Business plan

1. WELIN HOT-PEPPER AND SESAME FARMING BUSINESS
BUSINESS PLAN
AMMNUEL ADAMU
NEWAY BELETE
HENOCK LEGESSE
HAREGU ZERIHUN
MUAZ AHMED
MOHAMMED HUSSEIN
MELAKU ABEBE
DANIEL BEFIKADU
APRIL, 2022
GORE, ETHIOPIA

2. ii
Contents
List of Tables .................................................................................................................................iii
1. Executive Summary................................................................................................................. 1
2. Our Products and Services....................................................................................................... 2
3. Vision Statement...................................................................................................................... 2
4. Mission Statement ................................................................................................................... 2
5. Our Business Structure ............................................................................................................ 2
6. Job Roles and Responsibilities ................................................................................................ 3
6.1. Chief Operating Officer ................................................................................................... 3
6.2. Farm General Manager..................................................................................................... 3
6.3. Business Accountant ........................................................................................................ 4
6.4. Marketing and Sales Officer ............................................................................................ 5
6.5. Field Workers/Contract Staff ........................................................................................... 5
6.6. Receptionist...................................................................................................................... 5
6.7. Guards .............................................................................................................................. 6
7. SWOT Analysis....................................................................................................................... 6
8. Market Analysis....................................................................................................................... 7
9. Our Target Market................................................................................................................... 8
10. Our competitive advantage .................................................................................................. 8
11. Sales and Marketing Strategy .............................................................................................. 9
12. Sales Forecast....................................................................................................................... 9
13. Marketing and Sales Strategy ............................................................................................ 10
14. Business Risks ................................................................................................................... 12
14.1. Financial risk .............................................................................................................. 12
14.2. Operational risks......................................................................................................... 12
14.3. Marketing risk............................................................................................................. 12
14.4. Default risks................................................................................................................ 13
14.5. Human or personal risk............................................................................................... 13
15 Financial Plan........................................................................................................................... 13

3. iii
15.1. Important Assumptions............................................................................................... 13
15.2. Personnel plan............................................................................................................. 14
15.3. Startup Capital............................................................................................................ 14
15.4. Income Statement / Business Profit or Loss............................................................... 15
15.5. Break-even Analysis................................................................................................... 16
List of Tables
Table 1 1 Yearly Sales Forecast.................................................................................................... 10
Table 2 1 Important assumptions.................................................................................................. 13
Table 3 1 Manpower and Salary Requirement for WELIN......................................................... 14
Table 4 1 Investment costs............................................................................................................ 14
Table 5 1 Income statement for WELIN....................................................................................... 15

4. 1
1. Executive Summary
WELIN is a new licensed agro – allied farm that we hope to build in Gore, Oromia region,
Ethiopia. We have done our extensive detailed market research and feasibility studies and we
have also acquired a well-placed 100 hectares of land for our cultivations and business process.
We plan to build a business that is going to be a standard farm, hence will be involved in pepper
cultivation and sesame farming.
Our plan within the first five years of officially running this business is to start our food
processing plant and also start delivering our agriculture products to other parts of the country.
This is why we didn’t just acquire a piece of land and most of the farming equipment and
materials; but also hiring some key employees that will be able to fit into the rare picture of the
21st
century commercial farm workforce that we want to build in line with the capacity we
already have in hand.
The pepper and sesame industry and the agricultural industry as a whole has vast opportunities,
and we wish to contribute our quota in growing the economy of our country, national food
production, raw materials production for industries, and above all to make profit.
WELIN is prepared to grow into one of the leading commercial farms in Oromia region and later
in Ethiopia. That is why we will go for the best hands and equipments to help us run the farm.
We have also organized the process and strategies that will enable us employ best practices in all
our farming processes and food processing, and also within the proximity of the law of our
country.
WELIN is a private registered agro – allied farm that is owned by eight finding members;
Amanuel Adamu, Neway Belete, Henok Legesse, Haregu zerihun, Muaz ahmed, Mohammed
Hussein, Melaku Abebe, and Daniel Befqadu. It will also be completely and single headedly
financed by the government for the time being. The members of the firm are degree holders
from different universities in our country and they are well aware of the current opportunities

5. 2
associated with this sector and the work rate that the sector demands in achieving the success that
every business firm aims for.
2. Our Products and Services
WELIN is an agro – allied farm will through extensive farming practices cultivate agriculture
products for both Oromia region and Ethiopia as a whole. We plan to produce both food and raw
materials for industries in very large quantities and make sure that we build a standard food
farming plant as a branch of our business.
We will be concentrating on in our commercial farms. As time goes on, we might be tempted to
add a few more in other to achieve our business goals. The main products of our firm will be; red
hot pepper and sesame farming and delivery these products to the nearest market through pre-
established market channel and later on delivery of our products throughout the whole country.
3. Vision Statement
WELIN has a vision to grow and become one of the leading commercial farms in the whole
Ethiopia.
4. Mission Statement
Our mission at WELIN is to cultivate in very large quantities both hot red peppers and sesame
products for Ethiopian market at large.
5. Our Business Structure
WELIN is a large farm that will be offering a wide range of agriculture produce. This is why we
will to hire the required numbers of employees that will help us build a farm that will be capable
of meeting the demands at regional and national level. We would also be hiring workers at
intervals to help us take the agricultural market by storm, giving our customers the best in each
stroke.

6. 3
Outlined below is the business structure of WELIN:
 Chief Operating Officer
 Farm General Manager
 Business Accountant
 Plant Manager/Supervisor
 Marketing and Sales Executive
 Field Employees
 Receptionist
 Guards
6. Job Roles and Responsibilities
6.1. Chief Operating Officer
 Will be in charge of providing direction for the business
 Will be In charge of Creating, communicating, and implementing the organization’s
vision, mission, and overall direction – i.e. leading the development and implementation
of the overall organization’s strategy.
 Will be in charge of the day to day running of the farm
 Will be in charge of handling high profile clients and deals
 Will be in charge of fixing prices and signing business deals
 Will be in charge of signing checks and documents on behalf of the company
 In charge of calculating the success of the farm at regular interval
6.2. Farm General Manager
 Will be in charge of the planning, management and coordinating all farm activities across
the various sections on behalf of the organization
 In charge of supervising other section manager
 Ensures compliance during project executions
 Will be Obligated to provide advice on the management of farming activities across all
section

7. 4
 In charge of carrying out risk assessment
 Is in charge of overseeing the accounting, costing and sale of farm produce after harvest
 Is charged with representing the organization’s interest at various stakeholders meetings
 Makes sure that farming goals desired result are achieved, the most efficient resources
(manpower, equipment, tools and chemicals et al) are used and different interests
involved are satisfied. In charge of preparing financial reports, budgets, and financial
statements for the farm
 In charge of overseeing the smooth running of HR and administrative tasks for the
organization
 Is tasked with handling all financial transactions for the farm
 It’s obligated to define the job positions for recruitment and managing interviewing
process
 Carries out staff induction for new team members
 In charge of training, evaluation and assessment of employees
 In charge of overseeing the smooth running of the daily farming activities across the
various farming sections.
6.3. Business Accountant
 In charge of overseeing the smooth running of HR and administrative tasks for the
organization
 Tasked with defining job positions for recruitment and managing interviewing process
 Carries out staff induction for new team members
 In charge of evaluation and assessment of employees
 In charge of preparing financial reports, budgets, and financial statements for the
organization
 In charge of financial forecasting and risks analysis.
 In charge of developing and managing financial systems and policies
 In charge of administering payrolls
 Ensures compliance with taxation legislation
 Handles all financial transactions for the firm
 Serves as internal auditor for the firm

8. 5
6.4. Marketing and Sales Officer
 In charge of Identifying, prioritizing, and reaching out to new markets for our agriculture
products, new partners, and business opportunities within the agro – allied industry
 In charge of Developing, executing and evaluating new plans for expanding increase
sales of all our agriculture produce and processed foods
 Tasked with documenting all customer contact and information.
 Represents the firm in strategic meetings
 Aids to increase sales and growth for the company
6.5. Field Workers/Contract Staff
 In charge of preparing farm lands for crop cultivations
 In charge of handling Sod installation/hydro – seeding
 In charge of Weeding or fertilizer and/or pest control application
 In charge of handling farm implements and equipments as instructed by the section
manager/supervisor
 Aids in handling the harvest of crops.
 Helps in carrying out task in line with the stated job description
 Helps in transport working tools and equipment from the farm and back to the designated
store room
 Handles any other duties as assigned my the line manager
6.6. Receptionist
 Tasked with Receiving Visitors/customers on behalf of the organization
 Tasked with receiving parcels/documents for the company
 Tasked with handling enquiries via e-mail and phone calls for the organization
 Tasked with handling any other duties as assigned my the line manager

9. 6
6.7. Guards
 In charge of protecting the farm and its environs
 Controls traffic and organize parking
 Tasked with giving security tips when necessary
 Patrols around the farm on a 24 hours basis
 Presents security reports weekly
7. SWOT Analysis
WELIN was established to be exceptional and not as a trial and error, which is why we needed to
conduct a proper SWOT analysis. Understanding and getting our things right from the onset
would mean that we have succeeded in creating the foundation that will help us establish a farm
that will favorably compete with leading commercial farms in both regional and national level.
WELIN, as a farm that will be offering a good number of products, we have no plans for failure
but a well situated plan that will aid us in maximizing our strength and opportunities and also
make our threat and weakness an advantage for us. Properly explained below is a summary of
the result of the SWOT analysis of WELIN;
 Strength
WELIN’s strength is strategically the fact that we have created a well based rapport with a
handful of major players (agriculture merchants) in the agro – allied industry; both suppliers and
buyers within our vicinity and at the national level.
WELIN have also intended to purchase or find sponsors on commercial farming machines like
tools and equipment that will be helpful to us in undertaking our farming with larger quantities,
ease, and shortest span.
Additionally, WELIN has a plan to add employees with better experiences and hands to its team
for efficient accomplishment o the business.

10. 7
 Weakness
WELIN weakness was perceived as, it will take time and much more incentives to move the
farm into the forefront and close to the heart of the people, and also the fact that we decided to
diversify our farming activities could count against us at first. There is no business without a
weakness or threat, but we have already planned on ways to turn all these around to our own
advantage.
 Opportunities
Our firm has big opportunity as our vicinity is well known for its suitability in producing the
products we intend to produce numerous quantities of products and moreover the current scarcity
in supply of these products is much more inviting.
 Threat
One of the threats that was perceived during the SWOT Analysis is the probability of global and
national economic downturn that will tell negatively on household spending, bad weather cum
natural disasters (draughts, epidemics), unfavorable government policies and a new competitor (a
farm that cultivates few or almost all the same crops as our farms within same location. We
believe in our strength and know that we will overcome any available threat with ease through
handwork and consistency.
8. Market Analysis
This industry can be tagged to be as old as man’s survival on planet earth, but that does not in
any form make it over saturated or filled; individuals in the business keep exploring new ideas
technologies in order to improve cultivation processes and also food preservation process;
mechanized farming has without doubt increased the level of foods and crops that are being
produced. The industry will always be needed for the survival of man and his family.
With the steady advancement in technology, farmers are now growing crops in large numbers in
a country where such crops could never survive before now and in locations where there are little

11. 8
or few farming land. Individuals can now make use of rooftops (basement) of their houses to
plant crops even at large quantity. This has been said our intent to be part this industry seem to
be feasible relative to the trend that this industry is following throughout the county and globally.
9. Our Target Market
Our target market at WELIN should naturally be those who are the end consumer of commercial
farm produce and individuals who gain from the agricultural business chain. If we look around,
we would notice that every household consumes produce from commercial farms like
vegetables, fruits, grains, tubers, eggs, and poultries. Also a lot of manufacturing companies
depend on commercial farms for some of their raw materials. This shows that farmers are not
short of target markets or people to sell to.
We plan to make sure that WELIN is well positioned to attract consumers of agriculture produce
not only in Gore and Oromia but also in the whole Ethiopia. This is the reason why we have
plans to start distributing some of our farm products in raw form to the various cities in Oromia
10. Our competitive advantage
Recently, individuals are being encouraged by the government to invest in commercial
farming. This is simply because part of the success of any nation is on its ability to feed oneself
through once own hands and be able to feed other nations through exportation.
We all at WELIN are fully aware that the industry is very lucrative but super competitive, which
is the reason we decided to make an extensive research that will help us with understanding and
preparing how to take advantage of the available market in the world starting with our
environment.
WELIN have done its homework and we have understood the available factors that will give us
competitive advantage over our competitors; some of the factors as we see them are effective and
reliable farming processes that will aid us in selling our family produce at competitive prices,
good network and excellent relationship management.

12. 9
We have also designed our business in such a way that we will be offering a large number of
commercial farms products of hot-red pepper and sesame. Which we know will be able to let us
take over and leverage all the available opportunities in the whole Ethiopia.
We also plan to take care of our employees, and provide them with a welfare package will be one
the best in the industry, which will show that we actually care for them and they in turn will be
willing to help us build WELIN with us. We will always consider them in all the major decisions
and development in the farm, and hope to make them loyal and happy to work at WELIN.
11. Sales and Marketing Strategy
 Sources of Income
Deciding from the foundation how funds will be raised and how the farm will be run is a critical
decision that needs to be made from the beginning of any business. As we already know, WELIN
is a farm owned by 8 partners that was established aiming to maximize profit.
Therefore we have decided to use and find out all available opportunities within our range to
make WELIN the best among the best. WELIN will grow to be a major contributor in the
economy of our country. We plan to generate income to run our business and pay our employees
through selling our products i.e., hot-red peppers and sesame.
12. Sales Forecast
The following table shows WELIN's five-year sales forecast. Given the price and scarcity of
Hot-red pepper and Sesame in Ethiopia at this time, we estimate that we can sell as much Hot-
red pepper and Sesame as we can produce. The numbers for our sales forecast were determined
using data from the Ethiopian Ministry of Agriculture Development (MORAD),
According to different sources Hot-red pepper produced in modern methods could yield 32
quintal/hectare. Considering two growing seasons per year a total of 32*2 = 64 quintals or
64,000 Kg could be gained from a hectare annually.

13. 10
Regarding Sesame production, efficient methods could yield up to 40 quintals or 40000 Kg per
hectare. In three growing seasons it would be possible to get 40*2 = 80 quintals or 80,000 Kg per
year totally.
We have 10 hectares of land and taking 5 hectares of land to produce each product the amount to
be produced annually will be;
Hot-red pepper – 64,000 * 5 = 320,000 Kg
Sesame – 80,000 * 5 = 400,000 Kg
The price for each product is calculated on the basis of current market value. We will be selling
the Hot-red pepper at a price of 250 per Kg and Sesame at a price of 150 per kg.
Sales Year 1 Year 2 Year 3
Hot-red pepper 80,000,000 82,500,000 92,500,000
Sesame 60,000,000 61,500,000 75,000,000
Total Sales 140,000,000 143,000,000 167,500,000
Direct Cost of sales
Hot-red pepper 48,000,000 49,500,000 55,500,000
Sesame 30,000,000 31,500,000 37,500,000
Total Direct Cost of Sales 78,000,000 81,000,000 93,000,000
Table 1 1 Yearly Sales Forecast
13. Marketing and Sales Strategy
We all WELIN without doubt are aware that the cause or in a better context reason why most
commercial farms can hardly make good profits is their sluggishness in selling off their farm
produce.
This is exact is why we decided to set up a food farming plant that will be well situated for good
services and profit maximization. We at WELIN have perfected our sale and marketing strategies

14. 11
first by networking with agriculture merchants and companies that rely on raw materials from the
agriculture industry who are going to become our customers.
Properly aligned below are the basic sales and marketing strategies we will be adopt on going at
WELIN;
1. We will be introducing our farm and products by sending introductory letters alongside
our brochure to stake holders in the agriculture industry, companies that rely on the
agriculture industry for their raw materials, hotels and restaurants and agriculture produce
merchants, amongst others.
2. We will strive to attend related agriculture and food expos, seminars, and business fairs et
al
3. We also plan to make use of the internet to promote our business
4. We also plan to engage in direct marketing
5. We will also Encourage the use of Word of mouth marketing (referrals)
We believe that to achieve our aim, we need to put everything into consideration. For instance; if
the climatic condition is unfavorable and if there are natural disaster in the location where we
have our commercial farm, then it will directly affect the prices of our farm products.
We all at WELIN believe that to get the right pricing for our farm produce, we need to make sure
that we choose a good location for commercial farm, choose a good breed/seeds that will bring
forth bountiful harvest, reduce the cost of running our farm to the smallest minimum and make
sure we attract buyers to our farm, as against taking your farm produce to the market to source
for buyers; with this, we would have successfully removed the cost of transporting the goods to
the market and other logistics from the equation.
We all at WELIN are aware that one of the easiest means of taking over the market and gaining
customers. We plan to do just that and more with our astonishing sales and marketing strategies
and with the help of all our workers. We believe that the nature of commercial farming gas made
it possible for farmers to place prices on their farm produce based on their discretion without any
outlined procedure in the industry.

15. 12
14. Business Risks
WELIN farming business may face following types of risks. But in order to reduce those risks
expected different strategic plans will be developed.
14.1. Financial risk
It is the risk that results when the farm business borrows money and creates an obligation to
repay debt. Our expected revenues and costs may changed due to the change in pricing policies
of our competitors and the country, failure of our promoter/advertiser from well promotion and
or advertising of our product, the length time related to payments of the debt. To solve this risk
we will try to ensure good marketing and good value.
14.2. Operational risks
To attract and retain users to the business products, we must continue to provide quality and
hygienic content. This confers certain risks including the failure to:
 Anticipate and respond to consumer preferences for content, preferences and service
 Attract, excite and retain a large audience of consumers to the farm products
 Create and maintain successful strategic alliances with high quality partners
 Deliver high quality, customer service and adequate information
 Build the business brand rapidly and substantially
 Compete effectively against better established sheep and goat farming business
 Avail the required feed and budget timely
 Create favorable environment for the growth of hot pepper and Sesame
 Unknown outbreak of disease
14.3. Marketing risk
We will supply the high quality products in the market based on the customer preferences.
But due to the change in the marketing policy, the price may be either deflated or inflated. In
this case the customers demand, preference and tastes might be affected. Therefore, these
risks would be reduced by offering high quality product and service to the customers.

16. 13
14.4. Default risks
Default occurs when somebody fails to honor an agreement. This may be a farmer who
promised to deliver a product but decides to sell it to a third party who offers a better price.
Therefore, to avoid such risks, we will receive the products from the owner as much before
maturity date of the agreement as possible and shorten.
14.5. Human or personal risk
It refers to factors such as problems with human health or personal relationships that can affect
the farm business; may be due to accidents, illness, death, and divorce are examples of personal
crises that can threaten a farm business. To reduce this problem, we will employee many
qualified personnel; and train all staffs about all operations and marketing activities of the
business so that if one staff died, the other can have ability to replace him and do his activities
for future.
15 Financial Plan
WELIN's financial plan is optimistic but dependable, given its distance from the facts on the
ground in Ethiopia. It begins as a conservative, small-scale operation in order to test feasibility,
but has the potential for exponential growth. The plan depends upon obtaining development-
oriented startup funding as well as the favorable tax and tariff conditions in Ethiopia. Given the
once-in-a-lifetime opportunity (and need) for development and food security in Ethiopia, the plan
is both realistic and optimistic. In the next decade, the explosive land-grab in Ethiopia will be
used either for the good of the Ethiopian people or for their exploitation.
15.1.Important Assumptions
Year 1 Year 2 Year 3
Plan month 1 2 3
Current interest rate 10% 10% 10%
Long-term Interest Rate 10% 10% 10%
Tax Rate 30% 30% 30%
Table 2 1 Important assumptions

17. 14
15.2.Personnel plan
No. Description Req.
No.
Monthly
salary, (Birr)
Annual salary
(Birr)
1 Chief Operating Officer 1 6500 78,000
2 Farm General Manager 1 7500 90,000
3 Business Accountant 1 7500 90,000
4 Plant Manager/Supervisor 1 6500 78,000
5 Marketing and Sales Executive 1 7000 84,000
6 Field Employees 3 3500 126,000
7 Receptionist 1 2500 30,000
8 Guards 2 3000 72,000
Sub total 11 13,000 648,000
Employee’s benefit (10%) 64,800
Grand total 11 13,000 712,800
Table 3 1 Manpower and Salary Requirement for WELIN
15.3. Startup Capital
The total initial investment cost is Birr 823,375. We expect funds to be raised from government
and other associates.
No. Cost Items Cost in birr
1 Site preparation 50,000
2 Inputs/raw materials 250,000
3 Machines and Equipment 1,300,000
4 Utilities 20,000
5 Stationery 15,000
6 Building 200,000
7 Advertisement and promotion 15,000
8 Insurance 100,000
9 Working capital 200,000
Total investment cost 2,862,000
Table 4 1 Investment costs

18. 15
15.4. Income Statement / Business Profit or Loss
WELIN farming business will capitalize on the strong demand for high quality and nutritious
hot-pepper and sesame products. The owners have provided the farm with sufficient
startup capital. With successful management aimed at establishing and growing magnificent
customer base, the farming business will increase the capital or net worth in the first two years. It
will maintain a healthy increasing of gross margin, which combined with reasonable operating
expenses, will provide enough cash for further growth.
Year 1 Year 2 Year 3
Sales 140,000,000 144,000,000 167,500,000
Costs of goods sold 78,000,000 81,000,000 93,000,000
Gross profit 62,000,000 63,000,000 74,500,000
Less Operating Expenses
Selling and marketing
Expenses
11,000 12,100 13,310
payroll Expenses 712,800 717,800 739,580
Land rent - - -
Maintenance 1,500 1,650 1,800
Utilities 8,875 9,763 10,739
Payroll tax 4919.4 4953.4 5102.78
Total Operating Expenses 739,094.4 746,266.4 770,531.78
Operating Profit 61,260,905.6 62,253,733.6 73,729,468.22
Less Interest Expenses - - -
Net Profit Before Tax 61,260,905.6 62,253,733.6 73,729,468.22
Less Profit Tax (at 30%) 18,378,271.68 18,676,120.08 22,118,840.466
Net Income After Tax (Net
profit)
42,882,633.92 43,577,613.52 51,610,627.754
Table 5 1 Income statement for WELIN

19. 16
15.5. Break-even Analysis
Note: The breakeven analysis made here is only for the first year of sales.
Contribution Margin for Hot pepper = Selling Price – Variable Cost (Direct cost)
= 250 – 150 = 100
Contribution Margin for Sesame = Selling Price – Variable Cost (Direct cost)
= 150 – 75 = 75
Fixed Assets
Machines and Equipments 1,300,000
Site Preparation 50,000
Working Capital 200,000
Total 1,550,000
Variable Costs 1,112,000
Contribution
Margin
Hot pepper 100
Sesame 75
Break-even (Hot-pepper) of both Products =
𝑇𝑜𝑡𝑎𝑙 𝐹𝐶
𝑊𝐴𝐶𝑀∗ 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡
WACM per product =
𝑇𝑜𝑡𝑎𝑙 𝐶𝑀 𝑜𝑓 𝑎𝑙𝑙 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑠
𝑇𝑜𝑡𝑎𝑙 𝑢𝑛𝑖𝑡𝑠 𝑓𝑜𝑟 𝑎𝑙𝑙 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑠
=
(𝑆𝑃1 – 𝑉𝐶1) 𝑋1 + (𝑆𝑃2 − 𝑉𝐶2) 𝑋2
𝑈𝑛𝑖𝑡𝑠 𝑜𝑓 𝐶𝑜𝑛𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛
Where, SP1, VC1, and X1 are Sales price, Variable cost and estimated sales of Hot pepper.
SP2, VC2, and X2 are Sales price, Variable cost and estimated sales of Sesame.
WACM per unit =
(250 – 150)320,000 + (150− 75)400,000
320,000+400,000
=
62,000,000
720,000
= 86 WACM per Kg
Break-even (both products) in Units =
𝑇𝑜𝑡𝑎𝑙 𝐹𝐶
𝑊𝐴𝐶𝑀∗ 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡
=
1,550,000
86
= 18023.25 Kg

20. 17
Break-even (Hot-pepper) in Units =
X1
X1+X2
× (BEP in total units)
=
320,000
320,000+400,000
× 18023.25 Kg
= 8010.44 Kg
Break-even (Sesame) in Units =
X2
X1+X2
× (BEP in total units)
=
400,000
320,000+400,000
× 18023.25 Kg
= 10012.91 Kg
Break-even (Hot-pepper) in birr = 8010.44 * 250 = 2,002,610 Br.
Break-even (Sesame) in birr = 10012.91 * 150 = 1,501,936.5 Br.