based beverages, as well as a dessert bar. Bar/entertainment portion of the
business will also contain small entertainment stage with live music or DJ, and niche magazines and
newspapers available for purchase. The facility’s entrance area will feature a simple garden type of courts to
provide comfortable waiting areas during the warm weather months where they can have drinks on the go while
they wait to be seated.
Normally, as any other business that is located within the city limits “Narvin” must apply for a business license
with the city’s clerk office. If, the facility will be located in an unincorporated area of the county then this
business may not need a business license. Generally a business license costs a flat fee, with annual renewal. As
a small business “Narvin” will have to charge sales taxes on all sold items. “Narvin” must obtain health permits
which will be issued by the county health department to protect the general public from restaurants that practice
unsafe food handling and storage procedures. Like the business license, it might be involve an annual licensing
fee. The health department regularly inspects the cafe, and has the power to issue a fine or revoke the health
permit, should the cafe pose a public safety risk. As “Narvin” café and lounge will be offering alcohol listed
bar menu, it will also need a liquor license issued from the state’s liquor authority. Typically, this is the most
difficult, and most expensive, of all licenses. Normally, a license to sell beer and wine is less expensive than
one for a full bar. Rules regarding liquor licenses vary by state, yet normally involve an application process
where the state investigates the applicant, and neighbors of the intended cafe have an opportunity to object to
the license. Check list for pre-opening must be completed and meet all requirements as well. (Reference A)
1
“Narvin” is a small family business with approximately 18 employees in total including: One Executive
chef/baker, two Chef Assistants, two dishwashers, two bartenders, 6 wait staff, one hostess, three bus staff
and one accountant. Management will be consisted of two co-founders sisters who will be in attendance
during normal business hours from 11 a.m. to 11 p.m. Monday thru Thursdays and from 11a.m to 2 a.m
Friday thru Sunday. In addition, specific employees will have supervisory roles in future for times when
owner-founders are not able to be present.
Hours will be shifted and divided between groups of staff equally not exceeding 40 hours a week per staff
member. Kitchen staff will be working from opening to closing every day shifting hours between each
other. Weekly schedule of employees will be posted monthly by management and pay will be paid biweekly
every second Friday of the month. Company will have executive accountant on board to operate and
manage company’s operational expenses as well as to assist with all finance related matters including profit
and loss,
vendors, paychecks, vacations, yearly tax paperwork.
“Narvin” will conduct inventory to measure the amount of food, supplies and other products the facility uses
over time. This usage can be converted to a cost, which is then will be compared to total sales for a given
period to get a feel of how much profit your business makes from the product sold.
Total inventory generally will be counted once a week. Since it is physically counted by hand and by sight
and to avoid problems with counting, the same person will count the inventory every time. Because it is
important that the same hands and eyes are counting it every week so that counts are consistent. Even one of
the owners will count the inventory once more in case the person is unavailable one week or miscounted
somewhere, so two pairs of eyes consistently verifying the counts to confirm the right numbers. It also can be
done with the general manager and the kitchen manager, for instance.
There will be times where company will experience loss in inventory. Some of these scenarios will include:
Waste- it happens in each restaurant business, everywhere where server can accidentally spill food or
a kitchen worker can burn crepe or mess up appetizer. No matter how it happens, restaurant staff
should get into the habit of recording all wasted items.
Complimentary items. Sometimes, restaurant staffs have specific reasons to give a customer a
complimentary item as being loyal valued customer for his return business, or even it can be certain
customers are celebrating a special occasion at your restaurant. Even for situations where free items
are given as rewards rather than compensation for an unpleasant experience, but these items must be
approved by management. This is to verify the legitimacy of the transaction, as well as to appropriately
account for the depleted inventory.
Transfers. Transfers usually involve moving inventory from one department to another, such as from
the bar to the kitchen or vice versa. Just make sure any transfers are accounted for so they do not
negatively affect your P&L.
The training of chef assistants will be done by experienced chef/baker who is specialized in restaurant industry
and the rest of the staff will be trained by owners and experienced managers to meet high standards of quality
and professionalism. Wait staff must have at least year experience in food industry and must be at legal age of
serving alcohol, however in addition to all these requirements bartenders must be highly experienced with
outstanding personality and fast hands on skills of handling one full busy bar area on their own.
Credit procedure defines how company implements offering credit to its customers. Company’s policy will
show what steps we should take to collect money when the customer has not paid. This should detail when the
customer will be contacted, how they will be contacted and what steps to take at what intervals to get the
highest return from the customer.
To extend credit to customers can be a difficult decision for any small business owner. If the business is going to
offer credit, they will need a credit policy. The business, amount and types of credit company offers will affect the
type of policy they actually will need. Credit policy generally will need to cover all these aspects:
who gets credit and how much do they
get how business will handle collections
What the business do if they don’t pay
There are 4 types of credit is offered for business credit which are:
Cash
Checks
Credit Cards
Open Credit Account
The types of credit “Narvin” will offer and the terms under which that credit is granted will likely be
determined by the company. Credit terms will be used as a sales tool, in fact, credit terms is a function of
product price. The terms also will affect company’s cash flow and credit risk.
“Narvin” café and lounge will accept major credit cards and cash as a form of payment.
Management and Organization Plan (Unit7)
“Narvin” is a small family business with approximately 18 employees in total including: One Executive
chef/baker, two Chef Assistants, two dishwashers, two bartenders, 6 wait staff, one hostess, three bus staff and
one accountant. Management will be consisted of two co-founders sisters who will be in attendance during
normal business hours from 11 a.m. to 11 p.m. Monday thru Thursdays and from 11a.m to 2 a.m Friday thru
Sunday. In addition, specific employees will have supervisory roles in future for times when owner-founders
are not able to be present. Supervisor role will be major role that will manage and operate the café when owners
not around and also will report daily manual to owner on daily basis. His job will be to supervise the day-to-day
running of the café in accordance with the aims and objectives described as the purpose of “Narvin” Café and
Lounge. He will be working approximately 37.5 hours per week and will be paid on salary. General tasks will
include but not limited to:
• To ensure café has sufficient supplies needed to maintain the daily menu.
• To supervise other café staff during shift hours
• To supervise other kitchen staff in the preparation and cooking
• To ensure that a weekly “cash & carry” run is carried out which takes into account birthday parties,
outside catering activities or any other special activities that might require extra supplies or special
requirements.
• To ensure that any transactions for the café are covered by appropriate receipt.
• To assist in the planning and other operational practices required when putting on special events
i.e. buffets, parties or any special occasions.
The first priority of the café staff is to provide a friendly and efficient full service to all customers at all times
which will be:
• maintaining the opening and closing times as well as shift hours as agreed
• providing the full menu throughout the opening times of the café, unless is requested otherwise by
café management.
Every new hire will be in Training in order to provide efficient customer service and familiarize
themselves with required rules and regulations. Thus, supervisor will have major role to ensure the quality
of service café offers. These tasks will include:
• Provide induction training (including health & safety, general farm rules and etiquette) to casual workers,
volunteers and trainees
• To ensure that all members of staff and any new members have up to date health & hygiene certificates and to
liaise with the café manager and training manager regarding other relevant training opportunities.
• Ensure that all Café staff are fully aware of customer service commitments which
Mean having regular meetings with Café staff and management
Two co-owners of the “Narvin” café and lounge will be in charge of staffing to ensure that a monthly
schedule is completed with necessary staff holidays, vacation days, illnesses etc.
It will be the responsibility of the café owners to hire and fire staff although supervisor will be consulted on
this issue. Most of the staff will be on clock in system to ensure that all members of staff complete their time
sheets on timely manner. These sheets will be handed on to finance officer or accountant for evaluation and
calculation.
It will be supervisor’s responsibility to inform one of the café owners of any problems concerning staff not
carrying out duties, being late, staff illness etc.
Hours will be shifted and divided between groups of staff equally not exceeding 40 hours a week per
staff member. Kitchen staff will be working from opening to closing every day shifting hours between each
other. Weekly schedule of employees will be posted monthly by management and pay will be paid biweekly
every second Friday of the month. Company will have executive accountant on board to operate and manage
company’s operational expenses as well as to assist with all finance related matters including profit and loss,
vendors, paychecks, vacations, yearly tax paperwork.
Financial Plan (Unit 8)
A key part of your Business Plan is the Pro Forma Financial Statements! This sub-section will provide the
following documentation: An estimated 12-month profit and loss projection; a pro forma balance sheet; and a
pro forma income statement. In order to accurately make these critical estimates, it is necessary to conduct
primary and secondary research into the particular market and venture. The goodness of the business plan
rests upon the accuracy of these financial estimates.
While this course examines these financial elements, you will not create these pro forma (forward looking)
financial statements in this descriptive business plan. Instead, you will focus on two other important sub-
sections; the Start-Up Expenses Sub-Section and the Capitalization Sub-Section.
The Start-up Expenses sub-section of the Descriptive Business Plan should include a discussion of the
following
elements:
1.A discussion of the applicable expenses to start the new business. These could include some (or all) of the
following: costs of sales, professional fees, technology costs, administrative costs, sales and marketing
costs, wages and benefits. Explain how each of these would impact your particular venture.
2.A discussion of any contingency percentage to cover any under estimation along with your rationale
for this percentage
The Capitalization sub-section of the Project Template should include a discussion of the following
elements:
1.The sources of all loans (existing or proposed) including amounts, terms, and collateral.
2.The names and amounts contributed by each investor in the business including the percentage
of ownership of each investor.
References (Separate Page)
All citations in your text above need to also be in your references here in APA format. Include no references if
you have not also cited them above.
Appendix (Separate page at end of document, if necessary)
(An appendix would be used in a business plan to contain large or lengthy elements that would make
reading the body of your plan cumbersome. It would also contain associated elements like figures, charts,
drawings, photographs, etc.)
12 month projection
| 12- Month | Profit | Working Capital | Balance Sheet | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Sales ( estimated in 1 st year) | 35000 | Non- current assest | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Furniture | 60000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cost of sales | equipment | 45000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Raw material (50% of sales) | 175000 | 105000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Salaries ( 20% of sales) | 70000 | Current Assets | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Administrative cost | Cash in bank | 50000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Marketing cost (10 % of sales) | Inventory | 95000 | ( 50% of the raw material cost to be kept as inventory | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 315000 | 145000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total | 250000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| this is the profit for the first year | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Equity & Liabilities | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Owner’s equity | 1000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Non- Current Liabilities | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan from Bank | 150000 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Total Liabilities |
start-up section
| One time costs involved in the project | ||
| Equipment | The equipment includes equipment needed for bakery, coffee, refrigeration etc. The lease facility is also being explored as the finance is a constraint. The commonly available leased equipment will also be used | |
| As it is a llounge, an up market furniture would be used. | ||
| Fixtures & Fittings | As the music and Dj would be the part of the setup, i | |
| License & legal fee | ||
| Technological fees | The technological fees is to do the interiors, the partner will be doing it but to get a loan, it has been added to elevate the cost | |
| the Salaries of the first year would be included in start-up cost as we would not be having cash for salaries from the first month onwards | ||
| Subtotal | 20100 | |
| contingencies (10%) | ||
| Start-up Cost | 221100 | ( 100,000 would be by the partners and 150,000 would be taken as loan) |
Total Capital
| Source of Funds | Investment Type | Amount | |
| Partner- Parvin and Narmin ( 50% by each partner | Capital contribution | $100,000 | |
| Bank Loan | Loan or Lease | $150,000 | |
| Equipment Leasing | |||
| $350,000 |
