Our business plan summarizes an agritourism venture called The Green Vineyard located in Franciacorta, Italy. The venture will offer accommodation, catering, and recreational/cultural activities targeting young customers. It aims to differentiate itself through low prices, many services, and a scenic natural location. Market research found growing tourism in the area driven mainly by Italians and Germans seeking wine, food, and nature. Competition exists from other agritourisms and lodging but the plan is to attract a specific youth segment through affordable rates and extra activities.
The document provides a business plan summary for an agritourism venture called The Green Vineyard to be located in Franciacorta, Italy. It will offer accommodations, catering, and cultural/recreational activities at low prices and in a scenic natural setting. The plan outlines the business structure, products/services, owners, required staff, equipment, target market analysis, competitors, advertising strategy, objectives, and 3-year profit/loss forecast. The goal is to attract young tourists and achieve a 10% annual increase in revenues over the first three years of operation.
LO1 Understand the nature of the conference and banqueting sector and the factors influencing its development
Diversity of venues: venues eg conference centres, specific conference and banqueting facilities within hotels, multi-functional leisure centres Nature of the industry: size and worth of the industry; types of event Development of the industry: socio-cultural; economic; political; technological; environmental; legal
Lesson 1 overview of hospitality industryJiwon Han
The hospitality industry is the oldest industry in the world, dating back to providing travelers with a home away from home. It includes lodging, foodservice, travel and tourism, and remains focused on guest satisfaction. Some key characteristics of the hospitality industry are that it operates 365 days a year, 24 hours a day, with staff often working long hours including evenings and weekends. The pineapple symbolizes hospitality by signifying that visitors are welcomed. Career opportunities in the hospitality industry emphasize leadership, communication, dedication and service-oriented skills. The lodging sector of the industry encompasses various hotel types such as commercial hotels, resort hotels, airport hotels and more.
The document outlines Cape Town's marketing plan for hosting events during the 2010 FIFA World Cup. It discusses objectives to showcase opportunities for businesses, promote infrastructure readiness, and encourage long-term economic growth. It proposes a phased marketing campaign from 2008-2010 targeting local, national, and international audiences and aligning with major events like the Confederations Cup and Final Draw. The first phase focuses on building local excitement, while the second shifts to international promotion as Cape Town prepares to host official FIFA events.
The document outlines Cape Town's marketing plan for hosting events during the 2010 FIFA World Cup. It details 5 phases of marketing campaigns from 2008-2010 targeting local, national, and international audiences. The objectives are to showcase Cape Town's infrastructure, opportunities, and legacy while promoting tourism and economic growth. Key tactics include branding, events, and leveraging major tournaments leading up to the World Cup.
Nicholas Petruck has over 30 years of experience in restaurant, hospitality, and hotel management, including owning and operating several restaurants. He holds several diplomas related to hospitality and has experience in areas such as menu design, cost analysis, food preparation, and financial and operations management. The document provides details on his professional experience managing various restaurants, hotels, and clubs, as well as his education and involvement in charity work.
Patricia Horvath is a Hungarian national born in 1990. She has over 5 years of experience in food and beverage roles including as Assistant Manager at Schloss Weikersdorf from 2015. Prior to that she was a Trainee at Hilton Vienna Danube from 2014-2015 focusing on customer satisfaction. She also has reception experience from roles at College Garden Hotel Bad Vöslau from 2012-2014 and a summer internship at Vila Vita Parc in Portugal in 2011. Patricia holds a BA in Tourism Management from Manchester Metropolitan University and qualifications in Hotel Management. She is fluent in Hungarian, English, Italian and German and has strong computer and customer service skills.
Mark Turner has over 30 years of experience in sales and product management roles. His most recent role was as National Sales Manager for Oceania Bicycles from 2010 to 2016, where he was responsible for managing sales, developing strategies, and overseeing customer service. Prior to this, he worked in real estate sales and as a Product Manager in the bicycle industry, where he gained experience in procurement, product development, and marketing.
The document provides a business plan summary for an agritourism venture called The Green Vineyard to be located in Franciacorta, Italy. It will offer accommodations, catering, and cultural/recreational activities at low prices and in a scenic natural setting. The plan outlines the business structure, products/services, owners, required staff, equipment, target market analysis, competitors, advertising strategy, objectives, and 3-year profit/loss forecast. The goal is to attract young tourists and achieve a 10% annual increase in revenues over the first three years of operation.
LO1 Understand the nature of the conference and banqueting sector and the factors influencing its development
Diversity of venues: venues eg conference centres, specific conference and banqueting facilities within hotels, multi-functional leisure centres Nature of the industry: size and worth of the industry; types of event Development of the industry: socio-cultural; economic; political; technological; environmental; legal
Lesson 1 overview of hospitality industryJiwon Han
The hospitality industry is the oldest industry in the world, dating back to providing travelers with a home away from home. It includes lodging, foodservice, travel and tourism, and remains focused on guest satisfaction. Some key characteristics of the hospitality industry are that it operates 365 days a year, 24 hours a day, with staff often working long hours including evenings and weekends. The pineapple symbolizes hospitality by signifying that visitors are welcomed. Career opportunities in the hospitality industry emphasize leadership, communication, dedication and service-oriented skills. The lodging sector of the industry encompasses various hotel types such as commercial hotels, resort hotels, airport hotels and more.
The document outlines Cape Town's marketing plan for hosting events during the 2010 FIFA World Cup. It discusses objectives to showcase opportunities for businesses, promote infrastructure readiness, and encourage long-term economic growth. It proposes a phased marketing campaign from 2008-2010 targeting local, national, and international audiences and aligning with major events like the Confederations Cup and Final Draw. The first phase focuses on building local excitement, while the second shifts to international promotion as Cape Town prepares to host official FIFA events.
The document outlines Cape Town's marketing plan for hosting events during the 2010 FIFA World Cup. It details 5 phases of marketing campaigns from 2008-2010 targeting local, national, and international audiences. The objectives are to showcase Cape Town's infrastructure, opportunities, and legacy while promoting tourism and economic growth. Key tactics include branding, events, and leveraging major tournaments leading up to the World Cup.
Nicholas Petruck has over 30 years of experience in restaurant, hospitality, and hotel management, including owning and operating several restaurants. He holds several diplomas related to hospitality and has experience in areas such as menu design, cost analysis, food preparation, and financial and operations management. The document provides details on his professional experience managing various restaurants, hotels, and clubs, as well as his education and involvement in charity work.
Patricia Horvath is a Hungarian national born in 1990. She has over 5 years of experience in food and beverage roles including as Assistant Manager at Schloss Weikersdorf from 2015. Prior to that she was a Trainee at Hilton Vienna Danube from 2014-2015 focusing on customer satisfaction. She also has reception experience from roles at College Garden Hotel Bad Vöslau from 2012-2014 and a summer internship at Vila Vita Parc in Portugal in 2011. Patricia holds a BA in Tourism Management from Manchester Metropolitan University and qualifications in Hotel Management. She is fluent in Hungarian, English, Italian and German and has strong computer and customer service skills.
Mark Turner has over 30 years of experience in sales and product management roles. His most recent role was as National Sales Manager for Oceania Bicycles from 2010 to 2016, where he was responsible for managing sales, developing strategies, and overseeing customer service. Prior to this, he worked in real estate sales and as a Product Manager in the bicycle industry, where he gained experience in procurement, product development, and marketing.
This document provides a marketing plan for an event called "Independents' Day" hosted by the Audubon Park Garden District organization. The one-day event aims to increase local business spending, event attendance, and tourism visibility. It will include timed activities like races, scavenger hunts, and cooking competitions as well as ongoing activities, business workshops, sponsor activations, vendors, and live entertainment. Volunteer staff will coordinate and support the various event elements to create a successful community celebration that meets its goals.
The students want to create a business called "House of Flavors" in Bollene, France to attract more tourists to the area. The business will collaborate with local producers to sell regional products like chocolate, cheese, olive oil, wine, soap and nougats. It will be located near the highway exit and employ 4-5 people. The goal is to promote tourism in Bollene and diversify the local economy. They estimate start-up costs of around 95,000 euros and will take out a bank loan to fund the project.
This marketing plan summary provides an overview of 32 Degrees, a proposed gelato and bakery shop. Key points include:
- 32 Degrees will offer homemade gelato, baked goods, and booking services for events from its location in uptown Minneapolis.
- The plan analyzes industry trends showing growth in specialty eateries and ice cream shops. It also compares 32 Degrees' products and services to its main competitor.
- Management will consist of a manager with a degree in management and an assistant manager. The plan projects first year sales of $35,000 based on the defined market area.
The document proposes the creation of an "Enogastronomic Product Club" to relaunch tourism in Lombardy, Italy. The product club would link actors in the region's enogastronomic heritage to create culinary tourism experiences. It outlines the organizational structure, public and private members, requirements for membership, financial structure, and performance evaluation methods. The product club would offer enogastronomic itineraries, workshops, and attractions tailored to different tourist target markets.
GCF - Our added value in F&B sector 0923 .pdfHannahDerenbach
The document discusses trends in the food and beverage sector including:
- The market size is projected to grow from $8.6 trillion in 2023 to nearly $12 trillion by 2030.
- Plant-based alternatives are growing at 13% annually and expected to reach $20 billion by 2030.
- Digital technologies like e-commerce, social media, and AI are playing larger roles in the industry.
- Food delivery has grown significantly during the pandemic and is projected to be a $124 billion market by 2027.
It also outlines M&A trends in the sector such as larger companies commanding higher valuation multiples than mid-sized companies. Recent transactions are presented along with the company profiles and transaction
GCF - Our added value in F&B sector 0923 .pdfsunclarisse
The document discusses market and M&A trends in the food and beverage sector. It covers growing areas like plant-based alternatives and food delivery. The global F&B market is projected to reach nearly $12 trillion by 2030. Digital technologies are also transforming the industry through e-commerce, social media, and AI. Recent M&A deals in food and beverage have valuation multiples between 3.7x to 9x revenue. The firm, GEREJE Corporate Finance, provides M&A advisory with a focus on the food and beverage industry, bringing expertise in deal structuring, fundraising, and access to strategic buyers and investors.
Lecture for the Subject Tourism Marketing for the College of International Travel and Hospitality Management of the Lyceum of the Philippines Cavite for the Second Semester of Academic Year 2015-2016.
2. GCF - Our added value in F&B sector - 0823 .pdfHannahDerenbach
The document discusses market trends, M&A trends, and GEREJE's expertise in the food and beverage sector. Regarding market trends, it notes that the plant-based alternatives market is growing rapidly and alternative proteins are raising large amounts in funding. M&A transactions show median multiples of 5-9x EBITDA depending on factors like company size and profitability. GEREJE has extensive experience and networks in the F&B industry globally and can assist clients through their full M&A process from target identification to due diligence and negotiations.
This document provides a marketing plan for Camping Salisteanca in Transylvania, Romania. It begins with an external analysis of tourism trends in Europe, noting that western Europe is more popular than the north or east. An internal analysis of Camping Salisteanca is then presented, followed by a segmentation, targeting, positioning and marketing mix analysis. The marketing plan focuses on attracting tourists from Germany, Netherlands, and Belgium through targeted products and advertising. It emphasizes the campground's proximity to attractions and its accessibility and services.
2015 Business of Farming Conference: Welcoming Visitors to Your Farmasapconnections
What are the benefits and opportunities for opening your farm to the public? What safety and liability issues must you consider? This session will explore the questions to consider when determining if agritourism is right for your farm and what resources and tools are available.
Annie Baggett of North Carolina Department of Agriculture & Consumer Services
GCF - Présentation Media, Culture & Entertainment - 1022.pdfLucas518833
This document provides an overview of market and M&A trends in the media, culture, and entertainment sector. It discusses the strong growth of the global market after recovering from declines in 2020. Popular investment trends include digital advertising, OTT videos, and unequal internet access. Recent M&A transactions are presented for media companies. The document outlines the methodology and expertise of GEREJE Corporate Finance in advising clients in this sector, including their international presence and access to investors.
DMR Tourism: 2014 Industry Roadshow presenationdmrrtb
The DMR Tourism Industry Roadshow provided an overview of the Daylesford & Macedon Ranges Regional Tourism Board and the tourism industry in the region. Key points included that the DMR RTB is responsible for tourism in the region and aims to increase visitation and spending. Statistics showed little growth in regional tourism. The presentation outlined plans to develop new products and experiences to attract more domestic and international visitors to the region.
I am the tourism ambassador of my countryMaria Paredes
The document discusses tourism in Guimarães, Portugal and strategies for promoting tourism. It notes that currently many tourists only visit Guimarães briefly before staying elsewhere, and the municipality could better promote local commerce and activities to encourage longer stays. The pandemic has changed tourism trends, with many Portuguese tourists now visiting the south of Portugal. Travel agencies promote tourism through their websites, Instagram, maps and guides. To better promote their country's attractions, agencies should provide a complete picture including local culture, festivals, monuments, and regional products like wine and cheese.
The document discusses a business plan for a global fusion cuisine restaurant project in Mauritius. The objectives are to generate over $2 million in sales in the first year, break even at $3,716 per day, and achieve a 25% net profit in the second year. The project will be located in Bagatelle Mall, Mauritius' leading shopping destination, to target customers ages 19-59. Financial projections estimate breakeven at $3,798 in daily revenue. In the first year, the project is expected to generate a net profit of $46,995.78 and pay $28,220 in annual corporate taxes.
GCF - Présentation Media, Culture & Entertainment - 1222_.pdfHlnePEYRUSQUE
- Preparation of documents
- Administrative tasks
- Organization of meetings
Senior Advisor:
- 20+ years experience in M&A advisory
- Expertise in Media & Entertainment sector
- International network of investors & companies
- Management of transactions from A to Z
Servais
Advisor:
- 10+ years experience in M&A advisory
- Expertise in Technology & Digital sectors
- International deals experience
- Financial modeling & business plans
Maxime
Advisor:
- 5+ years experience in M&A advisory
- Expertise in Luxury & Consumer sectors
- International network in Asia
- Financial due diligences
Marine
Ecotourism and Sustainable Tourism Conference (ESTC) (http://www.ecotourismconference.org) Presentation by Kara Mitchell, President, The Ontario Ecotourism Society, presented September 2011. Session: 2.3 Financing Sustainability Initiatives: Strategies for Tourism Businesses. Organized by The International Ecotourism Society (http://www.ecotourism.org), the ESTC is a unique tourism industry annual conference providing practical solutions to advance sustainability goals for the tourism industry.
The hospitality industry is ever-growing and more competitive. Read more to know hospitality trends and how it is going to change in the coming year 2020.
The document summarizes the goals and plans of the DCBA Product Development group for 2015-2016. Key points include:
1. They will hold an Industry Day event on April 9th to promote tourism product development.
2. Their goals are to promote tourism as an economic driver on Cape Breton Island, facilitate communication within industry clubs, develop an inventory of market-ready tourism products and experiences, and continue building the local culinary offering.
3. Plans include expanding the "Locals Know" tourism awareness campaign, developing Cape Breton's cruise ship port offering, building Acadian tourism product, and creating a calendar of tourism products and initiatives.
The document announces a short story writing contest for students at IES Moraima to celebrate the fall 2022 season. Students are tasked with writing a 300-500 word story describing an original terrifying character they created and its life story, including a drawing of the character. The top 1-2 stories as judged by teachers will receive an extra 0.5-1 point added to their first term English grade. Submissions are due by October 31st, 2022 and winners will be announced on November 15th.
C.F.G.M. Ellectromecánica de Vehículos AutomóvilesCarmen Ortiz
Este documento describe el ciclo formativo de grado medio en electromecánica de vehículos automóviles. El ciclo dura 2 años con contenidos sobre mecanizado, motores, sistemas de transmisión, electricidad y electrónica de vehículos. Los alumnos aprenden a reparar y mantener los sistemas mecánicos y eléctricos de los automóviles. El ciclo prepara a los estudiantes para trabajar como mecánicos o electricistas de automóviles.
This document provides a marketing plan for an event called "Independents' Day" hosted by the Audubon Park Garden District organization. The one-day event aims to increase local business spending, event attendance, and tourism visibility. It will include timed activities like races, scavenger hunts, and cooking competitions as well as ongoing activities, business workshops, sponsor activations, vendors, and live entertainment. Volunteer staff will coordinate and support the various event elements to create a successful community celebration that meets its goals.
The students want to create a business called "House of Flavors" in Bollene, France to attract more tourists to the area. The business will collaborate with local producers to sell regional products like chocolate, cheese, olive oil, wine, soap and nougats. It will be located near the highway exit and employ 4-5 people. The goal is to promote tourism in Bollene and diversify the local economy. They estimate start-up costs of around 95,000 euros and will take out a bank loan to fund the project.
This marketing plan summary provides an overview of 32 Degrees, a proposed gelato and bakery shop. Key points include:
- 32 Degrees will offer homemade gelato, baked goods, and booking services for events from its location in uptown Minneapolis.
- The plan analyzes industry trends showing growth in specialty eateries and ice cream shops. It also compares 32 Degrees' products and services to its main competitor.
- Management will consist of a manager with a degree in management and an assistant manager. The plan projects first year sales of $35,000 based on the defined market area.
The document proposes the creation of an "Enogastronomic Product Club" to relaunch tourism in Lombardy, Italy. The product club would link actors in the region's enogastronomic heritage to create culinary tourism experiences. It outlines the organizational structure, public and private members, requirements for membership, financial structure, and performance evaluation methods. The product club would offer enogastronomic itineraries, workshops, and attractions tailored to different tourist target markets.
GCF - Our added value in F&B sector 0923 .pdfHannahDerenbach
The document discusses trends in the food and beverage sector including:
- The market size is projected to grow from $8.6 trillion in 2023 to nearly $12 trillion by 2030.
- Plant-based alternatives are growing at 13% annually and expected to reach $20 billion by 2030.
- Digital technologies like e-commerce, social media, and AI are playing larger roles in the industry.
- Food delivery has grown significantly during the pandemic and is projected to be a $124 billion market by 2027.
It also outlines M&A trends in the sector such as larger companies commanding higher valuation multiples than mid-sized companies. Recent transactions are presented along with the company profiles and transaction
GCF - Our added value in F&B sector 0923 .pdfsunclarisse
The document discusses market and M&A trends in the food and beverage sector. It covers growing areas like plant-based alternatives and food delivery. The global F&B market is projected to reach nearly $12 trillion by 2030. Digital technologies are also transforming the industry through e-commerce, social media, and AI. Recent M&A deals in food and beverage have valuation multiples between 3.7x to 9x revenue. The firm, GEREJE Corporate Finance, provides M&A advisory with a focus on the food and beverage industry, bringing expertise in deal structuring, fundraising, and access to strategic buyers and investors.
Lecture for the Subject Tourism Marketing for the College of International Travel and Hospitality Management of the Lyceum of the Philippines Cavite for the Second Semester of Academic Year 2015-2016.
2. GCF - Our added value in F&B sector - 0823 .pdfHannahDerenbach
The document discusses market trends, M&A trends, and GEREJE's expertise in the food and beverage sector. Regarding market trends, it notes that the plant-based alternatives market is growing rapidly and alternative proteins are raising large amounts in funding. M&A transactions show median multiples of 5-9x EBITDA depending on factors like company size and profitability. GEREJE has extensive experience and networks in the F&B industry globally and can assist clients through their full M&A process from target identification to due diligence and negotiations.
This document provides a marketing plan for Camping Salisteanca in Transylvania, Romania. It begins with an external analysis of tourism trends in Europe, noting that western Europe is more popular than the north or east. An internal analysis of Camping Salisteanca is then presented, followed by a segmentation, targeting, positioning and marketing mix analysis. The marketing plan focuses on attracting tourists from Germany, Netherlands, and Belgium through targeted products and advertising. It emphasizes the campground's proximity to attractions and its accessibility and services.
2015 Business of Farming Conference: Welcoming Visitors to Your Farmasapconnections
What are the benefits and opportunities for opening your farm to the public? What safety and liability issues must you consider? This session will explore the questions to consider when determining if agritourism is right for your farm and what resources and tools are available.
Annie Baggett of North Carolina Department of Agriculture & Consumer Services
GCF - Présentation Media, Culture & Entertainment - 1022.pdfLucas518833
This document provides an overview of market and M&A trends in the media, culture, and entertainment sector. It discusses the strong growth of the global market after recovering from declines in 2020. Popular investment trends include digital advertising, OTT videos, and unequal internet access. Recent M&A transactions are presented for media companies. The document outlines the methodology and expertise of GEREJE Corporate Finance in advising clients in this sector, including their international presence and access to investors.
DMR Tourism: 2014 Industry Roadshow presenationdmrrtb
The DMR Tourism Industry Roadshow provided an overview of the Daylesford & Macedon Ranges Regional Tourism Board and the tourism industry in the region. Key points included that the DMR RTB is responsible for tourism in the region and aims to increase visitation and spending. Statistics showed little growth in regional tourism. The presentation outlined plans to develop new products and experiences to attract more domestic and international visitors to the region.
I am the tourism ambassador of my countryMaria Paredes
The document discusses tourism in Guimarães, Portugal and strategies for promoting tourism. It notes that currently many tourists only visit Guimarães briefly before staying elsewhere, and the municipality could better promote local commerce and activities to encourage longer stays. The pandemic has changed tourism trends, with many Portuguese tourists now visiting the south of Portugal. Travel agencies promote tourism through their websites, Instagram, maps and guides. To better promote their country's attractions, agencies should provide a complete picture including local culture, festivals, monuments, and regional products like wine and cheese.
The document discusses a business plan for a global fusion cuisine restaurant project in Mauritius. The objectives are to generate over $2 million in sales in the first year, break even at $3,716 per day, and achieve a 25% net profit in the second year. The project will be located in Bagatelle Mall, Mauritius' leading shopping destination, to target customers ages 19-59. Financial projections estimate breakeven at $3,798 in daily revenue. In the first year, the project is expected to generate a net profit of $46,995.78 and pay $28,220 in annual corporate taxes.
GCF - Présentation Media, Culture & Entertainment - 1222_.pdfHlnePEYRUSQUE
- Preparation of documents
- Administrative tasks
- Organization of meetings
Senior Advisor:
- 20+ years experience in M&A advisory
- Expertise in Media & Entertainment sector
- International network of investors & companies
- Management of transactions from A to Z
Servais
Advisor:
- 10+ years experience in M&A advisory
- Expertise in Technology & Digital sectors
- International deals experience
- Financial modeling & business plans
Maxime
Advisor:
- 5+ years experience in M&A advisory
- Expertise in Luxury & Consumer sectors
- International network in Asia
- Financial due diligences
Marine
Ecotourism and Sustainable Tourism Conference (ESTC) (http://www.ecotourismconference.org) Presentation by Kara Mitchell, President, The Ontario Ecotourism Society, presented September 2011. Session: 2.3 Financing Sustainability Initiatives: Strategies for Tourism Businesses. Organized by The International Ecotourism Society (http://www.ecotourism.org), the ESTC is a unique tourism industry annual conference providing practical solutions to advance sustainability goals for the tourism industry.
The hospitality industry is ever-growing and more competitive. Read more to know hospitality trends and how it is going to change in the coming year 2020.
The document summarizes the goals and plans of the DCBA Product Development group for 2015-2016. Key points include:
1. They will hold an Industry Day event on April 9th to promote tourism product development.
2. Their goals are to promote tourism as an economic driver on Cape Breton Island, facilitate communication within industry clubs, develop an inventory of market-ready tourism products and experiences, and continue building the local culinary offering.
3. Plans include expanding the "Locals Know" tourism awareness campaign, developing Cape Breton's cruise ship port offering, building Acadian tourism product, and creating a calendar of tourism products and initiatives.
The document announces a short story writing contest for students at IES Moraima to celebrate the fall 2022 season. Students are tasked with writing a 300-500 word story describing an original terrifying character they created and its life story, including a drawing of the character. The top 1-2 stories as judged by teachers will receive an extra 0.5-1 point added to their first term English grade. Submissions are due by October 31st, 2022 and winners will be announced on November 15th.
C.F.G.M. Ellectromecánica de Vehículos AutomóvilesCarmen Ortiz
Este documento describe el ciclo formativo de grado medio en electromecánica de vehículos automóviles. El ciclo dura 2 años con contenidos sobre mecanizado, motores, sistemas de transmisión, electricidad y electrónica de vehículos. Los alumnos aprenden a reparar y mantener los sistemas mecánicos y eléctricos de los automóviles. El ciclo prepara a los estudiantes para trabajar como mecánicos o electricistas de automóviles.
El documento habla sobre el Día Internacional de la Niña y la Mujer en la Ciencia celebrado el 11 de febrero. Los alumnos de 1o de ESO del instituto han realizado trabajos sobre mujeres científicas que, a pesar de la situación social, han contribuido al desarrollo de la ciencia.
Conditionals are sentences that express conditions and their results. The zero conditional describes general truths, the first conditional describes real future possibilities, and the second and third conditionals describe unreal or imaginary situations using different verb tenses. Specifically, the second conditional talks about imagined present situations using past tense verbs, while the third conditional talks about imagined past situations using past perfect verbs.
La Unión Europea ha anunciado nuevas sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen prohibiciones de viaje y congelamiento de activos para más funcionarios rusos, así como restricciones a las importaciones de productos rusos de acero y tecnología. Los líderes de la UE esperan que estas medidas adicionales aumenten la presión sobre Rusia para poner fin a su guerra contra Ucrania.
Este documento contiene una entrevista a Rafael Rodríguez, autor de la novela "El jardín del Triunfo". En la entrevista, Rodríguez explica que escribió la novela para dar a conocer su pasión por la escritura y superar su propia cobardía de no compartir sus "desvaríos" literarios del pasado. La novela toma la forma de una crónica universitaria que sigue a los personajes mientras aprenden, son engañados y tienen revelaciones durante su vida universitaria en Granada.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides a vocabulary review and extension exercise with 9 short exercises on pages 48 and 49 intended to review and expand upon vocabulary. The exercises are not described but simply listed as Exercise 2 through Exercise 9, suggesting brief vocabulary practice questions or activities.
Final evaluation report by spanish teachersCarmen Ortiz
This project evaluation report summarizes a collaboration between schools in different countries to develop innovative learning units using geocaching. Teachers created geocaching trails related to topics like tourism, art, food, sports, and science to motivate students and help them develop skills like teamwork, problem solving, and presentation skills. Students provided feedback that geocaching improved their language, technology and teamwork skills. The cultural exchanges during mobility activities were especially impactful, giving students an unforgettable experience meeting new people in other countries. While successful overall, the report notes that future projects could improve coordination for cache creation and use smaller groups for geocaching activities.
Our recent customer satisfaction survey yielded very positive results. Over 90% of respondents rated their experience with our products and services as good or excellent. Most customers commented that they appreciated our friendly and knowledgeable support staff as well as the high quality of our offerings.
- The document outlines the timeline and activities of an Erasmus+ project at IES MORAIMA school in Spain from June 2016 to March 2017.
- In September 2016, the school was selected for an Erasmus+ project on geocaching. A coordinator and assistant coordinators were appointed.
- Over the next months, teacher and student Erasmus teams were formed. Activities included creating videos, a blog, and designing a logo.
- The first transnational meeting was held in November 2016 in Portugal. Subsequent meetings included planning blended mobility activities.
Ventorros and zagra tasty cache, an Erasmus + ProjectCarmen Ortiz
Un grupo de personas salió a buscar geocaches en los bosques de Ventorros de San José, encontrando varias cajas ocultas que contenían pequeños objetos y notas de otros buscadores. Al regresar a casa, prepararon una comida utilizando algunos de los alimentos que habían encontrado en las cajas, disfrutando de compartir historias de sus hallazgos del día.
El club de geocaching "MORAIMA" ha planeado varias actividades para el curso 2018-19, incluyendo publicar anuncios sobre el club, crear un club formal con carnets de socio, presentaciones sobre geocaching, buscar caches dentro de la escuela y en la ciudad de Loja, crear nuevos caches, mantener los creados previamente y realizar un viaje de geocaching al final del curso.
This document provides information about an urban hiking trail and geocaching activity in Novara, Italy. It begins with a legend about the origins of the city involving a Frankish nobleman, his wife, and her lover. It then describes the buildings that make up the Broletto complex in Novara, including the Palazzo dell'Arengo, Palazzo Paratici, Palazzo della Podestà, and Palazzo dei Referendari. The document outlines a treasure hunt involving scanning QR codes located around the Botanical Garden to learn about plants used for food. It provides clues to find each QR code and questions to answer about the plants discussed.
Here you have some example of the caches we have created in these two year working in the Erasmus project: Geocachign in and out of the classroom - Minds on the Move.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
This document provides an itinerary to search for caches in Granada, Spain. It begins at the Granada Cathedral, then describes the nearby Royal Chapel with the tombs of Queen Isabella I of Castile and King Ferdinand II of Aragon. Next it discusses Plaza Nueva and the Renaissance palace that houses the royal court. It continues to a fountain and then the Triumphal Arch before entering the Alhambra forest and reaching the Palatial City of the Nasrid Kingdom, including descriptions of the Gate of Justice and the contrasts between the Palace of Charles V and the earlier Islamic architecture.
This document outlines evaluation criteria for student compositions in four categories: grammar, vocabulary, cohesion, and cohesion. Each category is scored on a scale from excellent to not enough. Grammar is evaluated based on correctness and complexity of structures. Vocabulary is assessed for precision and avoidance of colloquial terms. Cohesion and cohesion examine how well sentences are connected and if the three core parts of an essay are identifiable. Scores are assigned as excellent, good, ok, or not enough to provide qualitative feedback to students.
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2. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 2 di 12
1 Business Plan Summary
Your business summary should be no longer than a page and should focus on why your business is
going to be successful. Your answers below should briefly summarise your more detailed answers
provided throughout the body of this plan.
Our business idea is to open an agritourism in Franciacorta, in the town of Capriolo, with
accommodation, catering and recreational and cultural activities. Our agritourism will be completely
different from the others in the area because it aims at young customers, mainly students, with sports
and recreational activities and sightseeings just for them. Our peculiarity will be low prices and the
many services offered, but also the location : an area famous for its scenic and natural beauties.
3. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 3 di 12
2 The Business
Outline your business structure in an organisation chart.
2.1 Description
Business name: The green Vineyard
Business structure: limited company
Business location: Franciacorta, town of Capriolo
Licences & permits: in compliance with law 96 of 20/02/2006 and Regional Law 31 of
05/12/2008
Products/services: accommodation and food on a farm, sports, recreational, cultural
services, direct sale of farm products, cooking classes using typical local
food and products from the farm
Business owner(s): the company is formed by the young owner of the farm and 4 partners
(younger than 30)
Required staff: in addition to the five partners involved in agricultural farming, the
management and administration, we need other workers in charge of
cooking, cleaning, sports and recreational activities, some workers are
permanent, some seasonal ones. Interns coming from schools in the
area will be employed.
2.2 Organisation chart
Administration &
Marketing
[Partner #1]
Agricultural Activity
(viticulture, fruit and vegetable
growing, farming)
[Partner #2]
4 seasonal workers
Accomodation
(guests and booking)
[Partner #3]
2 cleaners, 1 maintenance
man
Sports activities
events
[Partner #4]
seasonal workers (life guard,
swimming instructor)
Catering
[Partner #5]
2 cooks, 2 waiters
4. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 4 di 12
2.3 Plant & equipment
List your current plant and equipment purchases. These can include vehicles, computer equipment,
phones, software, etc.
- Reception and common area furniture, electronic equipment
- Dining room furniture and dining set
- Kitchen furniture and cooking tools
- Bedroom furniture, bed linen and bathrobe
- TV sets and wi-fi
- Outdoor furniture
- Sports relax and recreational fitting
5. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 5 di 12
3 The Market
3.1 Market research
We have carried out a market research to evaluate the possibilities of success of our business idea,
taking information from web sites, such as “Camera di Commercio di Brescia”, tourism authority of
Franciacorta and sites of accommodation structures already present in the area.
The research has developed the following points:
1) analysis of tourist flows (trend, origin, motivation);
2) competitor analysis;
3) analysis of tourist local attractions.
3.1.1 Analysis of tourist flows
In the last 10 years there has been a constant growth of arrivals, while the stay trend hasn't been
constant with a substantial growth in the last two years. Italian tourists (50.6% of the total) come
mainly from Lombardia or, in general, from centre and northern Italian regions. Foreigners (49.4%)
come mainly from Germany (39.5%), The Netherlands (16.3%), France (9.3%), Switzerland and
United Kingdom (7%) and, in lower percentages, The United States, Austria, Belgium and Ireland.
Tourists coming from The Netherlands represent the highest percentage.
Tourists choose the area for the following reasons:
- natural beauties;
- wine and food;
- possibility to reach the area easily thanks to the proximity of important connection roads and
airports.
3.1.2 Competitor analysis
The number of businesses has grown steadily over the last few years, whereas sleeping
accommodation has settled since 2007.
At present in the area there are 25 agritourisms and other 102 facilities which include : 23 B&B, 28
hotels, 18 campsites, 3 +20 inns and lodges.
Agritourisms are small (from 5 to 8 rooms) and they offer facilities, like educational courses on wine
or oil and guided tours of the most renowned cellars.
3.1.3 Analysis of tourist local attractions
There are several tourist attractions in our area:
- Events and festivals related to wine production, visits to famous cellars with tastes of wines
and sparkling wines "spumante" like: "Di Cantina in Cantina", "Festival della Franciacorta in
Cantina";
6. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 6 di 12
- "La Strada del Franciacorta": 80 km among hills and vineyards with loops suitable for walking,
cycling, horse riding;
- close to Lake Iseo where you can go sailing, surfing, water skiing, fishing and diving;
- 27 holes green , riding stables;
- Spa, Wellness centres.
3.1.4 Conclusions
The steady increase in demand and the tourist attractions of the area are positive factors.
On the contrary there is a strong competition due to the particular tourist vocation of the area.
The new agritourism will be successful if it can differ from the others offering specific services to a
particular category of consumers (young people–students).
It should exploit economies of scale resulting from its bigger size and run the business efficiently
charging lower prices.
3.2 Target market
Our business addresses to a market segment represented by young people, both Italians and
foreigners, for individual or group journeys ,for school trips and for people who likes hiking.
Our customers prefer comfort and simplicity to luxury because they have small budget.
In addition to a normal hotel service, they look for extra leisure activities for example sports,
excursion, entrainment.
3.3 Target Customer
Define who your target customers are and how they behave. You can include age, gender, social
status, education and attitudes.
Our potential customers love travelling, visiting new places, they appreciate our natural beauties, they
care for environmental issues and like healthy cooking.
They are young, they attend high-school or university, they are educated and love sports.
They also want to have fun, relax and meet people from other countries.
3.4 Market targets
Outline your planned sales targets. What quantity of your products/services do you plan to sell in a
planned time? Are they monthly or yearly targets?
The activity concentrates from March to October and at Christmas time, with peaks in July and August.
Its capacity is of 40 beds, with an average occupation of 60% for 8 months (30 days) a year, the
7. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 7 di 12
average price of 20€ per day, we expect 115.200€ revenues in the first 3 years.
We think to serve about 10.000 meals at the average price of 20€, for a total of 200.000€.
From extra activities (extra recreational and sporting services) we expect annual revenues of about
30.000€
We expect total annual revenues of 345.200€.
3.5 S.W.O.T. analysis
List each of your businesses strengths, weaknesses, opportunities or threats in the table below and
then outline how you plan to address each of the weaknesses/threats.
Strengths Weaknesses
- Tourist attractions (landscape, proximity
to Lake Iseo and Art cities)
- Quiet location and natural setting
- reasonable prices
- possibility of recreational and sporting
services
- proximity to connection roads
- attention to quality food and use of local
products
- Strong competition
- The structure is new and needs to be known
on the market
- Seasonality of the activity, concentrated in
the summer period
Opportunities Threats
- Growth of tourist flows with Expo 2015
- Events organised in the area that attract
customers (gastronomic events)
- Bike Paths
- Economic crisis
- Climate conditions (usually favourable, but
sometimes unpredictable)
3.6 Competitors
How do you rate against your competitors? How can your business improve on what they offer?
Our agritourism is competitive for its low prices, the running costs are favourable thanks to eco-saving
(the building will be modernized according to eco standards), low staff cost (presence of interns ,
trainers), use of raw material from farm to table, and self-management of some services as it often
happens in youth hostels, even if the quality standard is higher.
3.7 Advertising & promotional strategy
What strategies do you have for promoting and advertising your products/services in the next 12
months?
According to our target young people (Italians and foreigners), we intend to build a website, a
8. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 8 di 12
Facebook page and to be part of social networks.
The advertising investment will be directed to:
- Facebook ads targeted at young people.
- Subscriptions in the major online booking sites (Airbnb, booking, etc.).
- participation in fairs
- Sending literature to schools and travel agencies to advertise the possibility of school trips
with us.
- before opening at local level a launching campaign with posters and flyers and an evening
event for young people in the area (advertised on the web through YouTube channel) will be
organised
- Regular evening events during the summer
The restaurant (also addressed to local customers) will be advertised with leaflets, posters , special
offers on Groupon, themed events.
3.8 Sales & marketing objectives
Who makes up your sales team? What sales techniques will they use? What sales goals/targets will
they meet?
We will be selling mainly online. The goals we want to achieve is a constant increase in turnover of
10% per year for the first 3 years.
The partner in charge of bookings is also responsible of managing orders.
9. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 9 di 12
4 The Future
4.1 Vision statement
The vision statement briefly outlines your future plan for the business. It should state clearly what
your overall goals for the business are.
We think that our company in the future will become a landmark for holidays in our area, attracting
more and more tourists from all over the world. We think we can help raise awareness in international
young tourists of the beauty of our landscape and the culinary culture of Franciacorta.
We believe in the respect of the environment and healthy diet.
4.2 Mission statement
What is your business' mission statement? I.e. how will you achieve your vision?
Our goal is to offer fun and entertainment at reasonable prices in a charming landscape.
4.3 Goals/objectives
What are your short & long term goals? What activities will you undertake to meet them?
Our short-term goal is to achieve balance between revenues and expenses, in the medium term to
constantly increase revenue and in the long term reinvest profits to upgrade equipment and be the
first on the market to introduce the latest innovations. We will keep pace with the needs of our
customers to provide the services they wish , maintaining however our goal to moderate prices
10. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 10 di 12
5 The Finances
5.1 Start-up costs
Explain how much will you spend to start your business: e.g. permits and registrations, taxes, costs
for the market research, for business consultants, etc.
About 3.000 €, due to costs for business consultants, registration and taxes. The market research is
costless because the information are found in the Internet and at the tourist offices.
5.2 Equipment and plant costs
Explain which durable inputs you will need and how much you are going to spend.
Fixed Assets
Purchase price
[€]
Depreciation per year
[€]
Furniture for the reception, the
bedrooms, the dining room
100.000 12.000
Kitchen and dining room equipment, bed
and table linen, tableware
100.000 15.000
Personal computers, tv, electronic
equipment
5.000 1.000
5.3 Financial needs
The total amount of money you need to start up your business.
About 205.000 € for the fixed assets and 45.000 € for current assets (cash for the first expenses, such
as goods, labour wages, etc.)
5.4 Funding
Where and how will you obtain these funds?
The five partner will provide 125.000 € as equity, while other 125.000 € will be obtained by European
Union grants and benefits for young entrepreneurs.
Since other fixed assets are needed, they can be financed by leasing:
- Additional furniture: 50.000 €
- Sports and leisure equipment: 40.000 €
11. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 11 di 12
- Computers: 10.000 €
The annual leasing cost is estimated in 36.000 €.
5.5 Profit and loss forecast
Profit and loss 2015 2016 2017
Sales revenues 300.000 335.000 345.000
Variable costs 60.000 67.000 69.000
GROSS PROFIT 240.000 268.000 276.000
FIXED COSTS
Rent 24.000 24.000 24.000
Leasing 36.000 36.000 36.000
Labour 120.000 120.000 120.000
Utilities 20.000 20.000 20.000
Phone 3.000 3.000 3.000
Insurance 4.000 4.000 4.000
Advertising 10.000 7.000 7.000
Accounting 1.500 1.500 1.500
Interest and bank charges 6.000 6.000 6.000
Other costs 500 500 500
Depreciations 28.000 28.000 28.000
Start-up costs 3.000 - -
TOTAL FIXED COSTS 256.000 250.000 250.000
TAXES - 3.000 4.000
NET PROFIT -16.000 15.000 22.000
We expect a net profit from the second year on, so we think our business can be profitable. Thanks to
further advertising we think we can constantly raise our sales and our profit in the future years.
12. The green Vineyard Business Plan
ITC ABBA BALLINI Pag. 12 di 12
6 SUMMARY
1 BUSINESS PLAN SUMMARY ................................................................................................................................................2
2 THE BUSINESS.........................................................................................................................................................................3
2.1 DESCRIPTION .......................................................................................................................................................................................................................3
2.2 ORGANISATION CHART .......................................................................................................................................................................................................3
2.3 PLANT & EQUIPMENT.........................................................................................................................................................................................................4
3 THE MARKET...........................................................................................................................................................................5
3.1 MARKET RESEARCH ............................................................................................................................................................................................................5
3.1.1 Analysis of tourist flows............................................................................................................................................................................................................................5
3.1.2 Competitor analysis....................................................................................................................................................................................................................................5
3.1.3 Analysis of tourist local attractions....................................................................................................................................................................................................5
3.1.4 Conclusions.....................................................................................................................................................................................................................................................6
3.2 TARGET MARKET.................................................................................................................................................................................................................6
3.3 TARGET CUSTOMER ............................................................................................................................................................................................................6
3.4 MARKET TARGETS...............................................................................................................................................................................................................6
3.5 S.W.O.T. ANALYSIS ............................................................................................................................................................................................................7
3.6 COMPETITORS......................................................................................................................................................................................................................7
3.7 ADVERTISING & PROMOTIONAL STRATEGY.....................................................................................................................................................................7
3.8 SALES & MARKETING OBJECTIVES.....................................................................................................................................................................................8
4 THE FUTURE............................................................................................................................................................................9
4.1 VISION STATEMENT.............................................................................................................................................................................................................9
4.2 MISSION STATEMENT..........................................................................................................................................................................................................9
4.3 GOALS/OBJECTIVES ............................................................................................................................................................................................................9
5 THE FINANCES...................................................................................................................................................................... 10
5.1 START-UP COSTS...............................................................................................................................................................................................................10
5.2 EQUIPMENT AND PLANT COSTS ......................................................................................................................................................................................10
5.3 FINANCIAL NEEDS ............................................................................................................................................................................................................10
5.4 FUNDING............................................................................................................................................................................................................................10
5.5 PROFIT AND LOSS FORECAST ..........................................................................................................................................................................................11
6 SUMMARY.............................................................................................................................................................................. 12