Aztec Food Imports will import Mexican food products to serve the growing Hispanic/Latino population in the Richmond, VA area. The company is owned equally by Raymond Garcia and Jose Arroyo and will focus on becoming the leading provider of imported Mexican foods to supermarkets and neighborhood markets. Aztec forecasts sales to increase from $333,500 in 2002 to $510,000 in 2004 as it utilizes the owners' experience and connections to offer competitive prices and a wide selection of products.
This document summarizes a business plan for a new restaurant called Studio67 located in Portland, Oregon. Studio67 will serve organic and creative ethnic cuisine. The plan outlines Studio67's objectives to generate $350,000 in sales in year one and be profitable by year two. It discusses the restaurant's services, target customer segments, and strong management team led by a general manager and CPA. Financial projections indicate Studio67 can be launched for $141,000 and generate a 7.5% net profit on $500,000 in sales by year three.
The document is a confidentiality agreement for a business plan. It states that the business plan information is confidential and proprietary. The reader agrees not to disclose the information without written permission and acknowledges that any disclosure could harm the business. Upon request, the reader must return the business plan document.
The document contains a multi-part question regarding entrepreneur Peter's financial status. It asks the reader to: 1) Categorize Peter's financial information into assets, liabilities, income and expenses. 2) Prepare an income statement. 3) Determine Peter's capital and prepare a balance sheet.
Hotel Jardin was a business plan assembled in order to open/manage a hotel in Santiago, Dominican Republic. After months of negotiations the partnership called off the process due to facility's owners decision to open/manage the project by themselves.
Studio67 is a new restaurant in Portland, Oregon focusing on organic, ethnic cuisine. It will target four key customer segments: lonely rich individuals, young happy couples, rich hippies interested in organic food, and dieting women. The restaurant aims to generate $350,000 in sales in year one, over $500,000 in year two, and achieve profitability and 7.5% net profits by year three through high quality food and service in a trendy atmosphere. It will be led by general manager Andrew Flounderson and finance manager Jane Flap.
This document summarizes the financial analysis section of a feasibility study for a proposed 100-room motor hotel. It includes estimates for capital investment required totaling $3.37 million to be financed through 75% debt and 25% equity for land and buildings and 80% debt and 20% equity for furniture and equipment. It also provides pro forma income statements projected over 5 years for the hotel's room and food and beverage departments based on assumptions for occupancy rates, average daily room rates, and operating costs.
The document provides details about a business called "Computer Relation" located in Aizuwakamatsu City, Fukushima Prefecture. It is owned by Yukichi Fukuzawa. The business uses new skills to create popular applications that are not defeated by other companies. The initial funding needed for the business is 10 million yen, which will be used to develop applications. The business is expected to do well by advertising its applications widely if it can obtain more funding.
Sample business plan for Newton Group Marketing's professional business plan writing services.
NOTE: The following business plan is fictional and project based, and is in now way affiliated with GCG Corporation.
This document summarizes a business plan for a new restaurant called Studio67 located in Portland, Oregon. Studio67 will serve organic and creative ethnic cuisine. The plan outlines Studio67's objectives to generate $350,000 in sales in year one and be profitable by year two. It discusses the restaurant's services, target customer segments, and strong management team led by a general manager and CPA. Financial projections indicate Studio67 can be launched for $141,000 and generate a 7.5% net profit on $500,000 in sales by year three.
The document is a confidentiality agreement for a business plan. It states that the business plan information is confidential and proprietary. The reader agrees not to disclose the information without written permission and acknowledges that any disclosure could harm the business. Upon request, the reader must return the business plan document.
The document contains a multi-part question regarding entrepreneur Peter's financial status. It asks the reader to: 1) Categorize Peter's financial information into assets, liabilities, income and expenses. 2) Prepare an income statement. 3) Determine Peter's capital and prepare a balance sheet.
Hotel Jardin was a business plan assembled in order to open/manage a hotel in Santiago, Dominican Republic. After months of negotiations the partnership called off the process due to facility's owners decision to open/manage the project by themselves.
Studio67 is a new restaurant in Portland, Oregon focusing on organic, ethnic cuisine. It will target four key customer segments: lonely rich individuals, young happy couples, rich hippies interested in organic food, and dieting women. The restaurant aims to generate $350,000 in sales in year one, over $500,000 in year two, and achieve profitability and 7.5% net profits by year three through high quality food and service in a trendy atmosphere. It will be led by general manager Andrew Flounderson and finance manager Jane Flap.
This document summarizes the financial analysis section of a feasibility study for a proposed 100-room motor hotel. It includes estimates for capital investment required totaling $3.37 million to be financed through 75% debt and 25% equity for land and buildings and 80% debt and 20% equity for furniture and equipment. It also provides pro forma income statements projected over 5 years for the hotel's room and food and beverage departments based on assumptions for occupancy rates, average daily room rates, and operating costs.
The document provides details about a business called "Computer Relation" located in Aizuwakamatsu City, Fukushima Prefecture. It is owned by Yukichi Fukuzawa. The business uses new skills to create popular applications that are not defeated by other companies. The initial funding needed for the business is 10 million yen, which will be used to develop applications. The business is expected to do well by advertising its applications widely if it can obtain more funding.
Sample business plan for Newton Group Marketing's professional business plan writing services.
NOTE: The following business plan is fictional and project based, and is in now way affiliated with GCG Corporation.
This is a Business Plan I developed and put into operation in Lewisville, TX. This is a company that makes custom and standard corrugated boxes. In this economy I want to do my part to help anyone who wants to start a business.
The final regulations related to capitalizing expenses for repair and maintenance of tangible property, known as the "Repair Regs", have caused confusion over their implementation. Under the regulations, costs that were previously deductible expenses may now need to be capitalized and deducted over multiple years. This change affects Internal Revenue Code sections 263 and 162. Section 263 outlines costs that cannot be expensed, while section 162 allows the deduction of ordinary and necessary business expenses. The regulations have introduced more complexity around distinguishing between repairs and improvements.
The document provides highlights and key information from Banco BI&P's 3Q13 results presentation. Some of the key points include:
- The expanded credit portfolio totaled R$3.6 billion, an increase of 21.5% year-over-year. Loans rated AA to B represented 84.5% of the portfolio.
- Adjusted revenue from credit operations increased 12.7% quarter-over-quarter and 32.7% year-over-year.
- A new asset management platform called "guide investimentos" was launched in November to provide services to high-net-worth individuals.
- The acquisition of Banco Intercap was completed in November, increasing the expanded credit
This business plan is for Take Five Sports Bar & Grill, which currently operates one successful location. The plan aims to expand to five additional locations over the next two years. The first location exceeded projections, grossing over $2 million in its first year. The plan expects sales to grow to $25 million by 2000, generating over $5.6 million in net income as new locations are added. Keys to success include maintaining quality food and service, controlling costs, and implementing management controls to ensure consistency across locations.
Archer Daniels Midland Company (ADM) is one of the largest agricultural processors in the world with operations in 60 countries. It processes crops like corn, wheat, soybeans, and cocoa into food ingredients, animal feed, renewable fuels and industrial products. In 2007, ADM achieved record earnings of $2.2 billion on $44 billion in sales, driven by strong commodity pricing and sales volumes. ADM is positioning itself to be a global leader in bioenergy by expanding its ethanol and biodiesel production capacity in the US and Brazil through new plants and technology research partnerships.
São Paulo, May 11, 2011 – Banco Indusval S.A., financial institution focused on corporate lending, operating in the Brazilian market for over 40 years, listed at the Stock, Commodities and Futures Exchange - BM&FBOVESPA under tickers IDVL3 and IDVL4, announces its financial results for the first quarter of 2011 (1Q11).
American Brewery Inc. is expanding its operations as an importer and distributor of specialty beers, ales, and wines. The business currently operates in Michigan and several other states. It plans to use $1-2.7 million in funding to acquire inventory, relocate warehouses, acquire two other distributors, hire staff, and expand into new markets over the next 3-7 years. The owners have over 100 years of combined experience in marketing, distribution and development in the alcohol industry. The expansion aims to further penetrate the growing niche market for specialty alcohol brands and increase market share and revenue over 10% annually.
This document discusses financial alternatives for companies, including internal and external financing options. Internal financing involves improving cash flow, adjusting working capital like accounts receivable and inventory, or disposing of fixed assets. External financing includes raising equity privately or publicly, as well as taking on short or long-term debt. Short-term debt is less than 2 years and includes lines of credit, revolving credit, and bridge loans. Long-term debt finances assets for over 2 years. The document provides examples of how adjusting accounts receivable, inventory, and accounts payable can generate internal cash flow. Overall, exploring all alternatives is important to find a beneficial short and long-term financing solution.
This document summarizes an investment fund called Everyday Capital LLC that invests in real estate. The fund utilizes a buy and hold strategy for rental properties and a lending strategy where it provides financing to experienced real estate investors renovating properties. It has over $1 million in existing real estate assets and a track record of over 800 property transactions totaling $128 million in mortgage volume. The fund aims to generate returns of 7-12% for investors through its diversified portfolio and management team's expertise in various real estate markets.
Cowboy Chris is seeking $10,000 in investments for a new mobile food truck business serving hot dogs called "Cowboy Chris' Wiener Mobile". The food service industry is recession-proof and vital to everyday life. Cowboy Chris has researched the business model and similar businesses have seen 20% profit growth in the last two years. With the requested investment, the business expects to pay back the full investment plus interest within 6 years.
The document discusses Slater and Gordon, a leading law firm that floated on the stock market in 2007. It analyzes the firm's financial performance and accounting policies related to revenue recognition under IAS 18 and the newly adopted IFRS 15. Key points:
1) Slater and Gordon saw rapid growth and high shareholder expectations through an acquisition strategy. However, profits and share prices declined sharply in late 2015 when the firm adopted stricter IFRS 15 revenue recognition rules.
2) Under IAS 18, revenue was recognized based on work completed. But IFRS 15 requires revenue to be "highly probable" and contractually agreed to be recognized. This led to large write-downs of
Southeast Racing Parts is a small racing parts retailer located in North Carolina. They aim to be the premier destination for entry-level and novice racing parts through their brick-and-mortar store and mail order catalog. They will offer a wide range of engine, chassis, safety, and setup equipment to tap into the growing $1.5 billion motorsports market. SRP plans to differentiate themselves through unprecedented customer service and involvement in the local racing community. Their targeted customer segment is entry-level racers looking for affordable, high-quality parts and advice.
Everyday Capital LLC is a real estate investment fund that focuses on originating commercial mortgage notes and acquiring/managing real estate assets. It aims to provide stable returns through income, principal growth, and capital preservation. The fund is unique due to the management team's local market expertise and experience in lending/real estate. It offers higher projected returns through diversification, leverage, and well-structured deals. The management team has a track record of double-digit returns using this business model. Rents are rising nationally as the rental shortage continues. Non-bank lenders now dominate the mortgage market due to increased regulations after the financial crisis.
This document provides an investor presentation for Banc of California. It discusses forward-looking statements and risk factors that could affect Banc of California's financial performance. It highlights Banc of California's focus on California lending and communities. The presentation outlines Banc of California's financial results including loan growth, deposit growth, capital ratios, and asset quality. It provides guidance for continued earnings growth and discusses why Banc of California believes in investing in California.
This annual report summarizes Sensorship's 2021 performance and future plans. In 2021, Sensorship saw profits grow 69% to $47.37 million on $397.52 million in sales. The company aims to continue paying dividends and retiring debt. Sensorship focuses on high-end, performance, and small sensors and will look to expand in low-end and traditional markets. The board of directors oversees the CEO, COO, and CFO who each have educational and career experience relevant to their roles.
- MetLife had an outstanding year in 2007, with record revenues of $34.8 billion, total assets growing to $558.6 billion, and net income of $4.3 billion.
- All of MetLife's businesses performed extremely well, with the Institutional Business achieving a record $14 billion in revenues and the International segment experiencing 16% revenue growth.
- MetLife continues to see strong demand for retirement solutions and individual annuities, growing its market position in individual annuities to second largest by the end of 2007 through expanded distribution and new product offerings.
This document provides an executive summary for the Sanctuary Advisors, LLC Multifamily Opportunity Fund. The fund will be established in 2009 in Denver, Colorado to acquire existing multifamily rental properties across the US, focusing on major metro areas and growth markets. The experienced management team, with track records at large REITs, will target a $200 million capital raise. The strategy is to purchase properties at a 30% discount through distressed opportunities, add value through redevelopment, and hold for 5 years, targeting 25-30% returns. The window to acquire discounted assets is expected from 2010-2011 as overleveraged properties from 2005-2007 face trouble refinancing.
Wrk mar 2017 investor presentation finalir_westrock
- WestRock is presenting an investor presentation in March 2017.
- The presentation provides forward-looking statements and guidance for future periods regarding synergies, financial results, and acquisitions.
- It discusses WestRock's track record of execution on synergies, recent and planned M&A activity, and financial metrics for Q1 2017.
FINC 340 InvestmentsHow to Create an Investment StrategyThe .docxvoversbyobersby
The document discusses logistics issues facing Kantara Fashion Line and proposes solutions. It notes that Kantara's current ordering system is inefficient, wasting $156,000 per year. It recommends implementing an online ordering system to streamline the process. The document also states that Kantara needs to better meet customer needs as a global company by adjusting supplies based on weather in different markets. It proposes creating a website and database to improve communication and order fulfillment. Implementing these technological solutions would increase efficiency, reduce costs and boost revenue through improved customer satisfaction.
Additional Information of DSP BlackRock Mutual Fund- WishfinAnvi Sharma
The scheme seeks to generate capital appreciation from a portfolio that largely consists of equity and equity related securities of the 100 largest corporates, by market capitalisation, listed on either BSE or NSE.
This is a Business Plan I developed and put into operation in Lewisville, TX. This is a company that makes custom and standard corrugated boxes. In this economy I want to do my part to help anyone who wants to start a business.
The final regulations related to capitalizing expenses for repair and maintenance of tangible property, known as the "Repair Regs", have caused confusion over their implementation. Under the regulations, costs that were previously deductible expenses may now need to be capitalized and deducted over multiple years. This change affects Internal Revenue Code sections 263 and 162. Section 263 outlines costs that cannot be expensed, while section 162 allows the deduction of ordinary and necessary business expenses. The regulations have introduced more complexity around distinguishing between repairs and improvements.
The document provides highlights and key information from Banco BI&P's 3Q13 results presentation. Some of the key points include:
- The expanded credit portfolio totaled R$3.6 billion, an increase of 21.5% year-over-year. Loans rated AA to B represented 84.5% of the portfolio.
- Adjusted revenue from credit operations increased 12.7% quarter-over-quarter and 32.7% year-over-year.
- A new asset management platform called "guide investimentos" was launched in November to provide services to high-net-worth individuals.
- The acquisition of Banco Intercap was completed in November, increasing the expanded credit
This business plan is for Take Five Sports Bar & Grill, which currently operates one successful location. The plan aims to expand to five additional locations over the next two years. The first location exceeded projections, grossing over $2 million in its first year. The plan expects sales to grow to $25 million by 2000, generating over $5.6 million in net income as new locations are added. Keys to success include maintaining quality food and service, controlling costs, and implementing management controls to ensure consistency across locations.
Archer Daniels Midland Company (ADM) is one of the largest agricultural processors in the world with operations in 60 countries. It processes crops like corn, wheat, soybeans, and cocoa into food ingredients, animal feed, renewable fuels and industrial products. In 2007, ADM achieved record earnings of $2.2 billion on $44 billion in sales, driven by strong commodity pricing and sales volumes. ADM is positioning itself to be a global leader in bioenergy by expanding its ethanol and biodiesel production capacity in the US and Brazil through new plants and technology research partnerships.
São Paulo, May 11, 2011 – Banco Indusval S.A., financial institution focused on corporate lending, operating in the Brazilian market for over 40 years, listed at the Stock, Commodities and Futures Exchange - BM&FBOVESPA under tickers IDVL3 and IDVL4, announces its financial results for the first quarter of 2011 (1Q11).
American Brewery Inc. is expanding its operations as an importer and distributor of specialty beers, ales, and wines. The business currently operates in Michigan and several other states. It plans to use $1-2.7 million in funding to acquire inventory, relocate warehouses, acquire two other distributors, hire staff, and expand into new markets over the next 3-7 years. The owners have over 100 years of combined experience in marketing, distribution and development in the alcohol industry. The expansion aims to further penetrate the growing niche market for specialty alcohol brands and increase market share and revenue over 10% annually.
This document discusses financial alternatives for companies, including internal and external financing options. Internal financing involves improving cash flow, adjusting working capital like accounts receivable and inventory, or disposing of fixed assets. External financing includes raising equity privately or publicly, as well as taking on short or long-term debt. Short-term debt is less than 2 years and includes lines of credit, revolving credit, and bridge loans. Long-term debt finances assets for over 2 years. The document provides examples of how adjusting accounts receivable, inventory, and accounts payable can generate internal cash flow. Overall, exploring all alternatives is important to find a beneficial short and long-term financing solution.
This document summarizes an investment fund called Everyday Capital LLC that invests in real estate. The fund utilizes a buy and hold strategy for rental properties and a lending strategy where it provides financing to experienced real estate investors renovating properties. It has over $1 million in existing real estate assets and a track record of over 800 property transactions totaling $128 million in mortgage volume. The fund aims to generate returns of 7-12% for investors through its diversified portfolio and management team's expertise in various real estate markets.
Cowboy Chris is seeking $10,000 in investments for a new mobile food truck business serving hot dogs called "Cowboy Chris' Wiener Mobile". The food service industry is recession-proof and vital to everyday life. Cowboy Chris has researched the business model and similar businesses have seen 20% profit growth in the last two years. With the requested investment, the business expects to pay back the full investment plus interest within 6 years.
The document discusses Slater and Gordon, a leading law firm that floated on the stock market in 2007. It analyzes the firm's financial performance and accounting policies related to revenue recognition under IAS 18 and the newly adopted IFRS 15. Key points:
1) Slater and Gordon saw rapid growth and high shareholder expectations through an acquisition strategy. However, profits and share prices declined sharply in late 2015 when the firm adopted stricter IFRS 15 revenue recognition rules.
2) Under IAS 18, revenue was recognized based on work completed. But IFRS 15 requires revenue to be "highly probable" and contractually agreed to be recognized. This led to large write-downs of
Southeast Racing Parts is a small racing parts retailer located in North Carolina. They aim to be the premier destination for entry-level and novice racing parts through their brick-and-mortar store and mail order catalog. They will offer a wide range of engine, chassis, safety, and setup equipment to tap into the growing $1.5 billion motorsports market. SRP plans to differentiate themselves through unprecedented customer service and involvement in the local racing community. Their targeted customer segment is entry-level racers looking for affordable, high-quality parts and advice.
Everyday Capital LLC is a real estate investment fund that focuses on originating commercial mortgage notes and acquiring/managing real estate assets. It aims to provide stable returns through income, principal growth, and capital preservation. The fund is unique due to the management team's local market expertise and experience in lending/real estate. It offers higher projected returns through diversification, leverage, and well-structured deals. The management team has a track record of double-digit returns using this business model. Rents are rising nationally as the rental shortage continues. Non-bank lenders now dominate the mortgage market due to increased regulations after the financial crisis.
This document provides an investor presentation for Banc of California. It discusses forward-looking statements and risk factors that could affect Banc of California's financial performance. It highlights Banc of California's focus on California lending and communities. The presentation outlines Banc of California's financial results including loan growth, deposit growth, capital ratios, and asset quality. It provides guidance for continued earnings growth and discusses why Banc of California believes in investing in California.
This annual report summarizes Sensorship's 2021 performance and future plans. In 2021, Sensorship saw profits grow 69% to $47.37 million on $397.52 million in sales. The company aims to continue paying dividends and retiring debt. Sensorship focuses on high-end, performance, and small sensors and will look to expand in low-end and traditional markets. The board of directors oversees the CEO, COO, and CFO who each have educational and career experience relevant to their roles.
- MetLife had an outstanding year in 2007, with record revenues of $34.8 billion, total assets growing to $558.6 billion, and net income of $4.3 billion.
- All of MetLife's businesses performed extremely well, with the Institutional Business achieving a record $14 billion in revenues and the International segment experiencing 16% revenue growth.
- MetLife continues to see strong demand for retirement solutions and individual annuities, growing its market position in individual annuities to second largest by the end of 2007 through expanded distribution and new product offerings.
This document provides an executive summary for the Sanctuary Advisors, LLC Multifamily Opportunity Fund. The fund will be established in 2009 in Denver, Colorado to acquire existing multifamily rental properties across the US, focusing on major metro areas and growth markets. The experienced management team, with track records at large REITs, will target a $200 million capital raise. The strategy is to purchase properties at a 30% discount through distressed opportunities, add value through redevelopment, and hold for 5 years, targeting 25-30% returns. The window to acquire discounted assets is expected from 2010-2011 as overleveraged properties from 2005-2007 face trouble refinancing.
Wrk mar 2017 investor presentation finalir_westrock
- WestRock is presenting an investor presentation in March 2017.
- The presentation provides forward-looking statements and guidance for future periods regarding synergies, financial results, and acquisitions.
- It discusses WestRock's track record of execution on synergies, recent and planned M&A activity, and financial metrics for Q1 2017.
FINC 340 InvestmentsHow to Create an Investment StrategyThe .docxvoversbyobersby
The document discusses logistics issues facing Kantara Fashion Line and proposes solutions. It notes that Kantara's current ordering system is inefficient, wasting $156,000 per year. It recommends implementing an online ordering system to streamline the process. The document also states that Kantara needs to better meet customer needs as a global company by adjusting supplies based on weather in different markets. It proposes creating a website and database to improve communication and order fulfillment. Implementing these technological solutions would increase efficiency, reduce costs and boost revenue through improved customer satisfaction.
Additional Information of DSP BlackRock Mutual Fund- WishfinAnvi Sharma
The scheme seeks to generate capital appreciation from a portfolio that largely consists of equity and equity related securities of the 100 largest corporates, by market capitalisation, listed on either BSE or NSE.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
2. Confidentiality Agreement
The undersigned reader ac knowledges that the information provided by
_________________________ in this business plan is confidential; therefore, reader agrees not to
disc lose it without the express written permission of _________________________.
It is ac knowledged by reader that information to be furnished in this business plan is in all respec ts
confidential in nature, other than information which is in the public domain through other means and
that any disc losure or use of same by reader, may cause serious harm or damage to
_________________________.
Upon request, this document is to be immediately returned to _________________________.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
3. Table of Contents
1.0 Executive Summary.............................................................................................................................1
1.1 Objectives ...................................................................................................................................1
1.2 Mission........................................................................................................................................1
1.3 Keys to Success ........................................................................................................................1
2.0 Company Summary.............................................................................................................................2
2.1 Company Ownership .................................................................................................................2
2.2 Start-up Summary ......................................................................................................................3
2.3 Company Locations and Facilities ..........................................................................................4
3.0 Products ...............................................................................................................................................5
4.0 Market Analysis Summary..................................................................................................................5
4.1 Market Segmentation ................................................................................................................5
4.2 Target Market Segment Strategy.............................................................................................6
4.3 Main Competitors ......................................................................................................................7
5.0 Strategy and Implementation Summary ............................................................................................7
5.1 Competitive Edge ......................................................................................................................7
5.2 Sales Strategy............................................................................................................................7
5.2.1 Sales Forecast........................................................................................................................7
6.0 Management Summary.......................................................................................................................9
6.1 Personnel Plan ...........................................................................................................................9
7.0 Financial Plan ......................................................................................................................................9
7.1 Break-even Analysis................................................................................................................10
7.2 Projected Profit and Loss .......................................................................................................11
7.3 Projected Cash Flow ...............................................................................................................14
7.4 Projected Balance Sheet ........................................................................................................16
7.5 Business Ratios .......................................................................................................................16
Page 1
4. Aztec Food Imports
1.0 Executive Summary
Aztec Food Imports (Aztec) will offer food product imports from Mexico to meet increased
demand for these product by the city's growing Hispanic/Latino community in the greater
Richmond area. Over the last five years, this community has grown by 70%, and represents half
of the Richmond Metro population (250,000). Aztec has been successful over the competition in
supplying imported mexican food products to the area's two PriceRight supermarkets. From this
base, Aztec will build a successful business serving the area's large and small markets.
1.1 Objectives
• Establish Aztec Food Imports as the number one importer of mexican food products in
Richmond.
• Increase the number of mexican food products being carried in loc al markets by 20% over the
next two years.
• Build solid working relationships with the purchasing agents of the loc al stores serving
Richmond's growing Hispanic/Latino population.
1.2 Mission
Aztec's mission is to supply Mexican food imports to Richmond stores which are currently being
poorly served by importers loc ated over 150 miles away. Raymond Garcia, co-owner of Aztec,
will utilize his importing bac kground, his experience in the food retail market, as well as his
contac ts in Mexico to bring in products that area customers demand.
1.3 Keys to Success
The keys to success in Aztec's business are:
1. Offering items of a high quality-value relationship which are not available everywhere. This is
essential for maintaining the niche market sectors mentioned in the mission statement.
2. Reliable and timely deliveries. Aztec must make good on its delivery promises. Bec ause of the
nature of doing business in Mexico, this requires long-range planning in scheduling orders,
taking into ac count Mexican business prac tices.
3. A reliable administration that is ready to serve customers, prepare ac curate billing, follow-up
on orders and other documentation, and maintain a close watch on expenses and collec tion
of ac counts rec eivable.
Page 1
5. Aztec Food Imports
2.0 Company Summary
Aztec Food Imports will import Mexican food products to the loc al markets of the Richmond
Metro area.
2.1 Company Ownership
Aztec's ownership is shared equally between Raymond Garcia and Jose Arroyo. Raymond has
eight years of importing experience. Jose Arroya has 10 years experience in managing imports
from Mexico and shipping to the U.S. market. Raymond Garcia is responsible for the daily
management, sales, and store deliveries. Jose Arroya is responsible for the quality control and
shipping of the goods from Mexico to the U.S.
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6. Aztec Food Imports
2.2 Start-up Summary
The start-up cost of Aztec Food Imports will consist primarily of inventory. Raymond Garcia and
Jose Arroya will eac h invest $50,000. They will also secure a $100,000 SBA loan.
Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund $15,300
Start-up Assets to Fund $184,700
Total Funding Required $200,000
Assets
Non-cash Assets from Start-up $80,000
Cash Requirements from Start-up $104,700
Additional Cash Raised $0
Cash Balance on Starting Date $104,700
Total Assets $184,700
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $100,000
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $100,000
Capital
Planned Investment
Raymond Garcia $50,000
IJose Arroya $50,000
Other $0
Additional Investment Requirement $0
Total Planned Investment $100,000
Loss at Start-up (Start-up Expenses) ($15,300)
Total Capital $84,700
Total Capital and Liabilities $184,700
Total Funding $200,000
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Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $5,000
Stationery etc. $800
Brochures $2,000
Consultants $0
Insurance $0
Rent $3,000
Expensed Equipment $4,000
Utilities $500
Other $0
Total Start-up Expenses $15,300
Start-up Assets
Cash Required $104,700
Start-up Inventory $60,000
Other Current Assets $0
Long-term Assets $20,000
Total Assets $184,700
Total Requirements $200,000
2.3 Company Locations and Facilities
Aztec Food Imports will have warehouse space loc ated in the Fillmore industrial district.
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8. Aztec Food Imports
3.0 Products
Aztec's product line is rather extensive amounting to over 200 items:
• Beverages.
• Canned foods.
• Chile peppers.
• Desserts.
• Packaged foods.
• Salsas.
• Snacks.
• Spices and herbs.
Aztec also carries the popular brands:
• Ducal.
• Herdez.
• Juanita's.
• La Costeña.
• La Joya.
• La Lechonera.
• La Sierra.
• Pico Pica.
4.0 Market Analysis Summary
The Hispanic/Latino population in the Richmond Metro area has grown by 10% over the past five
years. The current population stands at over 100,000. It is projec ted that the population will
continue its growth pattern for the next five years and will eventually reach over 160,000. A
majority of these inner-city residents live in family groups of six or more members. The average
household income for the area is $32,000.
There are four major supermarkets that operate in the area and over 50 smaller food stores that
serve the metro communities. Last year, the four major supermarkets grossed over $150,000,000
in sales. There are plans to build additional supermarkets in the Richmond Metro area in 2003 and
2004. Two of the current supermarkets in the Richmond Metro area are part the loc al PriceRight
chain. PriceRight is planning a new store in the area in 2004.
Though it is difficult to know the exac t sales figures for the small markets in the area,
traditionally, the community residents have been supportive of the smaller store if their prices
are competitive. Last year, Wilson Foods Imports grossed $1.5 million in sales with smaller
markets in the Richmond Metro area.
4.1 Market Segmentation
Aztec Food Imports will serve all retail food outlets in the Richmond Metro area. These include
neighborhood markets and supermarkets.
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9. Aztec Food Imports
Table: Market Analysis
Market Analysis
2002 2003 2004 2005 2006
Potential Customers Growth CAGR
Supermarkets 20% 4 5 6 7 8 18.92%
Neighborhood Markets 20% 50 60 72 86 103 19.80%
Other 0% 0 0 0 0 0 0.00%
Total 19.74% 54 65 78 93 111 19.74%
4.2 Target Market Segment Strategy
Aztec Food Imports will have two distinct marketing approaches:
• For Neighborhood Markets: Raymond will promote a small group of popular mexican food
products that are likely to move fast in smaller stores. These products will be priced to be
attrac tive to the small store owner. Once successful, Raymond will expand the product
group.
• For Supermarkets: Raymond will promote the complete line of products that Aztec can
provide. Aztec prices will reflec t a stronger import connec tion in Mexico that will results in
lower prices and more product.
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10. Aztec Food Imports
4.3 Main Competitors
Currently, Ac me Food Importers loc ated in Wilsonville supplies the Richmond area food stores
with imported mexican food products. Wilsonville is 150 miles north of Richmond. Only in the past
two years has the demand for these products grown sufficiently to impact Ac me's ability to
satisfy demand. Besides the distance, Ac me is plagued with weak import connec tions in Mexico.
These fac tors contribute to the high wholesale price of Ac me's imported products.
5.0 Strategy and Implementation Summary
Aztec Food Imports will foc us on bec oming the leading provider of wholesale imported mexican
food product in the Richmond Metro area.
5.1 Competitive Edge
Raymond Garcia and Jose Arroyo are the competitive edge of Aztec Food Imports. Raymond has
worked for both Acme Food Imports and Wilson Food Imports over the past eight years. In his
last position with Wilson, Raymond imported mexican food products to numerous markets in the
southwest. He generated sales in excess of $2 million annually. His strength is his customer
relations and he has been successful in expanding the range of imported mexican food purchased
by the markets in his sales region.
Jose has been a shipping agent for M. Zegarra Exporting loc ated in Mexico City for the past ten
years. The company exported $20 million of products to the U.S last year. Jose's responsibility
was to eliminate the shipping obstac les and oversee the timely delivery of product to the U.S.
5.2 Sales Strategy
Aztec Food Imports will have two distinct sales approaches:
• For Neighborhood Markets: Raymond will promote a small group of popular mexican food
products that are likely to move fast in smaller stores. These items will be pac kaged as a
group at an attrac tive price. Raymond will make frequent visits to these stores to build a
strong working relationship that will lead to more purchases.
• For Supermarkets: Raymond will promote the complete line of products that Aztec can
provide. Aztec prices will reflec t a stronger import connec tion in Mexico that will results in
lower prices and more product. Raymond will promote new seasonal products and provide
assistance on marketing the products to the Hispanic/Latino community.
5.2.1 Sales Forecast
The following is the sales forec ast for three years.
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6.0 Management Summary
The two owners will co-manage the business. Raymond Garcia is responsible for the daily
management, sales, and store deliveries. Jose Arroyo is responsible for the quality control and
shipping of the goods from Mexico to the U.S.
6.1 Personnel Plan
Aztec Food Imports will have two additional delivery employees and an office manager supervised
by Raymond.
Table: Personnel
Personnel Plan
2002 2003 2004
Raymond Garcia $36,000 $45,000 $50,000
Jose Arroyo $36,000 $45,000 $50,000
Delivery Persons $48,000 $54,000 $60,000
Office Manager $31,200 $34,000 $38,000
Other $0 $0 $0
Total People 5 5 5
Total Payroll $151,200 $178,000 $198,000
7.0 Financial Plan
The following sections outline conservative estimates of the financial performance of Aztec Food
Imports.
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13. Aztec Food Imports
7.1 Break-even Analysis
The monthly break-even point is $26,514.
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even $26,514
Assumptions:
Average Percent Variable Cost 31%
Estimated Monthly Fixed Cost $18,230
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7.2 Projected Profit and Loss
The following table and charts will highlight the next three years.
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19. Aztec Food Imports
7.4 Projected Balance Sheet
The following table highlights the projec ted balance sheet for three years.
Table: Balance Sheet
Pro Forma Balance Sheet
2002 2003 2004
Assets
Current Assets
Cash $107,223 $91,987 $119,355
Accounts Receivable $55,350 $69,706 $84,643
Inventory $15,950 $20,358 $23,573
Other Current Assets $0 $0 $0
Total Current Assets $178,523 $182,052 $227,571
Long-term Assets
Long-term Assets $20,000 $20,000 $20,000
Accumulated Depreciation $2,880 $5,760 $8,640
Total Long-term Assets $17,120 $14,240 $11,360
Total Assets $195,643 $196,292 $238,931
Liabilities and Capital 2002 2003 2004
Current Liabilities
Accounts Payable $24,188 $18,316 $21,243
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $24,188 $18,316 $21,243
Long-term Liabilities $85,840 $71,680 $57,520
Total Liabilities $110,028 $89,996 $78,763
Paid-in Capital $100,000 $100,000 $100,000
Retained Earnings ($15,300) ($14,385) $6,296
Earnings $915 $20,681 $53,872
Total Capital $85,615 $106,296 $160,168
Total Liabilities and Capital $195,643 $196,292 $238,931
Net Worth $85,615 $106,296 $160,168
7.5 Business Ratios
Business ratios for the years of this plan are shown below. Industry profile ratios based on the
Standard Industrial Classification (SIC) code 5149, Groc eries and Related Products, are shown
for comparison.
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20. Aztec Food Imports
Table: Ratios
Ratio Analysis
2002 2003 2004 Industry Profile
Sales Growth 0.00% 25.94% 21.43% 4.60%
Percent of Total Assets
Accounts Receivable 28.29% 35.51% 35.43% 33.30%
Inventory 8.15% 10.37% 9.87% 26.00%
Other Current Assets 0.00% 0.00% 0.00% 20.90%
Total Current Assets 91.25% 92.75% 95.25% 80.20%
Long-term Assets 8.75% 7.25% 4.75% 19.80%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 12.36% 9.33% 8.89% 45.20%
Long-term Liabilities 43.88% 36.52% 24.07% 10.00%
Total Liabilities 56.24% 45.85% 32.96% 55.20%
Net Worth 43.76% 54.15% 67.04% 44.80%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 68.76% 68.33% 69.80% 44.10%
Selling, General & Administrative Expenses 68.48% 63.41% 59.24% 26.70%
Advertising Expenses 0.00% 0.00% 0.00% 0.70%
Profit Before Interest and Taxes 3.16% 8.91% 16.36% 0.80%
Main Ratios
Current 7.38 9.94 10.71 1.69
Quick 6.72 8.83 9.60 1.01
Total Debt to Total Assets 56.24% 45.85% 32.96% 55.20%
Pre-tax Return on Net Worth 1.53% 27.79% 48.05% 3.60%
Pre-tax Return on Assets 0.67% 15.05% 32.21% 8.00%
Additional Ratios 2002 2003 2004
Net Profit Margin 0.27% 4.92% 10.56% n.a
Return on Equity 1.07% 19.46% 33.63% n.a
Activity Ratios
Accounts Receivable Turnover 4.52 4.52 4.52 n.a
Collection Days 56 72 74 n.a
Inventory Turnover 3.83 7.33 7.01 n.a
Accounts Payable Turnover 5.56 12.17 12.17 n.a
Payment Days 27 35 28 n.a
Total Asset Turnover 1.70 2.14 2.13 n.a
Debt Ratios
Debt to Net Worth 1.29 0.85 0.49 n.a
Current Liab. to Liab. 0.22 0.20 0.27 n.a
Liquidity Ratios
Net Working Capital $154,335 $163,736 $206,328 n.a
Interest Coverage 1.14 4.75 12.91 n.a
Additional Ratios
Assets to Sales 0.59 0.47 0.47 n.a
Current Debt/Total Assets 12% 9% 9% n.a
Acid Test 4.43 5.02 5.62 n.a
Sales/Net Worth 3.90 3.95 3.18 n.a
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