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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO (The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort  through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan. )   Note #1: This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan for a start-up company in the non-alcoholic beverage industry. The goal of my business plan is twofold: 1. To help identify and outline all the issues I will need to address in starting this company. 2. To present to funders to help raise money to finance this company. NAB Background: Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary inheritance. However, since he so enjoyed her home-made NAB, he also left her equipment to start a small NAB business. Melinda and I have been close, trusted friends for years. She found out that I just earned my MBA from Strayer University, and she asked me to help her get her NAB business up and running. I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of the company for at least the next five years. NAB Today: Parameters for New Company Here are the parameters in which I must work.  The business is a start-up: We are not yet in operation. We already have a “recipe” for a beverage, but we are not yet making sales at any significant level.  Product: the only barrier is that it must be a non-alcoholic beverage (NAB). It is up to me to decide upon what type of non-alcoholic beverage I intend to make and market. It can be sold in individual sizes or wholesale.  Market size. I will start marketing and selling the NAB in my geographical area within a 100 mile radius from my home address.  Business size. I can grow the NAB business to any size in excess of one million dollars in revenue by year two. In other words, this cannot be intended to be a one- or two-person micro-business.  I intend to raise money. I will be looking for funding, and I have already started with friends and family money. But at some point I will need funds from outside investors, either angels or venture capitalists, depending on how much I project I need to raise or receive from a group of individual investors on kickstarter.  I intend to have employees and develop my own organizational hierarchy. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO  I do not need to raise money for my personal financial support for the first six months. In other words, I do not need to take a salary/draw for myself for six months of projections. I am assuming I can live off.

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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO (The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort through to conduct a SWOT Analysis and to apply to appropriat e sections of the NAB Business Plan. ) Note #1: This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan for a start-up company in the non-alcoholic beverage industry. The goal of my business plan is twofold: 1. To help identify and outline all the issues I will need to address in starting this company. 2. To present to funders to help raise money to finance this company. NAB Background: Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary
inheritance. However, since he so enjoyed her home-made NAB, he also left her equipment to start a small NAB business. Melinda and I have been close, trusted friends for years. She found out that I just earned my MBA from Strayer University, and she asked me to help her get her NAB business up and running. I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of the company for at least the next five years. NAB Today: Parameters for New Company Here are the parameters in which I must work. -up: We are not yet in operation. We already have a “recipe” for a beverage, but we are not yet making sales at any significant level. barrier is that it must be a non-alcoholic beverage (NAB). It is up to me to decide upon what type of non-alcoholic beverage I intend to make and market. It can be sold in individual sizes or wholesale. g the NAB in my geographical area within a 100 mile radius from my home address. excess of one million dollars in revenue by year two. In other words, this cannot be intended to be a one- or two-person micro-business.
have already started with friends and family money. But at some point I will need funds from outside investors, either angels or venture capitalists, depending on how much I project I need to raise or receive from a group of individual investors on kickstarter. organizational hierarchy. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO ey for my personal financial support for the first six months. In other words, I do not need to take a salary/draw for myself for six months of projections. I am assuming I can live off my personal savings. Note #2: included Some of Owned Eq Two (2) This Bev
machine, system, i It is suita advanced Two Bot See Auto Four Veh Three Co Graphic Leased E Labeling Printers - Inventor Glass Bo Metal cap Cardboar NAB-ing NON The NAB F . the items we quipment:
NAB Mixer verage Filling , imported fr t can be app able for norm d Filling mac tling machin o AccuSnap hicles (used omputers (Ap Software - $ Equipment: g machinery – - $550/month ry: ottles, 16 oz. ps: 24,000 - rd Cartons (h gredients: en N-ALCOHO Financial Wo e currently o rs (mixes up
g machine is rom Italy. Be plied to fill h mal temperat chine at pres nery (for filli Capper, belo panel vans) pple Macint $750 (value i – $450/mon h in current : 24,000 - $3 $300 (value holds 48 bot nough to mak OLIC BEVE orksheets wi own: p to 200 gallo s combined w
ecause it is e ot or cold fru ture filling o sent . ing and capp ow. – $10,000 e tosh) - $1,20 in current $) th in current $ 3,000 (value e in current $ ttles): 500 - ke 24,000 bo ERAGE CO ill have the v ons each) – $ with rinsing, equipped wit uit juice, tea r hot filling ping bottles)
ach (value in 00 each (valu t $ in current $ $) $500 (value ottles - $600 OMPANY PO value of this $28,500 each , filling and th constant t a and other b 16 oz. bottle ) - $9,600 ea n current $) ue in current $) e in current $ (value in cu ORTFOLIO
equipment a h (value in c capping 3 in temperature beverage into es. It is one o ach (value in t $) $) urrent $) O and inventor current $) n 1 monoblo controlling o 16 oz bottl of the most current $) ry oc les.
lip balm variety o Each mac belt optio The Auto automate SnapCap Dimensi Height: 9 Width: 2 Length: 3 Weight 800 lbs. ( Speed Up to 12 Cap Size Min: 10m Electrica 110 VAC Air Requ 120 PSI @ Current V NON caps, over c f other cap a chine is desi ons are avail o AccuCapp ed delivery d
p007 ons 94” (238 cm) 4” (61 cm)* 32” (91.4 cm (363 kg) 0 CPM** e: mm / Max: 6 al: C 20 Amp (2 uirements: @ 2 CFM Value: $9,60 N-ALCOHO aps, “top hat applications igned to acco lable to stabi er feature an device the Ac )* m)* 60mm 220 available
00.00 new OLIC BEVE t” seals, twis are all withi ommodate a ilize differen n Accutek ce ccutek Snap e) ERAGE CO st cap with r in the capabi a wide variety nt types of co entrifugal bo Capper can OMPANY PO ratcheted rip ilities of Acc ty of contain ontainers. owl or cap el n reach speed ORTFOLIO NOTES on
Auto AccuS Accutek Au are continuo machines th tedious wor pressing and caps. Accut prevent cos removing hu this process can also hel repetitious m and strains t force that ca manually pl Accutek Au systems are three differe Roller, and to offer solu variety of sn Milk jugs, d seal, bar top cutek Snap C ner types. A v levator orien ds up to 120 O n EQUIPME Snap Capper uto AccuCap ous motion
hat replace th rk of manual d/or placing tek Snap Cap tly spills by uman error f s. This mach lp prevent motion injur to your work an result wh lacing snap c uto AccuCap e available in ent styles, B Plunger in o utions to a nap cap type dropper inser p caps, and a Cappers. variety of gr ntator. With a CPM. ENT r. ppers he lly snap
ppers from hine ries k hen caps. ppers n elt, order es. rts, a ripper an NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Note #3 Personnel: Myself: I have collected $20,000 from friends and relatives who would like to either have their seed money returned by the end of this calendar year at no interest or by the end of the second
year of operation with 5% interest. Stephen Job: Part Time (20 hrs/week) Computer Expert/Assistant: $10/hr Melinda Cates: NAB Creator & Master Mixer (owns the patent on the NAB): has $40,000 inheritance Other colleagues with specific skills and talents: Ian Glass: retired PepsiCo plant production line foreman. Ian recently retired with 35 years of loyal PepsiCo service in every position from janitor to production line foreman, and he and his wife moved into your neighborhood. He is tickled that you have asked him to help develop a plan to get the NAB Company’s production line going. He said he can help organize and sit on the planning committee as a non-paid member until the NAB company can hire its own Production Line Foreman. He hinted that he retired from PepsiCo with an annual salary of $55,000, but he says that’s just the starting salary that large companies pay their foremen who are in an apprenticeship program. He doesn’t think the NAB Company will have to pay top dollar for someone who has the willingness to join the NAB company as a start up! Mary Cates, JD: Melinda’s sister who was a senior executive with the Federal Trade Commission from 2001-2012. She left the FTC after a significant 30 year career with the federal government in which she lead the research and support of numerous federal court findings
against companies that violated consumer deception and unfair practices laws. She would enjoy serving on the initial company planning group to make sure her sister’s recipe is successfully shared within the state! Note #4: Company A. In 20 Green bever http://ma B. Socia The carb volumes and incre ingredien Soft drin reduce th largest U Pepper S American NON Here are so y issues:
014, The Coc n Mountain, rages at hom arketrealist.c al pressures onated soft d in the past f eased health nts present in k makers are he calories in US soda comp Snapple Grou ns consume N-ALCOHO me interestin ca-Cola Com Inc. (GMCR me with the s om/2014/11 s forcing cha drinks (or C few years. M awareness a
n carbonated e facing seve n soft drinks panies—The up, Inc. (DPS by 20% ove OLIC BEVE ng articles I mpany (KO) R). The deal oon-to-be-re /strategic-de ange SD) category Mainly, this is among consu d drinks. ere pressure . In the Sept e Coca-Cola S)—pledged er the next de ERAGE CO pulled off th
announced a l will allow p eleased Keur eals-soft-drin y of the soft s due to chal umers about from civil s tember 2014 a Company ( d to reduce th ecade. To ac OMPANY PO he internet a a long-term people to enj rig Cold mac nk-industry/ t drink indus llenging con the side-effe society group Clinton Glo KO), PepsiC he number o chieve this ta
ORTFOLIO about other N partnership njoy ice-cold chine. / stry has witn nditions in de fects of sugar ps and gover obal Initiativ Co, Inc. (PEP of sugary drin arget, the thr O Non-Alcohol with Keurig d CocaCola nessed declin eveloped ma r and other rnments to ve, the three P), and the D nk calories t ree big playe
lic g ning arkets Dr that ers plan to ex consume The chan grow into Ready-to The non- annual gr from eme Euromon In the fir water rec categorie including product d This new increasin industry.
NON xpand low-c rs about hea nge in consum o the still bev o-drink bev -alcoholic, re rowth rate of erging econo nitor Internat st half of 20 corded strong es and are inv g Dr Pepper development w focus on he ng health con N-ALCOHO calorie produ althier alterna mer preferen verages, or t verages eady-to-drin f 5% betwee omies. Since
tional estima 14, ready-to g growth. Co vesting heav Snapple and t in these cat ealthier and n nsciousness w OLIC BEVE uct portfolios atives. nces has prov the non-carb nk (or NART en 2014 and e 2010, NAR ates this cate o-drink tea an oca-Cola and vily for furth d Monster Be tegories in a nutritious pr will be a key ERAGE CO s, introduce
vided a new bonated categ TD) market i 2017. A larg RTD retail va egory will gr nd coffee, sp d PepsiCo h her portfolio everage Cor n attempt to roducts base y growth driv OMPANY PO smaller port w opportunity gory of the r s projected t ge proportio alue has incr row by more ports and ene have a strong expansion. O
rporation (M cater to cha d on changin ver for the n ORTFOLIO tion containe y for CSD m ready-to-drin to grow at a on of this gro reased by $1 e than $200 b ergy drinks, g presence ac Other compa MNST) are al anging consu ng consumer non-alcoholic O ers, and educ manufacturers nk market. compounde
owth will com 135 billion an billion by 20 and bottled cross these anies so investing umer tastes. r preference c beverage cate s to d me nd 020. g in es and The Cons soft drink C. Why By Sharo
Falling d The non- falling, p carbonate demand h respectiv Key indi The per c 2013, fro and a slo One of th is weak c US and E NON sumer Staple k companies growth is sl on Bailey • N demand -alcoholic be primarily in d ed soft drink has declined vely.
icator—per capita CSD c om 701 8-oun wer rate of U he reasons fo consumer sp Europe. N-ALCOHO es Select Sec s. luggish in th Nov 20, 201 everage indu developed m k (or CSD) v d. Previously capita cons consumption nce servings US populatio or the contin ending, caus OLIC BEVE
ctor SPDR E he non-alcoh 4 12:09 pm ustry is facin markets. Beve volumes in th y, US CSD v sumption n in the US f s in 2012. Re on growth. nued decline sed by adver ERAGE CO ETF (XLP) p holic bevera EST ng challenges erage Digest he US, maki volumes decl fell to about educed cons
in soft drink rse macroeco OMPANY PO provides an a age industry s. Carbonate t indicates a ng it the nin lined by 1.2% 675 8-ounce umption refl k volumes ov onomic cond ORTFOLIO attractive av y ed beverage v 3% fall in 2 nth straight y % and 1% in e servings pe flects the dec
ver the past ditions, espe O venue to inve volumes are 2013 overall year in which n 2012 and 2 er person in clining volum few years ecially in the est in e h 2011, mes NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Note #5
Health concerns Another major reason is the shift in consumer preferences toward healthier products. Carbonated soft drink makers have faced severe criticism from health officials, governments, and communities alike for the ill-effects of high sugar content, artificial sweeteners, and other harmful ingredients in their products, including those in diet soda variants. Consumers are also more conscious of the health risks associated with soft drinks such as obesity and nutritional deficiencies, especially in youth. As a result, they’re opting for other beverages that are non- carbonated and have fewer calories. The World Health Organization suggests that sugar should account for only 5% of total energy intake per day. That’s around 25 grams of sugar per day for an adult of normal body mass index. Health officials feel that this percentage should be even lower for a better quality of life. A single soda can contains around 40 grams of sugar. The soda tax Mexico, which has the highest rates of obesity in the world, has imposed a 10% tax on sugary beverages to discourage the consumption of these drinks. There is a strong possibility that many other countries will introduce a soda tax to reduce sugar consumption through carbonated drinks. In the next part of this series, we’ll discuss how soft drink makers including The Coca-Cola Company (KO), PepsiCo, Inc. (PEP), Dr Pepper Snapple Group,
Inc. (DPS), and Monster Beverage Corporation (MNST) are sustaining business under such challenging conditions. Coca- Cola and PepsiCo are part of the Consumer Staples Select Sector SPDR ETF (XLP). D. Key indicators of the non-alcoholic beverage industry By Sharon Bailey • Nov 20, 2014 12:09 pm EST Factors influencing sector growth The non-alcoholic beverage industry falls under the consumer staples category (XLP), which is non-cyclical in nature compared to the consumer discretionary sector. In this part of the series, we’ll look at the factors that impact the growth of the non- alcoholic beverage industry. Consumption expenditure The Bureau of Economic Analysis (or BEA) releases the personal income and outlays monthly reports that indicate changes in individuals’ personal incomes, savings, and expenditures. US consumption spending accounts for over two-thirds of the country’s gross domestic product (or GDP). The US real personal consumption expenditure for non-durable goods measures consume basis.
Disposab Consump less perso Increase Conferen confiden as reflect Accordin in emerg expected A favora alcoholic ETFs) th (XLP) ha PepsiCo, (MNST). NON r spending o ble income a ption expend onal current in consumer nce Board an ce index, wh ted in consum ng to market
ing markets d to continue ble trend in c beverage in at invest in t as holdings i , Inc. (PEP), . N-ALCOHO on non-durab and consum diture depend taxes. Peopl r confidence nd the Unive hich indicate mer spendin -intelligence has surpasse doing so. consumer sp ndustry. It’s the consume in the major Dr. Pepper OLIC BEVE
ble goods, su mer confiden ds on dispos le tend to sp e also increas ersity of Mic es the degree ng and saving e firm Eurom ed that in de pending on n also good fo er staple sect soft drink co Snapple Gro ERAGE CO uch as food a nce sable income pend more w ses consump chigan each p e of optimism g activities. monitor Inter
eveloped mar non-durable or the perform tor. The Con ompanies lik oup, Inc. (DP OMPANY PO and beverag e, which is m with a rise in t ption expend provide mon m about the rnational, co rkets every y goods is a p rmance of ex nsumer Stapl ke The Coca PS), and Mo ORTFOLIO es, on an inf measured as p their disposa diture. In the
nthly reports state of the e onsumer-exp year since 20 positive indic xchange-trad les Select Se a-Cola Comp onster Bever O flation-adjus personal inc able income US, the on the cons economy penditure gro 000, and is cator for the ded funds (or ector SPDR E pany (KO), age Corpora sted come .
sumer owth non- r ETF ation E. Under By Sharo Industry Soft drin producer Bottling Compani finished p Another, make the and other beverage Also, bot fountain beverage Distribu The exten
produce o distribute Corporat Unilever Pricing p Coca-Co Carbonat soft drink NON rstanding th on Bailey • N y Partners ks constitute rs and bottler and distrib ies in the sof products, ma is by selling e final produ r ingredients es to distribu th bottling p retailers. Fo es for immed tion: Third
nsive reach o or distribute e certain bran tion (MNST) and Starbuc power la and Pepsi ted soft drink k companies N-ALCOHO he value cha Nov 20, 201 e a major par rs play a vita bution netwo ft drink indu ade at compa g beverage c uct by combin s. The bottler utors or direc artners and c ountain retail diate consum -party prod of The Coca third-party nds of Dr Pe
). PepsiCo se cks, respectiv iCo’s wide d ks have simi s extend low OLIC BEVE ain of the so 4 12:08 pm rt of the US al role in the ork ustry reach th any-owned b concentrates ning the con rs then pack ctly to retaile companies m lers include r mption. ducts a-Cola Comp brands. For epper Snapp ells Lipton a
vely. distribution n ilar prices du er prices und ERAGE CO oft drink ind EST food and be e value chain he end marke bottling facil and syrups t ncentrates wi kage the prod ers. manufacture restaurants a pany (KO) an instance, Co le Group, In and Starbuck network give ue to the inte der promotio OMPANY PO
dustry everage indu n of the soft d et in two wa lities, to dist to authorized ith still or ca duct in conta fountain syr and convenie and PepsiCo, oca-Cola is l nc. (DPS) an ks brands un es them sign ense compet onal offers. I ORTFOLIO ustry. Syrup o drink industr ays. One way tributors and d bottling pa arbonated wa
ainers and se rups and sell ence stores, , Inc. (PEP) licensed to p d Monster B nder partners nificant pricin tition in the i In recent tim O or concentra ry. y is by sellin d retailers. artners, who ater, sweeten ell these l them to which produ allows them produce and Beverage hips with
ng power. industry. Oft mes, such ate ng then ners, uce m to ften, promotio because t substitute The non- sector thr holdings F. A guid By Sharo Industry The non- contain c coffee an
bottled w sometime beverage Dominan The glob of $337.8 size of $1 NON onal offers ha they’re unde es such as te -alcoholic be rough the Co in Coca-Co de to the non on Bailey • N y overview -alcoholic be carbonated o nd tea. The s water, ready- es referred to e retail sales. nt carbonat
bal soft drink 8 billion in 2 189.1 billion N-ALCOHO ave been use er pressure d ea, energy dr everage indu onsumer Sta la and Pepsi n-alcoholic b Nov 20, 201 everage indu r non-carbon oft drink cat to-drink tea o as liquid re In this serie tes category k market is le 2013. In the n, and juice, OLIC BEVE ed to boost v due to rising rinks, and wa
ustry is part o aples Select S iCo. beverage ind 4 12:08 pm ustry broadly nated water, tegory domin and coffee, efreshment b es, we’ll focu y ed by carbon same year, C with a mark ERAGE CO volumes of th health conce ater. of the consum Sector SPDR dustry EST y includes so a sweetener nates the ind and sports a
beverages (o us on the sof nated soft dri CSDs were f ket size of $1 OMPANY PO he carbonate erns and com mer staples R ETF (XLP oft drinks and r, and a flavo dustry and in and energy d or LRBs). In ft drink or L inks (or CSD followed by 146.2 billion ORTFOLIO ed soft drink mpetition fro sector. You P), which has d hot drinks or, and hot d
ncludes carb drinks. Soft d the US, LR LRB market. Ds), which h bottled wate n. In a later p O ks. That’s om healthy can invest in s notable . Soft drinks drinks includ onates, juice drinks are RBs lead food had a market er, with a ma part of this se n this s de e,
d and t size arket eries, NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO we’ll discuss why CSDs have been losing popularity, and why sales of other beverages, including juices and ready-to-drink tea, are increasing. Major companies The non-alcoholic beverage market is a highly competitive industry that includes two behemoths —The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP). Collectively, these companies hold about 70% of the US CSD market. Dr Pepper Snapple Group, Inc. (DPS), Monster Beverage Corporation (MNST), and Cott Corporation (COT) are some other key players in the CSD market. Many international markets are also dominated by Coca-Cola and PepsiCo, but include other companies such as Groupe Danone, Nestle SA, and Suntory Holdings Limited. Non-alcoholic beverage manufacturers, like Coca-Cola and PepsiCo, are part of the consumer staple sector. You can invest in these companies through the
Consumer Staples Select Sector SPDR ETF (XLP). G. Statistics and facts on non-alcoholic beverages and soft drinks The non-alcoholic beverages industry encompasses liquid refreshment beverages (LRB) such as bottled water, carbonated soft drinks, energy drinks, fruit beverages, ready-to-drink coffee and tea, sports beverages and value-added water. This is a great site to find statistics: http://www.statista.com/topics/1662/non-alcoholic-beverages- and-soft-drinks-in-the-us/ H. NY Times Article, February 2015 BEVERAGES - NON-ALCOHOLIC TODAY 5 DAY 1 MONTH 1 YEAR MKT CAP +0.16% –0.37% +0.67% +20.48% 136.1B The Beverages - Non-Alcoholic industry group consists of companies engaged in manufacturing non-alcoholic beverages, such as water, fruit drinks, soft drinks, iced coffee and tea, as well as other flavored beverages. The Beverages - Non-Alcoholic industry excludes tea bags and instant coffee manufacturing, fruit juices and concentrates, classified in Food Processing. Beverages - Non-Alcoholic
Defined by Thomson Reuters Market cap. 1-day % change 1-month % change YTD % change Low High 52- week Page: 1 | 2 | Next » NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Defined by Thomson Reuters
Market cap. 1-day % change 1-month % change YTD % change Low High 52- week Coca-Cola Enterpri... CCE: NYSE 10.5B +0.54 +3.14 +1.11 Coca-Cola FEMSA, S... KOF: NYSE 6.0B +2.42 +1.91 +0.90 Dr Pepper Snapple ... DPS: NYSE 15.2B +0.77 +0.39 +9.96 Embotelladora Andi... AKO.B: NYSE 2.5B –0.97 +3.04 +1.82 Fomento Economico ... FMX: NYSE 31.0B +2.01 +2.06 +1.70
Monster Beverage C... MNST: NASDAQ 20.3B +0.11 +1.63 +11.92 PepsiCo, Inc. PEP: NYSE 146.8B +0.34 +0.54 +4.76 Sodastream Interna... SODA: NASDAQ 393.3M –0.37 –2.75 –6.91 The Coca-Cola Co KO: NYSE 183.8B –0.33 –3.09 –0.59 Coca-Cola Bottling... COKE: NASDAQ 947.9M +0.44 –1.70 +16.14 National Beverage ... FIZZ: NASDAQ 1.0B –1.53 –2.77 –0.53 Youngevity Interna... YGYI: OTHER OTC 94.5M +3.15 +1.00 +1.00 Alkaline Water Com... WTER: OTHER OTC 14.4M +23.33 +78.31 +50.00 Cott Corporation (... COT: NYSE 748.2M +1.14 +0.88 +16.13 DNA Brands, Inc. DNAX: OTHER OTC
24.0K 0.00 –50.00 0.00 Hangover Joe's Hol... HJOE: OTCBB 778.0K –21.67 +11.90 – 12.96 NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Defined by Thomson Reuters Market cap. 1-day % change 1-month % change YTD % change Low High 52- week
Jones Soda Co. ( U... JSDA: OTHER OTC 17.0M –0.36 +18.89 +18.86 Konared Corp KRED: OTHER OTC 8.0M +16.28 –6.54 –29.08 NOHO Inc DRNK: OTCBB 275.0K +13.60 –38.26 –71.60 Pulse Beverage Cor... PLSB: OTHER OTC 8.4M –7.99 –13.46 –46.63 Beverages - Non-Alcoholic Defined by Thomson Reuters Market cap. 1-day % change 1-month % change YTD % change Low High 52-week Puresafe Water Sys... PSWS: OTHER OTC 383.3K 0.00 0.00 0.00 Reed's, Inc. REED: AMEX 71.1M 0.00 +0.37 –7.95
Uplift Nutrition I... UPNT: OTCBB 555.7K 0.00 –50.00 +28.62 Crystal Rock Holdi... CRVP: AMEX 15.8M 0.00 +1.37 –2.95 Global Future City... FTCY: OTHER OTC 19.1M 0.00 +131.82 +100.00 MOJO Organics Inc MOJO: OTHER OTC 3.4M 0.00 –4.81 0.00 New Leaf Brands In... NLEF: OTHER OTC 505.6K 0.00 –16.67 +36.36 Note #5: I. Histor The non- has a dire support h Beverage the indus billion at commun The Ame non-alcoh
Carbonat ABA rep industrie regular a drinks, sp ABA pro maintain also serv voice in l refreshm technical J. In-depth advancem 1.) C Omega-3 By Jamie NON ry of Americ -alcoholic be ect economic hundreds of t e companies stry, provide t the federal ities across t erican Bever
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age industry. es, and renam dreds of bev , they bring drinks, bottl , energy drin tral forum in dition of spir n between the nd regulator e industry, th , legal and c research and ealth appeal ngredient fo OLIC BEVE e Associatio ustry plays an $141.22 bill more that dep mployees, an tax revenues contribute m ation (ABA) ABA was f
med the Nat verage produ to market hu led water and nks and ready n which mem rited compet e industry, g ry matters. A he American ommunicati developmen ls to all dem or brain heal ERAGE CO n n important ion, provide pend, in part, nd the firms s - more than more than $76 is the trade founded in 1
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peal k on NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Oceans Omega closely follows studies related to adolescents and brain health. For example, to determine the effects of algal DHA supplementation on reading and behavior in healthy school- aged children, researchers conducted the Docosahexaenoic Acid Oxford Learning and Behavior (DOLAB) Trial and reported that supplementation with 600 mg each day with algal DHA for 16 weeks improved reading and behavior in healthy school-aged children, aged 7 to 9 years old, with low reading scores. “We work on educating the end producer,” says Karen Todd, director of global brand marketing at New York City-based Kyowa Hakko U.S.A. Inc. The company’s Cognizin product features citicoline, which increases cellular synthesis and energy, she says. Ingredients such as Cognizin are associated with boosting brain energy, supporting mitochondrial health, and boosting levels of ATP, according to the company’s research. This ingredient also is associated with increased focus and concentration as well as memory storage and recall. “We do clinical studies on raw materials [with healthy subjects], and results of that help us
identify what levels are appropriate to make claims,” Todd says. “The producer and finished product company do their pre-market test, but they’re looking at the science behind it to support their claims from the start.” Kyowa Hakko is replicating clinical trials done with millennials, pre-menopausal women and baby boomers with more targeted groups including adolescents and athletes. Futureceuticals, Momence, Ill., also sees the value of clinical trials and is in the midst of several that involve its ingredients including CoffeeBerry coffee fruit, a line of powders and concentrates of the fruit of the coffee plant, including the bean. “We consider demographics when we’re choosing outcomes to focus on for our claims,” says Brad Evers, vice president of business development. “In the case of CoffeeBerry coffee fruit extract, we discovered that it has a unique capacity to increase serum levels of brain-derived neurotropic factor (BDNF), which is a key neuro-protein involved in cognition, mood and other key neuro-processes. We chose to focus on cognition and mood, given the enormous public interest in cognitive and mental health at all age levels. Baby boomers frequently cite cognitive health as their No. 1 concern, and younger people are motivated to take action now to help ensure a higher quality of life as they age.” Major research facilities around the globe are focusing on BDNF, and Futureceuticals has two studies that indicate that coffee fruit stimulates the body to
produce BDNF, which is something brewed coffee does not do, according to the company. “Our research on our coffee fruit products is at the forefront of new discoveries for cognitive health,” Evers says. “CoffeeBerry meets the demand for functional beverage ingredients that are natural and offer a value proposition.” NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Focus on claims Regulations as well as the flavor of the ingredients in their natural state can have an impact on beverages designed to improve memory and focus or reduce the impact of aging on the brain. “The biggest trend with cognitive ingredients is really attention given to caffeine and energy drinks by the Food and Drug Administration (FDA) and [the decision to] crack down on amounts,” Kyowa Hakko’s Todd says. “Cognizin is a non- stimulant without negative side effects. Energy drinks use Cognizin [as a replacement for caffeine], and many companies are looking to reformulate and include it at the efficacious dose.” But special treatment is required for cognitive ingredients to be beverage compatible, shelf stable, soluble and taste free. “Antioxidant beverages, focus beverages, and general brain-health and protein beverage ingredients are bitter, and [beverage- makers] have to figure out a way to
mask [them],” Nutegrity’s Phillips says. “Another big challenge is solubility, and we’re finding ways through agglomeration or other techniques to make them suspend in a liquid.” Oceans Omega is able to counteract the instability and protect them from oxidizing with new technologies, but aftertaste still is a challenge. “Polyunsaturated fatty acids have the propensity to oxidize quickly and develop very repugnant odor and taste offnotes,” Berl says. “Many [omega-3] products still have a fishy or marine aftertaste, and their manufacturing requires an increased complexity in processing and handling these sensitive ingredients in the production processes.” Certain nutrients also just don’t mix well, according to Russ Hazen, North American premix innovation manager for Fortitech Inc., Schenectady, N.Y. “Certain iron compounds can have unfavorable effects on product quality and consumer acceptance by increasing the oxidation of polyunsaturated fatty acids,” Hazen says. “On the other hand, inclusion of suitable amounts of antioxidants, like vitamin E, is important to protect polyunsaturated fatty acids from oxidation. In liquid beverages, adverse interactions between calcium and phosphorus can be tricky and can result in unsightly mineral precipitation products under certain conditions” When bitterness is a factor, masking agents can address this issue as well, according to Kyowa Hakko’s Todd. Futureceuticals, however, will provide its bitter
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Fair NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO The right flavor mix With all of the flavors that are out there, beverage-makers are not at a loss for options from which to choose. According to Beverage Industry’s survey, each respondent reported using on average 11.5 flavors in 2014. When selecting which flavors they wanted to utilize, survey- takers opted for more traditional options in 2014, with orange, vanilla, lemon, strawberry and peach rounding out the Top 5. This is slightly different from last year’s survey in which the top flavors were vanilla, lemon, strawberry, mango and peach. Orange’s usage jumped up eight percentage points this year to 49 percent, compared with last year’s 41 percent. Tied with orange at 49 percent, vanilla’s usage remains fairly consistent with last year’s survey, seeing an increase of one percentage point. Other flavors that also saw modest growth were lemon (up one percentage point), strawberry (up two percentage points), peach (up one percentage point) and chocolate (up four percentage points). Flavors from last year’s Top 10 that saw contractions in 2014 were mango (down three percentage points), raspberry (down eight percentage points), apple (down four percentage points) and fruit punch (down 17 percentage points).
Making up for some of these drop offs were lime (up seven percentage points), berry (up eight percentage points) and coffee (up six percentage points). Although orange was the most-used flavor in 2014, it did not come in as the top-selling flavor for the year. Taking the top spot was chocolate at 29 percent. Although chocolate moved up only one spot from No. 2 to No. 1 compared with last year’s survey, its percentage point increase was 15. Taking a hit, however, was strawberry. Last year’s No. 1 top-selling flavor dropped out of the Top 10 as the percentage of respondents listing it as a top- selling flavor dropped from 25 percent to 7 percent. However, not all flavors saw such a strong drop off in 2014. Vanilla moved up one spot to the No. 2 top-selling flavor after seeing its percent usage increase from 14 percent to 24 percent. Mango also had a positive year, jumping from No. 10 to No. 3. The tropical flavor saw its reported sales status increase from 10 percent to 22 percent. This year’s survey also saw a handful of new flavors make the Top 10 list. Raspberry, coffee, black tea, orange and peach all made the top-selling flavors in 2014 list, knocking out apple, berry, fruit punch, lime and, as previously mentioned, strawberry. As beverage-makers prepare for 2015, the top sellers for 2014 are expected to carry over into the next calendar year. Chocolate is listed as the No. 1 anticipated top-selling flavor for 2015, with
29 percent of respondents naming the indulgent variety. This is a strong increase from last year’s survey results in which only 17 percent of respondents listed it as a top-selling flavor. Also making significant gains is coffee, which entered the Top 10 in the No. 2 spot after being left off last year’s list. Making a more modest increase, vanilla’s anticipated selling performance increased one percentage point from 19 to 20 percent to round out the Top 3. Developi As bever dairy-bas Forty-tw the 35 pe points to out the T categorie last year. what area responde demand, sales and Natural a of survey responde were allo cleaner la
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n to l side NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO For instance, the mean and median of the number of employees for this year’s survey are 201 and 63 employees, respectively. However, last year’s survey- takers reported a mean 1,278 employees and a median of 180 employees. This team size also affected the number of employees who are working on developing new products. Last year, the survey found a mean of 60 employees and a median of eight employees working on new product development. This year, the teams are much smaller, with the mean and median at 10 and four employees, respectively. Although the company sizes and new product development teams of respondents are from a smaller base than last year, their outsourcing portions did not differ too much. Twenty-nine percent stated they outsource a portion of their new product development versus the 35 percent that said the same last year. However, the main difference was the areas of new product development that they outsourced. Sixty-two percent of respondents reported outsourcing prototype development, followed by 46 percent for concept and product testing, and 38 percent for market research. Last year, market
research and prototype development tied for first with 46 percent naming those as areas of outsourcing. Concept and product testing rounded out last year’s Top 3, with 42 percent naming this as an area of new product development. Holding steady with last year’s numbers, though, was the amount of respondents stating that a team approach is utilized in new product development. Ninety- three percent (the same number as last year) indicated using a team environment. Among those who use a team approach, 81 percent said sales and marketing are involved, while 79 percent listed R&D. This is slight flip from last year’s survey in which 80 percent of respondents named R&D, and 77 percent reported sales and marketing. Upper management also remains a constant for survey-takers, with 62 percent listing their involvement compared with last year’s 61 percent. Slightly higher than last year’s survey results, nearly nine out of 10 respondents whose upper management is regularly included on new product development projects have involvement from their chief executive officers. This is up from last year’s more than three-quarters of respondents. This variation could be reflective of the significant difference in the company size mean and medians between the two years. Fifty-eight percent of survey-takers also indicated supplier involvement in new product development, compared with last year’s 61 percent.
The length of time to develop a new product also saw an uptick in this year’s survey, with mean time from inception to launch equating to 11 months. This is up from last year’s nine months; however, one-third of this year’s respondents noted that this is faster for them than in previous years. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Perhaps reflective of the company size decrease from last year’s survey-takers, the mean number of products developed in 2014 was 24, compared with 40 in 2013. Following suit, the mean number of those released decreased from 17 in 2013 to nine in 2014. The number of successful new product launches also experienced contraction, with the mean equating to five in 2014 versus 11 in 2013. What the future holds Looking ahead to 2015, respondents remained optimistic about their new product releases, with more than half indicating that they plan to launch more new products in the market in 2015 versus 2014. Planning and assessments also will be staples with survey- takers, as 60 percent said they have a defin-itive new product development plan. Post-launch assessment was even higher, with 76 percent having that in place. This is an increase from last year’s results in which 62 percent
indicated they had a definitive new product development plan, and 65 percent reported having a post-launch assessment. Total cost to new product development also experienced some fluctuations between the two surveys. This year’s had a mean and median of $209,080 and $37,500, respectively. Last year’s respondents had a mean of $348,717 and a median of $20,000. However, when it came to R&D budget comparisons, the numbers were fairly similar, with 44 percent listing an increase in their budget versus 41 percent last year. Beverage Industry’s New Product Development Outlook survey was conducted by BNP Media’s Market Research Division. The online survey was conducted between Sept. 29 and Oct. 13, 2014, and included a systematic random sample of the domestic circulation of Beverage Industry and its sister publications Dairy Foods and Prepared Foods. Of the respondents, 44 percent process juice and juice drinks, 40 percent process coffee and tea, 33 percent process dairy-based drinks, 29 percent process sports drinks, 24 percent process water, 22 percent process energy drinks, 18 percent process spirits, 13 percent process carbonated soft drinks, 13 percent process wine, and 9 percent process beer. Thirty-one percent of respondents were from companies with less than $10 million in annual revenue. Another 31 percent of respondents were from
companies with revenue between $10 million and $50 million. A total of 9 percent were from companies in the mid-size range of $50 million to less than $100 million. Thirteen percent were from companies with revenue between $100 million to less than $500 million. In the $500 million to less than $1 billion range were 9 percent of respondents. Representing the large-size range of more than $1 billion in company revenue were 9 percent of respondents. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Males accounted for 67 percent of the respondents, and the average age equated to 43. For industry experience, 20 percent indicated one to three years; 18 percent reported four to 10 years; 33 percent said 11-20 years; 20 percent listed 21-30 years; and 9 percent had 31-40 years of experience. Regionally, 33 percent said they currently live in the South, 27 percent indicated the Northeast, 24 percent listed the Midwest, and 16 percent reported living in the Western portion of the United States. K. Nielsen identifies consumer health concerns ABA, brand owners proactive in offering solutions By Jessica Jacobsen February 16, 2015
Aside from the Valentine’s Day candy and treats on the store shelves, the first quarter of a new year tends to be filled with diet- and exercise-related products to appeal to those consumers who resolved to lose weight or eat healthier in the new year. For myself, my resolution to lose weight will likely come around mid- to late summer when I get the OK from the doctor to lose my baby weight. However, many other consumers have expressed the need to address their health and weight issues, which could become an opportunity for food and beverage manufacturers. According to Nielsen’s Global Health & Wellness Survey, nearly half (49 percent) of the global respondents consider themselves overweight. Citing the 2013 Global Burden of Disease Study, the New York-based market research firm says that an estimated 2.1 billion people, or nearly 30 percent of the global population, are overweight or obese. However, Nielsen’s study shows that consumers are willing to take charge of their health and are willing to pay a premium to do so. Because of the vast number of consumers who are concerned about obesity and other health- related issues, Nielsen suggests that brand owners should better align their offerings with these consumer need states in order to see growth benefits. “There is a tremendous opportunity for food manufacturers and retailers to lead a healthy movement by providing the products and services that consumers want and need,” said Susan Dunn, executive vice president of global professional services
with Nielsen, in a statement. “While diet fads come and go over time, innovative, back-to- basics foods that taste good, are easy to prepare, and provide healthful benefits will have staying power. The first step is knowing where to put your product development efforts.” In the beverage space, we already are seeing brands and associations addressing this trend. This month’s Special Report article on health and wellness (page 18) details how leading advocacy groups including the American Beverage Association and brand owners such as The Coca-Cola Co., PepsiCo Inc. and Dr Pepper Snapple Group (DPS) have pledged to reduce the number of NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO calories that each American consumes on a national level by 20 percent by 2025. Beyond this pledge from non-alcohol industry leaders, the beverage marketplace is seeing more low-calorie brands find a home with consumers as their products expand distribution. In this month’s cover story on Bai Brands LLC (page 24), Chief Executive Officer Ben Weiss details how the company’s national distribution agreement with DPS has allowed the enhanced-water brand to share its Bai5 and newest innovation, Bai Bubbles, with a broader audience that was looking for a healthy beverage solution. As some consumers search for solutions to their health and
wellness needs, it’s great to see so many in the beverage space being proactive in delivering products that address them. http://www.bevindustry.com/articles/88194-nielsen-identifies- consumer-health-concerns L. Other ways to bottle our beverage. (NVE perhaps?) http://www.bevindustry.com/videos?bctid=946203236001 M. Zico to send fan to Sochi 2014 Winter Olympic Games Winner will meet gold medal skier Julia Mancuso November 5, 2013 El Segundo, Calif.-based Zico Beverages LLC’s same-named coconut water brand announced a sweepstakes through which fans can enter to win a trip for them and a friend to attend the Sochi 2014 Winter Olympic Games and meet 2006 Olympic champion Julia Mancuso. The winner will receive round-trip tickets to Russia, a four- night stay in a hotel overlooking the Black Sea, and tickets to some of the most popular Olympic events including snowboarding, speedskating and alpine skiing. The sweepstakes runs through Nov. 21, and fans can enter at zico.com/sochi2014. Mancuso, who will compete in alpine skiing at the Winter Olympics, will represent Zico as a brand ambassador.
“Zico has already been an amazing partner hydrating me on and off the slopes," Mancuso said in a statement. "Now, they're giving two winners a chance to come to Sochi. How cool is that?" Chief Executive Officer and Founder of Zico Beverages LLC Mark Rampolla added in a statement: “Zico has always supported athletes at every level by providing them with the naturally replenishing powers of coconut water. We're honored to be part of the world's most prestigious sporting event and to be hydrating the top athletes in the world.” Addition and favor Through the Olym http://ww games N. Bai B Enhance marketin By Jessic February Usually w neighbor
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t,” ptive NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Bai has been disrupting the marketplace since August 2009 when it launched its Bai and Bai5 beverage lines. Since then, the company has seen its enhanced- water brand post strong year- over-year sales numbers, expanded its product lineups, and taken its distribution to a national level. Delivering solutions Emphasizing the widespread concerns related to obesity, diabetes and artificial ingredients, Weiss notes that the ideation behind Bai was to offer a healthy solution to these problems. “For us, health and wellness is about delivering a truly flavorful experience but doing it in a very responsible way with ingredients that are pure and not artificial, delivering antioxidants as a functionality, and doing without the use of calories and sugar,” he says. “I think we’re doing our part to address an epidemic. The industry overall is looking for that solution.” With 5 calories in each serving, Bai5 features a sweetener blend of what Weiss calls “smart sweeteners,” namely organic stevia and erythritol, but also offers fresh fruit flavor that is infused
with antioxidant-rich coffee fruit. Coffee fruit, the fruit that grows on the coffee plant and contains the coffee bean, is an attribute that helps Bai5 deliver on its health and wellness promises. The all-natural ingredient had not been widely used in beverages until recently, and the coffee fruit that Bai uses is rich in antioxidants, Weiss notes. Until recently, this fruit commonly was discarded during the coffee-farming process, he adds. Understanding the antioxidant power within the fruit, Bai saw an opportunity to harness this into an edible commodity. “Personal health benefits are only part of the mission,” Weiss says. “Eliminating waste wherever possible is the duty of every person on this planet; as is helping your neighbors achieve a better life. When traditional — wasteful — coffee-harvesting methods are used, the discarded fruit ends up in waterways by the coffee plantation. Massive amounts of rotting coffee fruit pollute surrounding streams with a buildup of ochratoxins, aflatoxins and caffeine. By turning this composted material into a consumable product, Bai is keeping the waterways clean and the ecosystem in balance, generating a new revenue stream for local farmers, and blazing the trail for a healthier environment.” In finding what Weiss calls its “holy grail” with Bai5, the company also made a strategic decision in 2012 when it discontinued production of its mid- calorie product, Bai. Although the
mid-calorie product contained some of the company’s strongest- performing flavors, Weiss decided to discontinue the line in order to avoid consumer confusion. “It was really an intent to not confuse our consumer, and it was a belief that what we had at that time [in Bai5] was becoming a bigger part of our portfolio,” he says. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Even though it was a difficult decision to discontinue the mid- calorie offering, the company has not looked back and has posted approximately 300 percent growth each year dating back to 2011, Weiss says. The Bai5 lineup now features 10 SKUs: Brasilia Blueberry, Malawi Mango, Ipanema Pomegranate, Molokai Coconut, Costa Rica Clementine, Tanzania Lemonade Tea, Sumatra Dragonfruit, Congo Pear, Panama Peach and Limu Lemon. Molokai Coconut and Brasilia Blueberry are the brand’s Top 2 performers, followed by Tanzania Lemonade Tea, which has a more limited distribution model than the other SKUs, Weiss notes. However, the top performers are not runaway leaders, as the difference between the 10 SKUs is in the single digits. “When you have a portfolio of 10 drinks that has single-digit variance, that says something,” Weiss adds. “Our shopper shops across the lineup.” Although Weiss believes Bai5 offers the perfect balance
between low calories, full flavor and all-natural ingredients in the still beverage market, the company took those same principles and applied them to the sparkling beverage segment. In late 2014, the company put an effervescent spin on its Bai5 beverages with its new Bai Bubbles line. Originally available in the New York City metropolitan area, Bai Bubbles blends antioxidants from coffee fruit with exotic fruit flavors and natural sweeteners and contains 5 calories and 1 gram of sugar in each 11.5-ounce can. With nationwide distribution planned for early 2015, the new lineup is set to consist of seven flavors — Bolivia Black Cherry, Peru Pineapple, Gimbi Pink Grapefruit, Waikiki Coconut, Jamaica Blood Orange, Indonesia Nashi Pear and Guatemala Guava — each of which pays homage to popular coffee-growing regions. Weiss notes that the inspiration for launching Bai Bubbles stemmed from his time exploring the market and looking at what consumer need states needed addressing. “I spend a lot of time in the market, and I tend to think like a consumer,” he says. “I just saw a marketplace that was moving away from artificial ingredients, and I knew that we were addressing that market with Bai5, but I didn’t see that solution out there in carbonated.” Adding that the company is filled with innovators and disruptors to the marketplace, Weiss explains that the idea-to-shelf process for Bai Bubbles took only three months. “When we focus on what we want to do, and it’s the right time to do it, we can get it done pretty quickly,” he says.
Although it still is too early to call out any variety leaders for the sparkling line, Weiss says because of its planned national launch through its distribution network and an agreement with national retailers including Target Corp., Minneapolis, the company is anticipating Bai Bubbles to be a $25 million business in its first year. With 17 total SKUs between its two lines, Weiss adds that the company still is no stranger to flavor innovations. Although he can’t share any specifics, Weiss notes that the company always is developing new flavors and new innovations. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO National news The announcement of Bai Bubbles wasn’t the only big news Bai was able to share in 2014. The company also signed a distribution agreement with Plano, Texas-based Dr Pepper Snapple Group (DPS). The companies had previously worked together in the two years prior to the agreement, but the new agreement allowed Bai Brands to further capitalize on DPS’ direct-to- store and warehouse delivery capabilities on a national level. New retailers that were added following the agreement included Kroger, Target, Sam’s Club, Walmart, Publix, Stop & Shop, Duane Reade and Safeway, plus more than 100 additional Costco stores throughout the country.
“We have tested the Bai brand in select markets with great success over the last several quarters,” said Jeff Conrad, vice president of market development for DPS, in a statement at the time of its announcement. “There is no question that Bai fits exceedingly well with our portfolio of leading brands, and we expect this new choice to be very well received by consumers from coast to coast.” Weiss notes that the deal signed with DPS was finalized in late January/early February of 2014, which resulted in Bai Brands missing out on the 2014 planning meetings. However, that aspect didn’t hamper the expanded relationship with the companies. “We still had this amazing year of growth; still very disciplined,” Weiss says. “It was highlighted by our emerging relationship at the time with Target, which was the first national retailer to really go aggressive with the brand. They’re coming off a great year with Bai, and we started 2015 in a very aggressive way with them as well. But this is where we’re taking all of our learnings, we’re in true scale-up mode, and we’re going to build out our [all-commodity volume] (ACV) across all channels. It’s an exciting year for Bai.” He adds that to be able to have full national distribution is every beverage company’s goal, and to have that by year five is a feat he is very proud of. “Not many brands can say that,” Weiss says. “I’m very proud of the pace at which we did that now that it’s up and running. DPS will cover close to 70 percent of the country, so there are still distributors that we have engaged to
provide full national distribution. “When you are looking to activate chains, you’re going to need to prove to that chain that you have the ability to get to every one of their stores,” he continues. “If you can’t do that, you’re not going to get much support from that chain. To be able to check that box and say, ‘Yes, we have a route to market [and] we can deliver to every one of your locations, whether you’re Sam’s Club, Costco, Target [or] whomever,’ is critical.” Because DPS does not cover all regions across the United States, Bai also has agreements with many other distribution networks including Hensley Beverage Co. for Arizona, John Lenore & Co. for the San Diego market, Polar Beverages for the New England area, The Honickman Group in the mid-Atlantic, and Admiral Beverage Corp. for the mountain regions. Through this expanded distribution network, Bai has learned that the key to reaching this success is all about winning at retail. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO “It’s all about developing a relationship with a consumer that’s stronger than any other relationship,” Weiss says. “If you and your consumer are aligned, then everybody else will fall into place, whether it is the retailer and ultimately the distributor.”
Weiss adds that in the competitive beverage market, Bai is able to stand out because of the promises it delivers on health and wellness. “The beverage category is extremely competitive with new brands emerging almost routinely,” he says. “However no one has delivered on consumers’ needs like Bai. In a world increasingly seeking healthier options, Bai provides consumers a variety of beverage options that not only have great flavor but [make] people feel good about drinking. Bai’s ability to uniquely satisfy customer’s desires is reaffirmed in its strong sales growth across all retail channels. Bai’s performance paints a compelling story that has enabled solid increases in distribution.” Additionally, if a brand is able to be data driven and show through sales reports how it’s performing in the market, the distribution will follow, Weiss explains. Those on-paper numbers were crucial to Bai Brands achieving its distribution success. “When you look at the numbers, you’d have to be foolish to not stand strong behind the brand, and that’s what’s happening,” he says. “The retailers see Bai’s strong momentum and say, ‘Wow I get it. You’re my salvation to enhanced water, and I’m going to now give you this,’ and then you take that to a distributor and say, ‘We’ve got to deliver,’ [and] it becomes a lot easier.” The support tool With so much in place for 2015, the company is expecting more great things to come this year, Weiss says. “You’re going to see the product become ubiquitous
in all channels. I truly believe that this is the next iconic beverage in the making, and everyone else is going to get to hopefully share in that opinion this year.” Beyond the expanded lineup, the increased distribution network and the industry accolades, Bai aspires to have a voice: a voice that addresses the dilemma. “I founded Bai because I believed that building a great beverage experience would improve people’s lives,” Weiss says. “Over the past five years, I have marveled at the serendipitous timing of this idea and the way our customers have accepted what Bai stands for and responded to the way we go about bringing it into their lives. As a team, we have pushed hard to increase our sales velocity and improve our retail execution while focusing on the ‘big bets’ that will make a difference within the lives of our consumers.” When it comes to innovation and Bai’s future, Weiss remains optimistic about what is to come. “Bai Bubbles is an example of how our continued innovation can play a very relevant role in providing a breadth of health and wellness with great flavor and unmatched purity to a beverage experience,” he says. “There is no doubt that a cultural shift is happening within the beverage industry. This shift is unprecedented in magnitude and will change the course of beverage for generations to come. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
“Bai is at the precipice of this change and, in many ways, is defining the ‘smart-age’ of beverage,” Weiss continues. “What will we make of this moment? How will we engage with an emerging beverage culture, defined not by age or income but by the people determined to change the practices of the businesses that bring beverages into their lives? The answer is simple: We will disrupt. Today the opportunities are greater than ever, and Bai is innovating in an attempt to capture the potential of this moment. By doing so, we are reshaping our company, reshaping our industry, and along the way, finding our voice.” http://www.bevindustry.com/articles/88184-bai-brands-disrupts- cpg-space-with-low-calorie-all- natural-solutions Notes BUS 599.docx BUS 599 Notes (9May) Assignment #2 https://strayer.sharefile.com/share/view/sc7bb87efc6b472ba (use this shared files to look at assignmenttwo.pdf and assignment two.pptx Mastering marketing is the glue to keeping your customers Pay close attention the requirements of the assignment Google zip codes for Silver Spring, Alexandria, Waldorf, Sterling/Herndon and Stafford
Use demographic description slide for question 1 for assignment 2, needs to say what industry company is in and what sector the business is in (use google search) (slide) access the competition (framework of differentiation) Who: who are your major competitors? What: be very clear on the basis when which you compete How do you compare to the competition? Future: who are your potential competitors? What businesses might not be your space in the future. Allows you to envision where competitors are coming from. Barriers: What are the barriers to entry for new competitors? Examples of barriers: laws and regulations, capital constraints, experience could be a barrier, close or accessible to the customer The Five Fs are about your customer. This is how your customers perceive you, how does my product benefit the customer (five f’s are function, finances, freedom, feelings and future) Function: How does my functions affect my customers finance? Finances: feel justified spending the money Freedom: if they are purchasing your product, freedom is derived that they can come to you instead of going to the competitors (easy and convenient) Feelings: benefits derived from the consumers, making the customer believe they are getting a good product, they’ll purchase the product Future: providing a service so that customers can enjoy now and later Marketing Vehicles-Online marketing tactics (slide) Question 4: Why would they come to me and not competitors? Your technology will help you tell a story about your company. (Analytics)
shared files.docx https://strayer.sharefile.com/share/view/sc7bb87efc6b472ba Copy of Business_Plan_Financials-Welcome to Business Plan Financials.xlsm WelcomeDemoWelcome!Thank you for trying out Business Plan Financials from Planning Shop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. Note that this demo copy of Business Plan Financials is deliberately feature-limited. We restrict you to just one product, one capital investment, one loan and 5 capital expenditures. If you purchase the Business Plan Financials, you get access to up to 10 products, 60 capital expenditures, 15 capital investments, and 20 loans. Also, the watermark that appears and prints on each page willbe removed. To use the Business Plan Financials workbook, first go to the Planning Shop tab of the Excel Ribbon.Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information
about each worksheet, along with a "Frequently Asked Questions" (FAQ). To get started, click on the right-pointing arrow in the Planning Shop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.Version 2.7 Copyright © 2003-2012 Planning Shop WarningW A R N I N G !IT APPEARS THAT YOU DO NOT HAVE EXCEL'S MACRO CAPABILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.Excel 2007 for Windows: To enable macros: 1. Click the "Options" button in the Security Warning that appears at the top of this page. 2. A "Security Alert - Macros & Active X" window should appear. 3. Select the "Enable this content" radio button 4. Click the "OK" button. Your workbook should be ready to use now. If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2007 on Windows - Enabling Macros"Excel 2010 for Windows: To enable macros: 1. Click the "Enable Content" button in the Security Warning that appears at the top of this page.If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2010 and Excel 2013 on Windows - Enabling Macros"Excel 2013 for Windows: To enable macros: 1. Click the "Enable Content" button in the Security Warning that appears at the top of this page.If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under
"Excel 2010 & Excel 2013 on Windows - Enabling Macros"Excel 2010 for Mac: 1. A pop-up window appears. Select "Enable Macros". 2. Your workbook should now be ready to use.Excel 2008 for Mac: Excel 2008 for Mac does not support Macros or Visual Basic, so there is no way to enable the macros. Please obtain a Mac 2008-only version of Business Plan Financials from PlanningShop.Excel 2007 on Windows - Enabling Macros 1. From the Windows Ribbon, Select the circular "Windows" button in the upper left. 2. From the drop-down menu that appears, press the Excel Options button in the lower right. 3. From the "Excel Options" pop-up, select Trust Center on the left side. 4. Select Trust Center Settings…. In the lower right. 5. In the "Trust Center" pop-up, select "Macro Settings" on the left side. 6. Then, select the Disable all macros except digitally signed macros. (This works because the Planning Shop signs all its workbooks with digital certificates.) 7. Press OK twice.Excel 2010 and Excel 2013 on Windows - Enabling MacrosNote: The procedure is exactly the same for Excel 2010 and Excel 2013, even though the Excel 2013 has a slightly different look than these screenshots. 1. In the upper left corner of the Excel Ribbon, press the "File" tab.2. Select Options, in the lower left corner.3. Select Trust Center from the Lower Left.
4. Click the "Trust Center Settings…" button in the lower right5. Select "Macros Settings" from the left side menu 6. Select the "Disable all macros except digitally signed macros" radio button. 7. Click "OK" twice Your Company Name ERASE ME WelcomeMacWelcome to the Mac Version of Business Plan FinancialsThank you for purchasing Planning Shop's Business Plan Financials. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. First, a few tips to get you started: You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank "ORIGINAL_PlanningShop_BusinessPlanFinancialsMac(2.7)" file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy. You installed the Mac version of the Business Plan Financials product, which does not have the Planning Shop tab available in the Excel Ribbon (unlike the Windows version). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window. Start with the "Setup" worksheet. Enter your data, and then work your way through the workbook, one worksheet at a time, by clicking the next worksheet to the right. There are 23
worksheets/charts in this workbook. The last one (furthest to the right) is "NS5Yr." Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.For more in-depth help and assistance, refer to the Business Plan Financials Help" PDF file in your PlanningShop folder. The document contains step- by-step instructions and includes a "Frequently Asked Questions" section. To get started, find the Excel worksheet listing (each worksheet is listed on a tab) along the bottom of the Excel window. Click on the "Setup" tab to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.Version 2.7 Copyright © 2003-2012 Planning Shop WelcomeWelcome to Business Plan Financials!Thank you for purchasing Business Plan Financials from PlanningShop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. First, a few tips to get you started: SAVING A BLANK WORKBOOK, TO ALLOW FOR RECOVERY FROM MISTAKES You may start directly editing this file. If you later decide to
start over and need a fresh copy of this file, find the blank "ORIG_PlanningShop_BizPlanFin(2.8)" file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy. NAVIGATING THE WORKSHEETS You installed the Windows version of Business Plan Financials. The Excel Ribbon now contains a "PlanningShop" tab, that contains controls to let you navigate between worksheets. The PlanningShop Ribbon looks slightly different in Excel 2007, Excel 2010, Excel 2013, but the functionality is the same. Excel 2007 for Windows:Excel 2010 for Windows:Excel 2013 for Windows: In Excel 2011 for Mac, there is no PlanningShop tab on the Excel Ribbon (Microsoft does not allow it). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window. HOW TO FILL IN THE WORKSHEETS Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.FOR MORE HELP For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information about each worksheet, along with a "Frequently Asked Questions" (FAQ). To get started, click on the right-pointing arrow in the PlanningShop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.Version 2.8
Copyright © 2003-2014 PlanningShop MacVsWindowsAbout Our Support of Mac vs. WindowsPlanningShop supports Business Plan Financials on the following platforms:Windows1. Microsoft Windows 8 with Microsoft Excel 20132. Microsoft Windows 7 with Microsoft Excel 2010.�3. Microsoft Windows 7 with Microsoft Excel 20074. Microsoft Windows Vista with Microsoft Excel 2007Mac5. Mac OS X Lion (10.7) with Microsoft Excel 2011If you use Windows (#1 - #3 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.If you use Mac (#4 above), you need to install PlanningShop_BizPlanFinMac(2.8).dmgDifferences between Mac and WindowsBoth the Mac and Windows versions of PlanningShop's Business Plan Financials product will produce high quality, detailed financial information for your business plan. However, there are some slight differences between the functionality in Mac and Windows. These differences don't affect the data in your business plan, but they do affect the user-friendliness of the Business Plan Financials workbook. We did our very best to make the Windows and Mac versions as similar as possible. However, Microsoft does not support customization of the Excel toolbar on Mac. Therefore, while we made every effort to preserve as much functionality as possible on the Mac, there were a few things we were not able to do:1) There is no PlanningShop Toolbar in the Business Plan Financials for Mac. Instead, you will need to navigate between worksheets and charts using the Excel worksheet tabs (along the bottom edge of the workbook).2) Business Plan Financials Help is not available directly from Excel. Instead, you should open the BizPlanFin_Help(2.7).PDF file that was copied to your Mac alongside the PlanningShop_BizPlanFinMac(2.8).XLS or PlanningShop_BizPlanFinMac(2.8).XLSM file.We are as disappointed as you are that we can't provide the same level of functionality in Mac as we do for Windows. We very much hope that Microsoft will remedy the situation in the next release of
Excel for Mac, and that we'll then be able to offer identical functionality.Moving your Business Plan Financials workbook between Mac and WindowsWe advise you to completely edit your Business Plan Financials workbook on either Mac or Windows, and to not switch between the two platforms. If you switch between platforms, you may find that the Planning Shop toolbar, menus, online help, and macros permanently disappear. SetupSetup and AssumptionsCOMPANY INFORMATIONWhat is your company's name?Your Company NameWhat month will you officially start your company?JanuaryWhat year will you officially start your company?2018SALES ASSUMPTIONSThe Worksheets can accommodate sales projections for up to 10 major product/service lines. How many major product/service lines do you plan to have for your business?Ten Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product "lines," and then base your projections on these groups of products instead of each individual product.TenMost businesses sell at least some of their products/services on credit (e.g., "net 30" as opposed to cash). What percentage of your sales will be made on credit?25% Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.For sales you make on credit, what terms will you extend? In other words, how many days will pass from the date of sale to when you expect to be paid?30 Author: If, for instance, your terms will be "Net 30," put 30
here. You may enter any number of days between 0 and 120.PERSONNEL ASSUMPTIONSApproximately how much do you expect to spend per year on benefits for each SALARIED/FULL TIME employee (medical insurance, etc.)?$5,000 Author: This number should reflect the amount you will spend on ONE FULL-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).Approximately how much do you expect to spend per year on benefits for each HOURLY/PART-TIME employee (medical insurance, etc.)?$36 Author: This number should reflect the amount you will spend on ONE PART-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).With health insurance and other benefits costing more each year, your plan should account for annual increases. How much do you estimate your benefit costs will increase each year?5.00%If you plan to increase wages (both salaried & hourly) on an annual basis, how much to you plan to increase them by?3.50%Approximately what percentage of each employee's salary or wages do you plan to set aside for payroll taxes?15.00% Author: If you're not sure what percentage to enter here, leave it at the default (15%).FINANCIAL ASSUMPTIONSWhat will be the opening balance in your bank account on the first day of business? This will be the opening balance in your Cash Flow
Statements.$500,000 Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here. At approximately what rate do you expect to be taxed on your net income?25.00% Author: If you're not sure what percentage to enter here, leave it at the default (25%). Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product "lines," and then base your projections on these groups of products instead of each individual product.If you will use an interest-bearing account for your banking, at what rate will you accrue interest?1.00% Author: If you're not sure what percentage to enter here, leave it at the default (1.00%). Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks. Author: If, for instance, your terms will be "Net 30," put 30 here. You may enter any number of days between 0 and 120.
Author: If you're not sure what percentage to enter here, leave it at the default (15%). Author: This number should reflect the amount you will spend on ONE FULL-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly). Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here. Setup & Assumptions SalesProjSales Projections Author: For information about this worksheet, see the chapter "Marketing Plan & Sales Strategy" in Successful Business Plan: Secrets & Strategies.20182019202020212022AssumptionsJanuaryFebruary MarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDec emberTOTALJanuaryFebruaryMarchAprilMayJuneJulyAugustSe ptemberOctoberNovemberDecemberTOTAL1st Quarter2nd Quarter3rd Quarter4th QuarterTOTAL1st Quarter2nd Quarter3rd Quarter4th QuarterTOTALProduct Line 1 Author: Change the text in this cell to reflect the name of a
major product, product line or service your firm will offer. Unit Volume2.00% Author: MONTHLY VOLUME GROWTH RATE The Worksheets automatically increase the volume in each month on this line using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.25000 Author: Enter the number of units you expect to sell during this month. If you are running a service-based company charging on an hourly basis, enter the number of billable hours you expect you and your employees to work during this month. If you will be selling your service on a per-project basis, enter the number of projects you expect to sell during this period.25500 Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.260102653027061276022815428717292912987730475 31084335302317063234032987336473432035006357063642037 149378923864939422425244123062 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!130594138587147070539313156072165625175762 186520683979867451Unit Price2.50%
Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc. Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.$5 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.$5 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$ 5$5$5$5$5$5$5$5$6Gross Sales$125,000$127,500$130,050$132,651$135,304$138,010$14 0,770$143,586$146,457$149,387$152,374$155,422$1,676,511$ 162,493$165,743$169,058$172,439$175,888$179,406$182,994$
186,654$190,387$194,195$198,079$202,040$2,179,377$646,45 8$686,026$728,016$772,577$2,833,077$840,361$891,798$946, 383$1,004,309$3,682,852$4,787,515(Commissions)50.00% Author: COMMISSIONED SALES What percentage of this product line's sales will be made on commission? In other words, what percentage of your sales will be made by a salesperson who is paid commission? Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.15.00% Author: SALES COMMISSION RATE What will be the commission rate paid to your salesperson for each sale?$9,375$9,563$9,754$9,949$10,148$10,351$10,558$10,769 $10,984$11,204$11,428$11,657$125,738$12,187$12,431$12,67 9$12,933$13,192$13,455$13,725$13,999$14,279$14,565$14,85 6$15,153$163,453$48,484$51,452$54,601$57,943$212,481$63, 027$66,885$70,979$75,323$276,214$359,064(Returns and Allowances)3.00% Author: RETURNS AND ALLOWANCES A percentage of your products will be returned due to defects, etc. What do you estimate will be the rate of return? This is, of course, just an estimate--but it is important to anticipate losses. Refunds, breakage, spoilage, theft, and unsaleable excess inventory can all put a significant dent in your net sales.$3,750.00$3,825$3,901.50$3,979.53$4,059.12$4,140.30$4 ,223.11$4,307.57$4,393.72$4,481.60$4,571.23$4,662.65$50,29
5$4,874.80$4,972.30$5,071.75$5,173.18$5,276.65$5,382.18$5, 489.82$5,599.62$5,711.61$5,825.84$5,942.36$6,061.21$65,381 $19,393.73$20,580.78$21,840.49$23,177.30$84,992$25,210.84 $26,753.94$28,391.50$30,129.28$110,486$143,625.46Net Sales$111,875$114,113$116,395$118,723$121,097$123,519$12 5,989$128,509$131,079$133,701$136,375$139,103$1,500,478$ 145,432$148,340$151,307$154,333$157,420$160,568$163,780$ 167,055$170,396$173,804$177,280$180,826$1,950,543$578,58 0$613,993$651,575$691,456$2,535,604$752,123$798,159$847, 013$898,857$3,296,152$4,284,826(Cost of Goods Sold)50.00% Author: COST OF GOODS Approximately what percentage of your product's sale price will be spent on manufacturing? If you are a reseller or retailer, what percentage of your product's sale price will be spent on buying the product from your distributor? A service business may not need to track cost of goods, in which case you can set this number to zero.$62,500.00$63,750$65,025$66,326$67,652$69,005$70,385 $71,793$73,229$74,693$76,187$77,711$838,256$81,247$82,87 2$84,529$86,220$87,944$89,703$91,497$93,327$95,194$97,09 7$99,039$101,020$1,089,689$323,229$343,013$364,008$386,2 88$1,416,538$420,181$445,899$473,192$502,155$1,841,426$2, 393,758GROSS PROFIT$49,375$50,363$51,370$52,397$53,445$54,514$55,604 $56,716$57,851$59,008$60,188$61,392$662,222$64,185$65,46 9$66,778$68,114$69,476$70,865$72,283$73,728$75,203$76,70 7$78,241$79,806$860,854$255,351$270,980$287,566$305,168$ 1,119,065$331,943$352,260$373,821$396,702$1,454,726$1,891 ,069Product Line 2 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the
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  • 1. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO (The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort through to conduct a SWOT Analysis and to apply to appropriat e sections of the NAB Business Plan. ) Note #1: This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan for a start-up company in the non-alcoholic beverage industry. The goal of my business plan is twofold: 1. To help identify and outline all the issues I will need to address in starting this company. 2. To present to funders to help raise money to finance this company. NAB Background: Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary
  • 2. inheritance. However, since he so enjoyed her home-made NAB, he also left her equipment to start a small NAB business. Melinda and I have been close, trusted friends for years. She found out that I just earned my MBA from Strayer University, and she asked me to help her get her NAB business up and running. I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of the company for at least the next five years. NAB Today: Parameters for New Company Here are the parameters in which I must work. -up: We are not yet in operation. We already have a “recipe” for a beverage, but we are not yet making sales at any significant level. barrier is that it must be a non-alcoholic beverage (NAB). It is up to me to decide upon what type of non-alcoholic beverage I intend to make and market. It can be sold in individual sizes or wholesale. g the NAB in my geographical area within a 100 mile radius from my home address. excess of one million dollars in revenue by year two. In other words, this cannot be intended to be a one- or two-person micro-business.
  • 3. have already started with friends and family money. But at some point I will need funds from outside investors, either angels or venture capitalists, depending on how much I project I need to raise or receive from a group of individual investors on kickstarter. organizational hierarchy. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO ey for my personal financial support for the first six months. In other words, I do not need to take a salary/draw for myself for six months of projections. I am assuming I can live off my personal savings. Note #2: included Some of Owned Eq Two (2) This Bev
  • 4. machine, system, i It is suita advanced Two Bot See Auto Four Veh Three Co Graphic Leased E Labeling Printers - Inventor Glass Bo Metal cap Cardboar NAB-ing NON The NAB F . the items we quipment:
  • 5. NAB Mixer verage Filling , imported fr t can be app able for norm d Filling mac tling machin o AccuSnap hicles (used omputers (Ap Software - $ Equipment: g machinery – - $550/month ry: ottles, 16 oz. ps: 24,000 - rd Cartons (h gredients: en N-ALCOHO Financial Wo e currently o rs (mixes up
  • 6. g machine is rom Italy. Be plied to fill h mal temperat chine at pres nery (for filli Capper, belo panel vans) pple Macint $750 (value i – $450/mon h in current : 24,000 - $3 $300 (value holds 48 bot nough to mak OLIC BEVE orksheets wi own: p to 200 gallo s combined w
  • 7. ecause it is e ot or cold fru ture filling o sent . ing and capp ow. – $10,000 e tosh) - $1,20 in current $) th in current $ 3,000 (value e in current $ ttles): 500 - ke 24,000 bo ERAGE CO ill have the v ons each) – $ with rinsing, equipped wit uit juice, tea r hot filling ping bottles)
  • 8. ach (value in 00 each (valu t $ in current $ $) $500 (value ottles - $600 OMPANY PO value of this $28,500 each , filling and th constant t a and other b 16 oz. bottle ) - $9,600 ea n current $) ue in current $) e in current $ (value in cu ORTFOLIO
  • 9. equipment a h (value in c capping 3 in temperature beverage into es. It is one o ach (value in t $) $) urrent $) O and inventor current $) n 1 monoblo controlling o 16 oz bottl of the most current $) ry oc les.
  • 10. lip balm variety o Each mac belt optio The Auto automate SnapCap Dimensi Height: 9 Width: 2 Length: 3 Weight 800 lbs. ( Speed Up to 12 Cap Size Min: 10m Electrica 110 VAC Air Requ 120 PSI @ Current V NON caps, over c f other cap a chine is desi ons are avail o AccuCapp ed delivery d
  • 11. p007 ons 94” (238 cm) 4” (61 cm)* 32” (91.4 cm (363 kg) 0 CPM** e: mm / Max: 6 al: C 20 Amp (2 uirements: @ 2 CFM Value: $9,60 N-ALCOHO aps, “top hat applications igned to acco lable to stabi er feature an device the Ac )* m)* 60mm 220 available
  • 12. 00.00 new OLIC BEVE t” seals, twis are all withi ommodate a ilize differen n Accutek ce ccutek Snap e) ERAGE CO st cap with r in the capabi a wide variety nt types of co entrifugal bo Capper can OMPANY PO ratcheted rip ilities of Acc ty of contain ontainers. owl or cap el n reach speed ORTFOLIO NOTES on
  • 13. Auto AccuS Accutek Au are continuo machines th tedious wor pressing and caps. Accut prevent cos removing hu this process can also hel repetitious m and strains t force that ca manually pl Accutek Au systems are three differe Roller, and to offer solu variety of sn Milk jugs, d seal, bar top cutek Snap C ner types. A v levator orien ds up to 120 O n EQUIPME Snap Capper uto AccuCap ous motion
  • 14. hat replace th rk of manual d/or placing tek Snap Cap tly spills by uman error f s. This mach lp prevent motion injur to your work an result wh lacing snap c uto AccuCap e available in ent styles, B Plunger in o utions to a nap cap type dropper inser p caps, and a Cappers. variety of gr ntator. With a CPM. ENT r. ppers he lly snap
  • 15. ppers from hine ries k hen caps. ppers n elt, order es. rts, a ripper an NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Note #3 Personnel: Myself: I have collected $20,000 from friends and relatives who would like to either have their seed money returned by the end of this calendar year at no interest or by the end of the second
  • 16. year of operation with 5% interest. Stephen Job: Part Time (20 hrs/week) Computer Expert/Assistant: $10/hr Melinda Cates: NAB Creator & Master Mixer (owns the patent on the NAB): has $40,000 inheritance Other colleagues with specific skills and talents: Ian Glass: retired PepsiCo plant production line foreman. Ian recently retired with 35 years of loyal PepsiCo service in every position from janitor to production line foreman, and he and his wife moved into your neighborhood. He is tickled that you have asked him to help develop a plan to get the NAB Company’s production line going. He said he can help organize and sit on the planning committee as a non-paid member until the NAB company can hire its own Production Line Foreman. He hinted that he retired from PepsiCo with an annual salary of $55,000, but he says that’s just the starting salary that large companies pay their foremen who are in an apprenticeship program. He doesn’t think the NAB Company will have to pay top dollar for someone who has the willingness to join the NAB company as a start up! Mary Cates, JD: Melinda’s sister who was a senior executive with the Federal Trade Commission from 2001-2012. She left the FTC after a significant 30 year career with the federal government in which she lead the research and support of numerous federal court findings
  • 17. against companies that violated consumer deception and unfair practices laws. She would enjoy serving on the initial company planning group to make sure her sister’s recipe is successfully shared within the state! Note #4: Company A. In 20 Green bever http://ma B. Socia The carb volumes and incre ingredien Soft drin reduce th largest U Pepper S American NON Here are so y issues:
  • 18. 014, The Coc n Mountain, rages at hom arketrealist.c al pressures onated soft d in the past f eased health nts present in k makers are he calories in US soda comp Snapple Grou ns consume N-ALCOHO me interestin ca-Cola Com Inc. (GMCR me with the s om/2014/11 s forcing cha drinks (or C few years. M awareness a
  • 19. n carbonated e facing seve n soft drinks panies—The up, Inc. (DPS by 20% ove OLIC BEVE ng articles I mpany (KO) R). The deal oon-to-be-re /strategic-de ange SD) category Mainly, this is among consu d drinks. ere pressure . In the Sept e Coca-Cola S)—pledged er the next de ERAGE CO pulled off th
  • 20. announced a l will allow p eleased Keur eals-soft-drin y of the soft s due to chal umers about from civil s tember 2014 a Company ( d to reduce th ecade. To ac OMPANY PO he internet a a long-term people to enj rig Cold mac nk-industry/ t drink indus llenging con the side-effe society group Clinton Glo KO), PepsiC he number o chieve this ta
  • 21. ORTFOLIO about other N partnership njoy ice-cold chine. / stry has witn nditions in de fects of sugar ps and gover obal Initiativ Co, Inc. (PEP of sugary drin arget, the thr O Non-Alcohol with Keurig d CocaCola nessed declin eveloped ma r and other rnments to ve, the three P), and the D nk calories t ree big playe
  • 22. lic g ning arkets Dr that ers plan to ex consume The chan grow into Ready-to The non- annual gr from eme Euromon In the fir water rec categorie including product d This new increasin industry.
  • 23. NON xpand low-c rs about hea nge in consum o the still bev o-drink bev -alcoholic, re rowth rate of erging econo nitor Internat st half of 20 corded strong es and are inv g Dr Pepper development w focus on he ng health con N-ALCOHO calorie produ althier alterna mer preferen verages, or t verages eady-to-drin f 5% betwee omies. Since
  • 24. tional estima 14, ready-to g growth. Co vesting heav Snapple and t in these cat ealthier and n nsciousness w OLIC BEVE uct portfolios atives. nces has prov the non-carb nk (or NART en 2014 and e 2010, NAR ates this cate o-drink tea an oca-Cola and vily for furth d Monster Be tegories in a nutritious pr will be a key ERAGE CO s, introduce
  • 25. vided a new bonated categ TD) market i 2017. A larg RTD retail va egory will gr nd coffee, sp d PepsiCo h her portfolio everage Cor n attempt to roducts base y growth driv OMPANY PO smaller port w opportunity gory of the r s projected t ge proportio alue has incr row by more ports and ene have a strong expansion. O
  • 26. rporation (M cater to cha d on changin ver for the n ORTFOLIO tion containe y for CSD m ready-to-drin to grow at a on of this gro reased by $1 e than $200 b ergy drinks, g presence ac Other compa MNST) are al anging consu ng consumer non-alcoholic O ers, and educ manufacturers nk market. compounde
  • 27. owth will com 135 billion an billion by 20 and bottled cross these anies so investing umer tastes. r preference c beverage cate s to d me nd 020. g in es and The Cons soft drink C. Why By Sharo
  • 28. Falling d The non- falling, p carbonate demand h respectiv Key indi The per c 2013, fro and a slo One of th is weak c US and E NON sumer Staple k companies growth is sl on Bailey • N demand -alcoholic be primarily in d ed soft drink has declined vely.
  • 29. icator—per capita CSD c om 701 8-oun wer rate of U he reasons fo consumer sp Europe. N-ALCOHO es Select Sec s. luggish in th Nov 20, 201 everage indu developed m k (or CSD) v d. Previously capita cons consumption nce servings US populatio or the contin ending, caus OLIC BEVE
  • 30. ctor SPDR E he non-alcoh 4 12:09 pm ustry is facin markets. Beve volumes in th y, US CSD v sumption n in the US f s in 2012. Re on growth. nued decline sed by adver ERAGE CO ETF (XLP) p holic bevera EST ng challenges erage Digest he US, maki volumes decl fell to about educed cons
  • 31. in soft drink rse macroeco OMPANY PO provides an a age industry s. Carbonate t indicates a ng it the nin lined by 1.2% 675 8-ounce umption refl k volumes ov onomic cond ORTFOLIO attractive av y ed beverage v 3% fall in 2 nth straight y % and 1% in e servings pe flects the dec
  • 32. ver the past ditions, espe O venue to inve volumes are 2013 overall year in which n 2012 and 2 er person in clining volum few years ecially in the est in e h 2011, mes NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Note #5
  • 33. Health concerns Another major reason is the shift in consumer preferences toward healthier products. Carbonated soft drink makers have faced severe criticism from health officials, governments, and communities alike for the ill-effects of high sugar content, artificial sweeteners, and other harmful ingredients in their products, including those in diet soda variants. Consumers are also more conscious of the health risks associated with soft drinks such as obesity and nutritional deficiencies, especially in youth. As a result, they’re opting for other beverages that are non- carbonated and have fewer calories. The World Health Organization suggests that sugar should account for only 5% of total energy intake per day. That’s around 25 grams of sugar per day for an adult of normal body mass index. Health officials feel that this percentage should be even lower for a better quality of life. A single soda can contains around 40 grams of sugar. The soda tax Mexico, which has the highest rates of obesity in the world, has imposed a 10% tax on sugary beverages to discourage the consumption of these drinks. There is a strong possibility that many other countries will introduce a soda tax to reduce sugar consumption through carbonated drinks. In the next part of this series, we’ll discuss how soft drink makers including The Coca-Cola Company (KO), PepsiCo, Inc. (PEP), Dr Pepper Snapple Group,
  • 34. Inc. (DPS), and Monster Beverage Corporation (MNST) are sustaining business under such challenging conditions. Coca- Cola and PepsiCo are part of the Consumer Staples Select Sector SPDR ETF (XLP). D. Key indicators of the non-alcoholic beverage industry By Sharon Bailey • Nov 20, 2014 12:09 pm EST Factors influencing sector growth The non-alcoholic beverage industry falls under the consumer staples category (XLP), which is non-cyclical in nature compared to the consumer discretionary sector. In this part of the series, we’ll look at the factors that impact the growth of the non- alcoholic beverage industry. Consumption expenditure The Bureau of Economic Analysis (or BEA) releases the personal income and outlays monthly reports that indicate changes in individuals’ personal incomes, savings, and expenditures. US consumption spending accounts for over two-thirds of the country’s gross domestic product (or GDP). The US real personal consumption expenditure for non-durable goods measures consume basis.
  • 35. Disposab Consump less perso Increase Conferen confiden as reflect Accordin in emerg expected A favora alcoholic ETFs) th (XLP) ha PepsiCo, (MNST). NON r spending o ble income a ption expend onal current in consumer nce Board an ce index, wh ted in consum ng to market
  • 36. ing markets d to continue ble trend in c beverage in at invest in t as holdings i , Inc. (PEP), . N-ALCOHO on non-durab and consum diture depend taxes. Peopl r confidence nd the Unive hich indicate mer spendin -intelligence has surpasse doing so. consumer sp ndustry. It’s the consume in the major Dr. Pepper OLIC BEVE
  • 37. ble goods, su mer confiden ds on dispos le tend to sp e also increas ersity of Mic es the degree ng and saving e firm Eurom ed that in de pending on n also good fo er staple sect soft drink co Snapple Gro ERAGE CO uch as food a nce sable income pend more w ses consump chigan each p e of optimism g activities. monitor Inter
  • 38. eveloped mar non-durable or the perform tor. The Con ompanies lik oup, Inc. (DP OMPANY PO and beverag e, which is m with a rise in t ption expend provide mon m about the rnational, co rkets every y goods is a p rmance of ex nsumer Stapl ke The Coca PS), and Mo ORTFOLIO es, on an inf measured as p their disposa diture. In the
  • 39. nthly reports state of the e onsumer-exp year since 20 positive indic xchange-trad les Select Se a-Cola Comp onster Bever O flation-adjus personal inc able income US, the on the cons economy penditure gro 000, and is cator for the ded funds (or ector SPDR E pany (KO), age Corpora sted come .
  • 40. sumer owth non- r ETF ation E. Under By Sharo Industry Soft drin producer Bottling Compani finished p Another, make the and other beverage Also, bot fountain beverage Distribu The exten
  • 41. produce o distribute Corporat Unilever Pricing p Coca-Co Carbonat soft drink NON rstanding th on Bailey • N y Partners ks constitute rs and bottler and distrib ies in the sof products, ma is by selling e final produ r ingredients es to distribu th bottling p retailers. Fo es for immed tion: Third
  • 42. nsive reach o or distribute e certain bran tion (MNST) and Starbuc power la and Pepsi ted soft drink k companies N-ALCOHO he value cha Nov 20, 201 e a major par rs play a vita bution netwo ft drink indu ade at compa g beverage c uct by combin s. The bottler utors or direc artners and c ountain retail diate consum -party prod of The Coca third-party nds of Dr Pe
  • 43. ). PepsiCo se cks, respectiv iCo’s wide d ks have simi s extend low OLIC BEVE ain of the so 4 12:08 pm rt of the US al role in the ork ustry reach th any-owned b concentrates ning the con rs then pack ctly to retaile companies m lers include r mption. ducts a-Cola Comp brands. For epper Snapp ells Lipton a
  • 44. vely. distribution n ilar prices du er prices und ERAGE CO oft drink ind EST food and be e value chain he end marke bottling facil and syrups t ncentrates wi kage the prod ers. manufacture restaurants a pany (KO) an instance, Co le Group, In and Starbuck network give ue to the inte der promotio OMPANY PO
  • 45. dustry everage indu n of the soft d et in two wa lities, to dist to authorized ith still or ca duct in conta fountain syr and convenie and PepsiCo, oca-Cola is l nc. (DPS) an ks brands un es them sign ense compet onal offers. I ORTFOLIO ustry. Syrup o drink industr ays. One way tributors and d bottling pa arbonated wa
  • 46. ainers and se rups and sell ence stores, , Inc. (PEP) licensed to p d Monster B nder partners nificant pricin tition in the i In recent tim O or concentra ry. y is by sellin d retailers. artners, who ater, sweeten ell these l them to which produ allows them produce and Beverage hips with
  • 47. ng power. industry. Oft mes, such ate ng then ners, uce m to ften, promotio because t substitute The non- sector thr holdings F. A guid By Sharo Industry The non- contain c coffee an
  • 48. bottled w sometime beverage Dominan The glob of $337.8 size of $1 NON onal offers ha they’re unde es such as te -alcoholic be rough the Co in Coca-Co de to the non on Bailey • N y overview -alcoholic be carbonated o nd tea. The s water, ready- es referred to e retail sales. nt carbonat
  • 49. bal soft drink 8 billion in 2 189.1 billion N-ALCOHO ave been use er pressure d ea, energy dr everage indu onsumer Sta la and Pepsi n-alcoholic b Nov 20, 201 everage indu r non-carbon oft drink cat to-drink tea o as liquid re In this serie tes category k market is le 2013. In the n, and juice, OLIC BEVE ed to boost v due to rising rinks, and wa
  • 50. ustry is part o aples Select S iCo. beverage ind 4 12:08 pm ustry broadly nated water, tegory domin and coffee, efreshment b es, we’ll focu y ed by carbon same year, C with a mark ERAGE CO volumes of th health conce ater. of the consum Sector SPDR dustry EST y includes so a sweetener nates the ind and sports a
  • 51. beverages (o us on the sof nated soft dri CSDs were f ket size of $1 OMPANY PO he carbonate erns and com mer staples R ETF (XLP oft drinks and r, and a flavo dustry and in and energy d or LRBs). In ft drink or L inks (or CSD followed by 146.2 billion ORTFOLIO ed soft drink mpetition fro sector. You P), which has d hot drinks or, and hot d
  • 52. ncludes carb drinks. Soft d the US, LR LRB market. Ds), which h bottled wate n. In a later p O ks. That’s om healthy can invest in s notable . Soft drinks drinks includ onates, juice drinks are RBs lead food had a market er, with a ma part of this se n this s de e,
  • 53. d and t size arket eries, NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO we’ll discuss why CSDs have been losing popularity, and why sales of other beverages, including juices and ready-to-drink tea, are increasing. Major companies The non-alcoholic beverage market is a highly competitive industry that includes two behemoths —The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP). Collectively, these companies hold about 70% of the US CSD market. Dr Pepper Snapple Group, Inc. (DPS), Monster Beverage Corporation (MNST), and Cott Corporation (COT) are some other key players in the CSD market. Many international markets are also dominated by Coca-Cola and PepsiCo, but include other companies such as Groupe Danone, Nestle SA, and Suntory Holdings Limited. Non-alcoholic beverage manufacturers, like Coca-Cola and PepsiCo, are part of the consumer staple sector. You can invest in these companies through the
  • 54. Consumer Staples Select Sector SPDR ETF (XLP). G. Statistics and facts on non-alcoholic beverages and soft drinks The non-alcoholic beverages industry encompasses liquid refreshment beverages (LRB) such as bottled water, carbonated soft drinks, energy drinks, fruit beverages, ready-to-drink coffee and tea, sports beverages and value-added water. This is a great site to find statistics: http://www.statista.com/topics/1662/non-alcoholic-beverages- and-soft-drinks-in-the-us/ H. NY Times Article, February 2015 BEVERAGES - NON-ALCOHOLIC TODAY 5 DAY 1 MONTH 1 YEAR MKT CAP +0.16% –0.37% +0.67% +20.48% 136.1B The Beverages - Non-Alcoholic industry group consists of companies engaged in manufacturing non-alcoholic beverages, such as water, fruit drinks, soft drinks, iced coffee and tea, as well as other flavored beverages. The Beverages - Non-Alcoholic industry excludes tea bags and instant coffee manufacturing, fruit juices and concentrates, classified in Food Processing. Beverages - Non-Alcoholic
  • 55. Defined by Thomson Reuters Market cap. 1-day % change 1-month % change YTD % change Low High 52- week Page: 1 | 2 | Next » NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Defined by Thomson Reuters
  • 56. Market cap. 1-day % change 1-month % change YTD % change Low High 52- week Coca-Cola Enterpri... CCE: NYSE 10.5B +0.54 +3.14 +1.11 Coca-Cola FEMSA, S... KOF: NYSE 6.0B +2.42 +1.91 +0.90 Dr Pepper Snapple ... DPS: NYSE 15.2B +0.77 +0.39 +9.96 Embotelladora Andi... AKO.B: NYSE 2.5B –0.97 +3.04 +1.82 Fomento Economico ... FMX: NYSE 31.0B +2.01 +2.06 +1.70
  • 57. Monster Beverage C... MNST: NASDAQ 20.3B +0.11 +1.63 +11.92 PepsiCo, Inc. PEP: NYSE 146.8B +0.34 +0.54 +4.76 Sodastream Interna... SODA: NASDAQ 393.3M –0.37 –2.75 –6.91 The Coca-Cola Co KO: NYSE 183.8B –0.33 –3.09 –0.59 Coca-Cola Bottling... COKE: NASDAQ 947.9M +0.44 –1.70 +16.14 National Beverage ... FIZZ: NASDAQ 1.0B –1.53 –2.77 –0.53 Youngevity Interna... YGYI: OTHER OTC 94.5M +3.15 +1.00 +1.00 Alkaline Water Com... WTER: OTHER OTC 14.4M +23.33 +78.31 +50.00 Cott Corporation (... COT: NYSE 748.2M +1.14 +0.88 +16.13 DNA Brands, Inc. DNAX: OTHER OTC
  • 58. 24.0K 0.00 –50.00 0.00 Hangover Joe's Hol... HJOE: OTCBB 778.0K –21.67 +11.90 – 12.96 NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Defined by Thomson Reuters Market cap. 1-day % change 1-month % change YTD % change Low High 52- week
  • 59. Jones Soda Co. ( U... JSDA: OTHER OTC 17.0M –0.36 +18.89 +18.86 Konared Corp KRED: OTHER OTC 8.0M +16.28 –6.54 –29.08 NOHO Inc DRNK: OTCBB 275.0K +13.60 –38.26 –71.60 Pulse Beverage Cor... PLSB: OTHER OTC 8.4M –7.99 –13.46 –46.63 Beverages - Non-Alcoholic Defined by Thomson Reuters Market cap. 1-day % change 1-month % change YTD % change Low High 52-week Puresafe Water Sys... PSWS: OTHER OTC 383.3K 0.00 0.00 0.00 Reed's, Inc. REED: AMEX 71.1M 0.00 +0.37 –7.95
  • 60. Uplift Nutrition I... UPNT: OTCBB 555.7K 0.00 –50.00 +28.62 Crystal Rock Holdi... CRVP: AMEX 15.8M 0.00 +1.37 –2.95 Global Future City... FTCY: OTHER OTC 19.1M 0.00 +131.82 +100.00 MOJO Organics Inc MOJO: OTHER OTC 3.4M 0.00 –4.81 0.00 New Leaf Brands In... NLEF: OTHER OTC 505.6K 0.00 –16.67 +36.36 Note #5: I. Histor The non- has a dire support h Beverage the indus billion at commun The Ame non-alcoh
  • 61. Carbonat ABA rep industrie regular a drinks, sp ABA pro maintain also serv voice in l refreshm technical J. In-depth advancem 1.) C Omega-3 By Jamie NON ry of Americ -alcoholic be ect economic hundreds of t e companies stry, provide t the federal ities across t erican Bever
  • 62. holic bevera ted Beverage presents hund s. Together nd diet soft ports drinks, ovides a neut ing their trad es as liaison legislative an ment beverage l, regulatory, articles on r ments. Cognitive he 3s popular in e Popp N-ALCOHO can Beverage everage indu c impact of $ thousands m and their em significant t level - and c the nation. rage Associa
  • 63. age industry. es, and renam dreds of bev , they bring drinks, bottl , energy drin tral forum in dition of spir n between the nd regulator e industry, th , legal and c research and ealth appeal ngredient fo OLIC BEVE e Associatio ustry plays an $141.22 bill more that dep mployees, an tax revenues contribute m ation (ABA) ABA was f
  • 64. med the Nat verage produ to market hu led water and nks and ready n which mem rited compet e industry, g ry matters. A he American ommunicati developmen ls to all dem or brain heal ERAGE CO n n important ion, provide pend, in part, nd the firms s - more than more than $76 is the trade founded in 1
  • 65. ional Soft D ucers, distribu undreds of b d water beve y-to-drink te mbers conven tition in the government a As the nation n Beverage A ons experts nt trends, ne mographics lth OMPANY PO role in the U es more than , on beverag and employ n $14 billion 65 million to association 1919 as the A Drink Associa utors, franch
  • 66. brands, flavo erages, 100 p eas. ne to discuss American m and the publ nal voice for Association effectively r w products a ORTFOLIO U.S. econom 233,000 job ge sales for th ees indirectl n at the state o charitable c that represen American Bo ation in 196 hise compan rs and packa percent juice s common is marketplace. lic, and prov the non-alco
  • 67. staff of legis represent me and formula O my. Our indus bs and helps heir liveliho ly employed level and $2 causes in nts America ottlers of 6. Today th nies and supp ages, includi e and juice ssues while The Associa vides a unifie oholic slative, scien embers' inter ation stry to ods.
  • 68. d by 22.7 a's he port ing ation ed ntific, rests. An estim are older the Alzhe with Alzh adds. Increasin exercise loss and are emerg children generatio executive maximiz memory, Many ing
  • 69. of scienti magnesiu biloba, v ingredien sustainab Kaiserau from DSM OTEC 25 source of DPA, acc NON mated 5.2 mi r than 65, you eimer’s Asso heimer’s dis ngly, attentio in line with dementia. H ging to help develop cog on strives for e officer at O ing intake of alertness, at gredients are ific support, um; resverat inpocetine, g nts that are w
  • 70. ble sources o ugst, Switzer M, a fish fre 50CL-K deli f omega-3s f cording to th N-ALCOHO illion Americ unger-onset ociation, Ch sease and oth on is being p consumers, However, ing all age grou gnition early, r maintenanc Oceans Ome f the right in ttention, mo e associated according to trol; pycnoge ginseng and water soluble of omega-3s land, and Nu
  • 71. ee, vegetarian ivers Omega from menhad he company. OLIC BEVE cans suffer f Alzheimer’s icago. Furth her dementia ut on brain h particularly gredients that ups to suppor “Cog , [middle-ag ce for as lon ga, Montval ngredients to od and focu with cogniti o Berl. But v enol; vitamin curcumin al O e and clear b from ingred utegrity, Irvi
  • 72. n and sustain aActiv from den that cont ERAGE CO from Alzheim s impacted 2 hermore, tota as were estim health and pr baby boome t help consum rt brain deve gnitive healt ed people] c g as possible le, N.J. “Con o maintain co s.” ive health, bu vitamin D; c n E; and bota lso are consi ceans Omeg because of its dient partners ine, Calif. O nable source
  • 73. Nutegrity, a tains a balan OMPANY PO mer’s diseas 200,000 peop al payments mated at $21 reventative m ers, expressi umers mainta elopment, fo th applies to count on it fo e,” says Vol nsumers are ognition for ut omega-3 D coenzyme Q1 anicals such iderations, h ga offers a ra s stabilizatio s such as DS OTEC 300LD e of DHA fro a pure, sustai anced level o
  • 74. ORTFOLIO se, and althou ple last year in 2014 for a 4 billion, the measures su ing concerns ain their cogn ocus and mor all ages, as or their caree lker Berl, fou naturally int a lifetime, su DHA has th 10; phosphat h as ashwaga he adds. ange of stabl on technolog SM Nutrition DHA deliver om algae, th inable, vertic of omega-3s O ugh the majo
  • 75. r, according t all individua e association uch as diet an s about mem nitive abiliti re. newborns an ers, and the under and ch terested in upporting he strongest b tidylserine; andha, ginkg le omega-3 gy and nal Products s life’sDHA he company s cally integra DHA, EPA ority to als n nd mory
  • 76. ies nd older hief body go , A says. ated and Used in c products beverage according Mental e Nutegrity products “The [bra from cog looking f memory antioxida
  • 77. Nutegrity and omeg their form nutraceut “Most of 3s,” Phill time on i a turnkey Focus for to a wide being pul substanti findings NON clear beverag at ambient t e processing g to the com energy y closely fol that provide ain health] c gnitive functi for some typ and improve ants and anti
  • 78. y, a division ga-3s, Phillip mulations, bu ticals. f the work w lips says. ”A ngredients, a y solution.” rmulas and e e audience, b lled from sto iating new an in clinical tr N-ALCOHO ges and liqui temperatures conditions s mpany. lows the adv e a memory b category is in ion, but mill pe of edge,” s ed cognitive i-inflammati
  • 79. of Omega P ps says. From ut the compa we’re doing is At one time, m and now the energy drink but the claim ore shelves. A nd existing c rials. OLIC BEVE id nutritiona s, the compa such as hot f vent of brain boost or afte nteresting to lennials and says Matt Ph function, bu on specific t Protein Corp m a beverag any also pro s focused on
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  • 83. nsumers on and challeng t, and they ar Nutegrity. t only on ell as diseases, he ness in fishin se omega-3s of ions of omeg ent and spend e to the table dients to app everages risk able time ients based o shed ges re says. ng s in ga- ding e with
  • 84. peal k on NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Oceans Omega closely follows studies related to adolescents and brain health. For example, to determine the effects of algal DHA supplementation on reading and behavior in healthy school- aged children, researchers conducted the Docosahexaenoic Acid Oxford Learning and Behavior (DOLAB) Trial and reported that supplementation with 600 mg each day with algal DHA for 16 weeks improved reading and behavior in healthy school-aged children, aged 7 to 9 years old, with low reading scores. “We work on educating the end producer,” says Karen Todd, director of global brand marketing at New York City-based Kyowa Hakko U.S.A. Inc. The company’s Cognizin product features citicoline, which increases cellular synthesis and energy, she says. Ingredients such as Cognizin are associated with boosting brain energy, supporting mitochondrial health, and boosting levels of ATP, according to the company’s research. This ingredient also is associated with increased focus and concentration as well as memory storage and recall. “We do clinical studies on raw materials [with healthy subjects], and results of that help us
  • 85. identify what levels are appropriate to make claims,” Todd says. “The producer and finished product company do their pre-market test, but they’re looking at the science behind it to support their claims from the start.” Kyowa Hakko is replicating clinical trials done with millennials, pre-menopausal women and baby boomers with more targeted groups including adolescents and athletes. Futureceuticals, Momence, Ill., also sees the value of clinical trials and is in the midst of several that involve its ingredients including CoffeeBerry coffee fruit, a line of powders and concentrates of the fruit of the coffee plant, including the bean. “We consider demographics when we’re choosing outcomes to focus on for our claims,” says Brad Evers, vice president of business development. “In the case of CoffeeBerry coffee fruit extract, we discovered that it has a unique capacity to increase serum levels of brain-derived neurotropic factor (BDNF), which is a key neuro-protein involved in cognition, mood and other key neuro-processes. We chose to focus on cognition and mood, given the enormous public interest in cognitive and mental health at all age levels. Baby boomers frequently cite cognitive health as their No. 1 concern, and younger people are motivated to take action now to help ensure a higher quality of life as they age.” Major research facilities around the globe are focusing on BDNF, and Futureceuticals has two studies that indicate that coffee fruit stimulates the body to
  • 86. produce BDNF, which is something brewed coffee does not do, according to the company. “Our research on our coffee fruit products is at the forefront of new discoveries for cognitive health,” Evers says. “CoffeeBerry meets the demand for functional beverage ingredients that are natural and offer a value proposition.” NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Focus on claims Regulations as well as the flavor of the ingredients in their natural state can have an impact on beverages designed to improve memory and focus or reduce the impact of aging on the brain. “The biggest trend with cognitive ingredients is really attention given to caffeine and energy drinks by the Food and Drug Administration (FDA) and [the decision to] crack down on amounts,” Kyowa Hakko’s Todd says. “Cognizin is a non- stimulant without negative side effects. Energy drinks use Cognizin [as a replacement for caffeine], and many companies are looking to reformulate and include it at the efficacious dose.” But special treatment is required for cognitive ingredients to be beverage compatible, shelf stable, soluble and taste free. “Antioxidant beverages, focus beverages, and general brain-health and protein beverage ingredients are bitter, and [beverage- makers] have to figure out a way to
  • 87. mask [them],” Nutegrity’s Phillips says. “Another big challenge is solubility, and we’re finding ways through agglomeration or other techniques to make them suspend in a liquid.” Oceans Omega is able to counteract the instability and protect them from oxidizing with new technologies, but aftertaste still is a challenge. “Polyunsaturated fatty acids have the propensity to oxidize quickly and develop very repugnant odor and taste offnotes,” Berl says. “Many [omega-3] products still have a fishy or marine aftertaste, and their manufacturing requires an increased complexity in processing and handling these sensitive ingredients in the production processes.” Certain nutrients also just don’t mix well, according to Russ Hazen, North American premix innovation manager for Fortitech Inc., Schenectady, N.Y. “Certain iron compounds can have unfavorable effects on product quality and consumer acceptance by increasing the oxidation of polyunsaturated fatty acids,” Hazen says. “On the other hand, inclusion of suitable amounts of antioxidants, like vitamin E, is important to protect polyunsaturated fatty acids from oxidation. In liquid beverages, adverse interactions between calcium and phosphorus can be tricky and can result in unsightly mineral precipitation products under certain conditions” When bitterness is a factor, masking agents can address this issue as well, according to Kyowa Hakko’s Todd. Futureceuticals, however, will provide its bitter
  • 88. CoffeeBerry products and extracts as-is because the more natural state is preferred by its customers, Evers says. 2.) 2 Survey-ta By Jessic January 1 If the gro planning temperam into the b analytics deeper in moving u product a One area this attrib No. 3 to N 9 last yea “vitamin Although survey-ta designati Trade,” “
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  • 96. Fair NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO The right flavor mix With all of the flavors that are out there, beverage-makers are not at a loss for options from which to choose. According to Beverage Industry’s survey, each respondent reported using on average 11.5 flavors in 2014. When selecting which flavors they wanted to utilize, survey- takers opted for more traditional options in 2014, with orange, vanilla, lemon, strawberry and peach rounding out the Top 5. This is slightly different from last year’s survey in which the top flavors were vanilla, lemon, strawberry, mango and peach. Orange’s usage jumped up eight percentage points this year to 49 percent, compared with last year’s 41 percent. Tied with orange at 49 percent, vanilla’s usage remains fairly consistent with last year’s survey, seeing an increase of one percentage point. Other flavors that also saw modest growth were lemon (up one percentage point), strawberry (up two percentage points), peach (up one percentage point) and chocolate (up four percentage points). Flavors from last year’s Top 10 that saw contractions in 2014 were mango (down three percentage points), raspberry (down eight percentage points), apple (down four percentage points) and fruit punch (down 17 percentage points).
  • 97. Making up for some of these drop offs were lime (up seven percentage points), berry (up eight percentage points) and coffee (up six percentage points). Although orange was the most-used flavor in 2014, it did not come in as the top-selling flavor for the year. Taking the top spot was chocolate at 29 percent. Although chocolate moved up only one spot from No. 2 to No. 1 compared with last year’s survey, its percentage point increase was 15. Taking a hit, however, was strawberry. Last year’s No. 1 top-selling flavor dropped out of the Top 10 as the percentage of respondents listing it as a top- selling flavor dropped from 25 percent to 7 percent. However, not all flavors saw such a strong drop off in 2014. Vanilla moved up one spot to the No. 2 top-selling flavor after seeing its percent usage increase from 14 percent to 24 percent. Mango also had a positive year, jumping from No. 10 to No. 3. The tropical flavor saw its reported sales status increase from 10 percent to 22 percent. This year’s survey also saw a handful of new flavors make the Top 10 list. Raspberry, coffee, black tea, orange and peach all made the top-selling flavors in 2014 list, knocking out apple, berry, fruit punch, lime and, as previously mentioned, strawberry. As beverage-makers prepare for 2015, the top sellers for 2014 are expected to carry over into the next calendar year. Chocolate is listed as the No. 1 anticipated top-selling flavor for 2015, with
  • 98. 29 percent of respondents naming the indulgent variety. This is a strong increase from last year’s survey results in which only 17 percent of respondents listed it as a top-selling flavor. Also making significant gains is coffee, which entered the Top 10 in the No. 2 spot after being left off last year’s list. Making a more modest increase, vanilla’s anticipated selling performance increased one percentage point from 19 to 20 percent to round out the Top 3. Developi As bever dairy-bas Forty-tw the 35 pe points to out the T categorie last year. what area responde demand, sales and Natural a of survey responde were allo cleaner la
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  • 105. three-quarter customer Marketing a respectively tely 70 perce cts. Of those io. Respond and many li ds of respond ose who plan Consumer trepreneuria om ntage und juice cent g rs of and y. ent e dents sted dents
  • 106. n to l side NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO For instance, the mean and median of the number of employees for this year’s survey are 201 and 63 employees, respectively. However, last year’s survey- takers reported a mean 1,278 employees and a median of 180 employees. This team size also affected the number of employees who are working on developing new products. Last year, the survey found a mean of 60 employees and a median of eight employees working on new product development. This year, the teams are much smaller, with the mean and median at 10 and four employees, respectively. Although the company sizes and new product development teams of respondents are from a smaller base than last year, their outsourcing portions did not differ too much. Twenty-nine percent stated they outsource a portion of their new product development versus the 35 percent that said the same last year. However, the main difference was the areas of new product development that they outsourced. Sixty-two percent of respondents reported outsourcing prototype development, followed by 46 percent for concept and product testing, and 38 percent for market research. Last year, market
  • 107. research and prototype development tied for first with 46 percent naming those as areas of outsourcing. Concept and product testing rounded out last year’s Top 3, with 42 percent naming this as an area of new product development. Holding steady with last year’s numbers, though, was the amount of respondents stating that a team approach is utilized in new product development. Ninety- three percent (the same number as last year) indicated using a team environment. Among those who use a team approach, 81 percent said sales and marketing are involved, while 79 percent listed R&D. This is slight flip from last year’s survey in which 80 percent of respondents named R&D, and 77 percent reported sales and marketing. Upper management also remains a constant for survey-takers, with 62 percent listing their involvement compared with last year’s 61 percent. Slightly higher than last year’s survey results, nearly nine out of 10 respondents whose upper management is regularly included on new product development projects have involvement from their chief executive officers. This is up from last year’s more than three-quarters of respondents. This variation could be reflective of the significant difference in the company size mean and medians between the two years. Fifty-eight percent of survey-takers also indicated supplier involvement in new product development, compared with last year’s 61 percent.
  • 108. The length of time to develop a new product also saw an uptick in this year’s survey, with mean time from inception to launch equating to 11 months. This is up from last year’s nine months; however, one-third of this year’s respondents noted that this is faster for them than in previous years. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Perhaps reflective of the company size decrease from last year’s survey-takers, the mean number of products developed in 2014 was 24, compared with 40 in 2013. Following suit, the mean number of those released decreased from 17 in 2013 to nine in 2014. The number of successful new product launches also experienced contraction, with the mean equating to five in 2014 versus 11 in 2013. What the future holds Looking ahead to 2015, respondents remained optimistic about their new product releases, with more than half indicating that they plan to launch more new products in the market in 2015 versus 2014. Planning and assessments also will be staples with survey- takers, as 60 percent said they have a defin-itive new product development plan. Post-launch assessment was even higher, with 76 percent having that in place. This is an increase from last year’s results in which 62 percent
  • 109. indicated they had a definitive new product development plan, and 65 percent reported having a post-launch assessment. Total cost to new product development also experienced some fluctuations between the two surveys. This year’s had a mean and median of $209,080 and $37,500, respectively. Last year’s respondents had a mean of $348,717 and a median of $20,000. However, when it came to R&D budget comparisons, the numbers were fairly similar, with 44 percent listing an increase in their budget versus 41 percent last year. Beverage Industry’s New Product Development Outlook survey was conducted by BNP Media’s Market Research Division. The online survey was conducted between Sept. 29 and Oct. 13, 2014, and included a systematic random sample of the domestic circulation of Beverage Industry and its sister publications Dairy Foods and Prepared Foods. Of the respondents, 44 percent process juice and juice drinks, 40 percent process coffee and tea, 33 percent process dairy-based drinks, 29 percent process sports drinks, 24 percent process water, 22 percent process energy drinks, 18 percent process spirits, 13 percent process carbonated soft drinks, 13 percent process wine, and 9 percent process beer. Thirty-one percent of respondents were from companies with less than $10 million in annual revenue. Another 31 percent of respondents were from
  • 110. companies with revenue between $10 million and $50 million. A total of 9 percent were from companies in the mid-size range of $50 million to less than $100 million. Thirteen percent were from companies with revenue between $100 million to less than $500 million. In the $500 million to less than $1 billion range were 9 percent of respondents. Representing the large-size range of more than $1 billion in company revenue were 9 percent of respondents. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Males accounted for 67 percent of the respondents, and the average age equated to 43. For industry experience, 20 percent indicated one to three years; 18 percent reported four to 10 years; 33 percent said 11-20 years; 20 percent listed 21-30 years; and 9 percent had 31-40 years of experience. Regionally, 33 percent said they currently live in the South, 27 percent indicated the Northeast, 24 percent listed the Midwest, and 16 percent reported living in the Western portion of the United States. K. Nielsen identifies consumer health concerns ABA, brand owners proactive in offering solutions By Jessica Jacobsen February 16, 2015
  • 111. Aside from the Valentine’s Day candy and treats on the store shelves, the first quarter of a new year tends to be filled with diet- and exercise-related products to appeal to those consumers who resolved to lose weight or eat healthier in the new year. For myself, my resolution to lose weight will likely come around mid- to late summer when I get the OK from the doctor to lose my baby weight. However, many other consumers have expressed the need to address their health and weight issues, which could become an opportunity for food and beverage manufacturers. According to Nielsen’s Global Health & Wellness Survey, nearly half (49 percent) of the global respondents consider themselves overweight. Citing the 2013 Global Burden of Disease Study, the New York-based market research firm says that an estimated 2.1 billion people, or nearly 30 percent of the global population, are overweight or obese. However, Nielsen’s study shows that consumers are willing to take charge of their health and are willing to pay a premium to do so. Because of the vast number of consumers who are concerned about obesity and other health- related issues, Nielsen suggests that brand owners should better align their offerings with these consumer need states in order to see growth benefits. “There is a tremendous opportunity for food manufacturers and retailers to lead a healthy movement by providing the products and services that consumers want and need,” said Susan Dunn, executive vice president of global professional services
  • 112. with Nielsen, in a statement. “While diet fads come and go over time, innovative, back-to- basics foods that taste good, are easy to prepare, and provide healthful benefits will have staying power. The first step is knowing where to put your product development efforts.” In the beverage space, we already are seeing brands and associations addressing this trend. This month’s Special Report article on health and wellness (page 18) details how leading advocacy groups including the American Beverage Association and brand owners such as The Coca-Cola Co., PepsiCo Inc. and Dr Pepper Snapple Group (DPS) have pledged to reduce the number of NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO calories that each American consumes on a national level by 20 percent by 2025. Beyond this pledge from non-alcohol industry leaders, the beverage marketplace is seeing more low-calorie brands find a home with consumers as their products expand distribution. In this month’s cover story on Bai Brands LLC (page 24), Chief Executive Officer Ben Weiss details how the company’s national distribution agreement with DPS has allowed the enhanced-water brand to share its Bai5 and newest innovation, Bai Bubbles, with a broader audience that was looking for a healthy beverage solution. As some consumers search for solutions to their health and
  • 113. wellness needs, it’s great to see so many in the beverage space being proactive in delivering products that address them. http://www.bevindustry.com/articles/88194-nielsen-identifies- consumer-health-concerns L. Other ways to bottle our beverage. (NVE perhaps?) http://www.bevindustry.com/videos?bctid=946203236001 M. Zico to send fan to Sochi 2014 Winter Olympic Games Winner will meet gold medal skier Julia Mancuso November 5, 2013 El Segundo, Calif.-based Zico Beverages LLC’s same-named coconut water brand announced a sweepstakes through which fans can enter to win a trip for them and a friend to attend the Sochi 2014 Winter Olympic Games and meet 2006 Olympic champion Julia Mancuso. The winner will receive round-trip tickets to Russia, a four- night stay in a hotel overlooking the Black Sea, and tickets to some of the most popular Olympic events including snowboarding, speedskating and alpine skiing. The sweepstakes runs through Nov. 21, and fans can enter at zico.com/sochi2014. Mancuso, who will compete in alpine skiing at the Winter Olympics, will represent Zico as a brand ambassador.
  • 114. “Zico has already been an amazing partner hydrating me on and off the slopes," Mancuso said in a statement. "Now, they're giving two winners a chance to come to Sochi. How cool is that?" Chief Executive Officer and Founder of Zico Beverages LLC Mark Rampolla added in a statement: “Zico has always supported athletes at every level by providing them with the naturally replenishing powers of coconut water. We're honored to be part of the world's most prestigious sporting event and to be hydrating the top athletes in the world.” Addition and favor Through the Olym http://ww games N. Bai B Enhance marketin By Jessic February Usually w neighbor
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  • 119. n can be the “We innova “We believe ve advantage O er training ti oconut water ter-olympic- istribution, tion: the alarm testing down to one catalyst tha ate to disrup being disrup e.” ips of - g in lane. at
  • 120. t,” ptive NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Bai has been disrupting the marketplace since August 2009 when it launched its Bai and Bai5 beverage lines. Since then, the company has seen its enhanced- water brand post strong year- over-year sales numbers, expanded its product lineups, and taken its distribution to a national level. Delivering solutions Emphasizing the widespread concerns related to obesity, diabetes and artificial ingredients, Weiss notes that the ideation behind Bai was to offer a healthy solution to these problems. “For us, health and wellness is about delivering a truly flavorful experience but doing it in a very responsible way with ingredients that are pure and not artificial, delivering antioxidants as a functionality, and doing without the use of calories and sugar,” he says. “I think we’re doing our part to address an epidemic. The industry overall is looking for that solution.” With 5 calories in each serving, Bai5 features a sweetener blend of what Weiss calls “smart sweeteners,” namely organic stevia and erythritol, but also offers fresh fruit flavor that is infused
  • 121. with antioxidant-rich coffee fruit. Coffee fruit, the fruit that grows on the coffee plant and contains the coffee bean, is an attribute that helps Bai5 deliver on its health and wellness promises. The all-natural ingredient had not been widely used in beverages until recently, and the coffee fruit that Bai uses is rich in antioxidants, Weiss notes. Until recently, this fruit commonly was discarded during the coffee-farming process, he adds. Understanding the antioxidant power within the fruit, Bai saw an opportunity to harness this into an edible commodity. “Personal health benefits are only part of the mission,” Weiss says. “Eliminating waste wherever possible is the duty of every person on this planet; as is helping your neighbors achieve a better life. When traditional — wasteful — coffee-harvesting methods are used, the discarded fruit ends up in waterways by the coffee plantation. Massive amounts of rotting coffee fruit pollute surrounding streams with a buildup of ochratoxins, aflatoxins and caffeine. By turning this composted material into a consumable product, Bai is keeping the waterways clean and the ecosystem in balance, generating a new revenue stream for local farmers, and blazing the trail for a healthier environment.” In finding what Weiss calls its “holy grail” with Bai5, the company also made a strategic decision in 2012 when it discontinued production of its mid- calorie product, Bai. Although the
  • 122. mid-calorie product contained some of the company’s strongest- performing flavors, Weiss decided to discontinue the line in order to avoid consumer confusion. “It was really an intent to not confuse our consumer, and it was a belief that what we had at that time [in Bai5] was becoming a bigger part of our portfolio,” he says. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO Even though it was a difficult decision to discontinue the mid- calorie offering, the company has not looked back and has posted approximately 300 percent growth each year dating back to 2011, Weiss says. The Bai5 lineup now features 10 SKUs: Brasilia Blueberry, Malawi Mango, Ipanema Pomegranate, Molokai Coconut, Costa Rica Clementine, Tanzania Lemonade Tea, Sumatra Dragonfruit, Congo Pear, Panama Peach and Limu Lemon. Molokai Coconut and Brasilia Blueberry are the brand’s Top 2 performers, followed by Tanzania Lemonade Tea, which has a more limited distribution model than the other SKUs, Weiss notes. However, the top performers are not runaway leaders, as the difference between the 10 SKUs is in the single digits. “When you have a portfolio of 10 drinks that has single-digit variance, that says something,” Weiss adds. “Our shopper shops across the lineup.” Although Weiss believes Bai5 offers the perfect balance
  • 123. between low calories, full flavor and all-natural ingredients in the still beverage market, the company took those same principles and applied them to the sparkling beverage segment. In late 2014, the company put an effervescent spin on its Bai5 beverages with its new Bai Bubbles line. Originally available in the New York City metropolitan area, Bai Bubbles blends antioxidants from coffee fruit with exotic fruit flavors and natural sweeteners and contains 5 calories and 1 gram of sugar in each 11.5-ounce can. With nationwide distribution planned for early 2015, the new lineup is set to consist of seven flavors — Bolivia Black Cherry, Peru Pineapple, Gimbi Pink Grapefruit, Waikiki Coconut, Jamaica Blood Orange, Indonesia Nashi Pear and Guatemala Guava — each of which pays homage to popular coffee-growing regions. Weiss notes that the inspiration for launching Bai Bubbles stemmed from his time exploring the market and looking at what consumer need states needed addressing. “I spend a lot of time in the market, and I tend to think like a consumer,” he says. “I just saw a marketplace that was moving away from artificial ingredients, and I knew that we were addressing that market with Bai5, but I didn’t see that solution out there in carbonated.” Adding that the company is filled with innovators and disruptors to the marketplace, Weiss explains that the idea-to-shelf process for Bai Bubbles took only three months. “When we focus on what we want to do, and it’s the right time to do it, we can get it done pretty quickly,” he says.
  • 124. Although it still is too early to call out any variety leaders for the sparkling line, Weiss says because of its planned national launch through its distribution network and an agreement with national retailers including Target Corp., Minneapolis, the company is anticipating Bai Bubbles to be a $25 million business in its first year. With 17 total SKUs between its two lines, Weiss adds that the company still is no stranger to flavor innovations. Although he can’t share any specifics, Weiss notes that the company always is developing new flavors and new innovations. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO National news The announcement of Bai Bubbles wasn’t the only big news Bai was able to share in 2014. The company also signed a distribution agreement with Plano, Texas-based Dr Pepper Snapple Group (DPS). The companies had previously worked together in the two years prior to the agreement, but the new agreement allowed Bai Brands to further capitalize on DPS’ direct-to- store and warehouse delivery capabilities on a national level. New retailers that were added following the agreement included Kroger, Target, Sam’s Club, Walmart, Publix, Stop & Shop, Duane Reade and Safeway, plus more than 100 additional Costco stores throughout the country.
  • 125. “We have tested the Bai brand in select markets with great success over the last several quarters,” said Jeff Conrad, vice president of market development for DPS, in a statement at the time of its announcement. “There is no question that Bai fits exceedingly well with our portfolio of leading brands, and we expect this new choice to be very well received by consumers from coast to coast.” Weiss notes that the deal signed with DPS was finalized in late January/early February of 2014, which resulted in Bai Brands missing out on the 2014 planning meetings. However, that aspect didn’t hamper the expanded relationship with the companies. “We still had this amazing year of growth; still very disciplined,” Weiss says. “It was highlighted by our emerging relationship at the time with Target, which was the first national retailer to really go aggressive with the brand. They’re coming off a great year with Bai, and we started 2015 in a very aggressive way with them as well. But this is where we’re taking all of our learnings, we’re in true scale-up mode, and we’re going to build out our [all-commodity volume] (ACV) across all channels. It’s an exciting year for Bai.” He adds that to be able to have full national distribution is every beverage company’s goal, and to have that by year five is a feat he is very proud of. “Not many brands can say that,” Weiss says. “I’m very proud of the pace at which we did that now that it’s up and running. DPS will cover close to 70 percent of the country, so there are still distributors that we have engaged to
  • 126. provide full national distribution. “When you are looking to activate chains, you’re going to need to prove to that chain that you have the ability to get to every one of their stores,” he continues. “If you can’t do that, you’re not going to get much support from that chain. To be able to check that box and say, ‘Yes, we have a route to market [and] we can deliver to every one of your locations, whether you’re Sam’s Club, Costco, Target [or] whomever,’ is critical.” Because DPS does not cover all regions across the United States, Bai also has agreements with many other distribution networks including Hensley Beverage Co. for Arizona, John Lenore & Co. for the San Diego market, Polar Beverages for the New England area, The Honickman Group in the mid-Atlantic, and Admiral Beverage Corp. for the mountain regions. Through this expanded distribution network, Bai has learned that the key to reaching this success is all about winning at retail. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO “It’s all about developing a relationship with a consumer that’s stronger than any other relationship,” Weiss says. “If you and your consumer are aligned, then everybody else will fall into place, whether it is the retailer and ultimately the distributor.”
  • 127. Weiss adds that in the competitive beverage market, Bai is able to stand out because of the promises it delivers on health and wellness. “The beverage category is extremely competitive with new brands emerging almost routinely,” he says. “However no one has delivered on consumers’ needs like Bai. In a world increasingly seeking healthier options, Bai provides consumers a variety of beverage options that not only have great flavor but [make] people feel good about drinking. Bai’s ability to uniquely satisfy customer’s desires is reaffirmed in its strong sales growth across all retail channels. Bai’s performance paints a compelling story that has enabled solid increases in distribution.” Additionally, if a brand is able to be data driven and show through sales reports how it’s performing in the market, the distribution will follow, Weiss explains. Those on-paper numbers were crucial to Bai Brands achieving its distribution success. “When you look at the numbers, you’d have to be foolish to not stand strong behind the brand, and that’s what’s happening,” he says. “The retailers see Bai’s strong momentum and say, ‘Wow I get it. You’re my salvation to enhanced water, and I’m going to now give you this,’ and then you take that to a distributor and say, ‘We’ve got to deliver,’ [and] it becomes a lot easier.” The support tool With so much in place for 2015, the company is expecting more great things to come this year, Weiss says. “You’re going to see the product become ubiquitous
  • 128. in all channels. I truly believe that this is the next iconic beverage in the making, and everyone else is going to get to hopefully share in that opinion this year.” Beyond the expanded lineup, the increased distribution network and the industry accolades, Bai aspires to have a voice: a voice that addresses the dilemma. “I founded Bai because I believed that building a great beverage experience would improve people’s lives,” Weiss says. “Over the past five years, I have marveled at the serendipitous timing of this idea and the way our customers have accepted what Bai stands for and responded to the way we go about bringing it into their lives. As a team, we have pushed hard to increase our sales velocity and improve our retail execution while focusing on the ‘big bets’ that will make a difference within the lives of our consumers.” When it comes to innovation and Bai’s future, Weiss remains optimistic about what is to come. “Bai Bubbles is an example of how our continued innovation can play a very relevant role in providing a breadth of health and wellness with great flavor and unmatched purity to a beverage experience,” he says. “There is no doubt that a cultural shift is happening within the beverage industry. This shift is unprecedented in magnitude and will change the course of beverage for generations to come. NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
  • 129. “Bai is at the precipice of this change and, in many ways, is defining the ‘smart-age’ of beverage,” Weiss continues. “What will we make of this moment? How will we engage with an emerging beverage culture, defined not by age or income but by the people determined to change the practices of the businesses that bring beverages into their lives? The answer is simple: We will disrupt. Today the opportunities are greater than ever, and Bai is innovating in an attempt to capture the potential of this moment. By doing so, we are reshaping our company, reshaping our industry, and along the way, finding our voice.” http://www.bevindustry.com/articles/88184-bai-brands-disrupts- cpg-space-with-low-calorie-all- natural-solutions Notes BUS 599.docx BUS 599 Notes (9May) Assignment #2 https://strayer.sharefile.com/share/view/sc7bb87efc6b472ba (use this shared files to look at assignmenttwo.pdf and assignment two.pptx Mastering marketing is the glue to keeping your customers Pay close attention the requirements of the assignment Google zip codes for Silver Spring, Alexandria, Waldorf, Sterling/Herndon and Stafford
  • 130. Use demographic description slide for question 1 for assignment 2, needs to say what industry company is in and what sector the business is in (use google search) (slide) access the competition (framework of differentiation) Who: who are your major competitors? What: be very clear on the basis when which you compete How do you compare to the competition? Future: who are your potential competitors? What businesses might not be your space in the future. Allows you to envision where competitors are coming from. Barriers: What are the barriers to entry for new competitors? Examples of barriers: laws and regulations, capital constraints, experience could be a barrier, close or accessible to the customer The Five Fs are about your customer. This is how your customers perceive you, how does my product benefit the customer (five f’s are function, finances, freedom, feelings and future) Function: How does my functions affect my customers finance? Finances: feel justified spending the money Freedom: if they are purchasing your product, freedom is derived that they can come to you instead of going to the competitors (easy and convenient) Feelings: benefits derived from the consumers, making the customer believe they are getting a good product, they’ll purchase the product Future: providing a service so that customers can enjoy now and later Marketing Vehicles-Online marketing tactics (slide) Question 4: Why would they come to me and not competitors? Your technology will help you tell a story about your company. (Analytics)
  • 131. shared files.docx https://strayer.sharefile.com/share/view/sc7bb87efc6b472ba Copy of Business_Plan_Financials-Welcome to Business Plan Financials.xlsm WelcomeDemoWelcome!Thank you for trying out Business Plan Financials from Planning Shop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. Note that this demo copy of Business Plan Financials is deliberately feature-limited. We restrict you to just one product, one capital investment, one loan and 5 capital expenditures. If you purchase the Business Plan Financials, you get access to up to 10 products, 60 capital expenditures, 15 capital investments, and 20 loans. Also, the watermark that appears and prints on each page willbe removed. To use the Business Plan Financials workbook, first go to the Planning Shop tab of the Excel Ribbon.Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information
  • 132. about each worksheet, along with a "Frequently Asked Questions" (FAQ). To get started, click on the right-pointing arrow in the Planning Shop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.Version 2.7 Copyright © 2003-2012 Planning Shop WarningW A R N I N G !IT APPEARS THAT YOU DO NOT HAVE EXCEL'S MACRO CAPABILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.Excel 2007 for Windows: To enable macros: 1. Click the "Options" button in the Security Warning that appears at the top of this page. 2. A "Security Alert - Macros & Active X" window should appear. 3. Select the "Enable this content" radio button 4. Click the "OK" button. Your workbook should be ready to use now. If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2007 on Windows - Enabling Macros"Excel 2010 for Windows: To enable macros: 1. Click the "Enable Content" button in the Security Warning that appears at the top of this page.If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2010 and Excel 2013 on Windows - Enabling Macros"Excel 2013 for Windows: To enable macros: 1. Click the "Enable Content" button in the Security Warning that appears at the top of this page.If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under
  • 133. "Excel 2010 & Excel 2013 on Windows - Enabling Macros"Excel 2010 for Mac: 1. A pop-up window appears. Select "Enable Macros". 2. Your workbook should now be ready to use.Excel 2008 for Mac: Excel 2008 for Mac does not support Macros or Visual Basic, so there is no way to enable the macros. Please obtain a Mac 2008-only version of Business Plan Financials from PlanningShop.Excel 2007 on Windows - Enabling Macros 1. From the Windows Ribbon, Select the circular "Windows" button in the upper left. 2. From the drop-down menu that appears, press the Excel Options button in the lower right. 3. From the "Excel Options" pop-up, select Trust Center on the left side. 4. Select Trust Center Settings…. In the lower right. 5. In the "Trust Center" pop-up, select "Macro Settings" on the left side. 6. Then, select the Disable all macros except digitally signed macros. (This works because the Planning Shop signs all its workbooks with digital certificates.) 7. Press OK twice.Excel 2010 and Excel 2013 on Windows - Enabling MacrosNote: The procedure is exactly the same for Excel 2010 and Excel 2013, even though the Excel 2013 has a slightly different look than these screenshots. 1. In the upper left corner of the Excel Ribbon, press the "File" tab.2. Select Options, in the lower left corner.3. Select Trust Center from the Lower Left.
  • 134. 4. Click the "Trust Center Settings…" button in the lower right5. Select "Macros Settings" from the left side menu 6. Select the "Disable all macros except digitally signed macros" radio button. 7. Click "OK" twice Your Company Name ERASE ME WelcomeMacWelcome to the Mac Version of Business Plan FinancialsThank you for purchasing Planning Shop's Business Plan Financials. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. First, a few tips to get you started: You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank "ORIGINAL_PlanningShop_BusinessPlanFinancialsMac(2.7)" file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy. You installed the Mac version of the Business Plan Financials product, which does not have the Planning Shop tab available in the Excel Ribbon (unlike the Windows version). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window. Start with the "Setup" worksheet. Enter your data, and then work your way through the workbook, one worksheet at a time, by clicking the next worksheet to the right. There are 23
  • 135. worksheets/charts in this workbook. The last one (furthest to the right) is "NS5Yr." Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.For more in-depth help and assistance, refer to the Business Plan Financials Help" PDF file in your PlanningShop folder. The document contains step- by-step instructions and includes a "Frequently Asked Questions" section. To get started, find the Excel worksheet listing (each worksheet is listed on a tab) along the bottom of the Excel window. Click on the "Setup" tab to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.Version 2.7 Copyright © 2003-2012 Planning Shop WelcomeWelcome to Business Plan Financials!Thank you for purchasing Business Plan Financials from PlanningShop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. First, a few tips to get you started: SAVING A BLANK WORKBOOK, TO ALLOW FOR RECOVERY FROM MISTAKES You may start directly editing this file. If you later decide to
  • 136. start over and need a fresh copy of this file, find the blank "ORIG_PlanningShop_BizPlanFin(2.8)" file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy. NAVIGATING THE WORKSHEETS You installed the Windows version of Business Plan Financials. The Excel Ribbon now contains a "PlanningShop" tab, that contains controls to let you navigate between worksheets. The PlanningShop Ribbon looks slightly different in Excel 2007, Excel 2010, Excel 2013, but the functionality is the same. Excel 2007 for Windows:Excel 2010 for Windows:Excel 2013 for Windows: In Excel 2011 for Mac, there is no PlanningShop tab on the Excel Ribbon (Microsoft does not allow it). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window. HOW TO FILL IN THE WORKSHEETS Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.FOR MORE HELP For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information about each worksheet, along with a "Frequently Asked Questions" (FAQ). To get started, click on the right-pointing arrow in the PlanningShop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.Version 2.8
  • 137. Copyright © 2003-2014 PlanningShop MacVsWindowsAbout Our Support of Mac vs. WindowsPlanningShop supports Business Plan Financials on the following platforms:Windows1. Microsoft Windows 8 with Microsoft Excel 20132. Microsoft Windows 7 with Microsoft Excel 2010.�3. Microsoft Windows 7 with Microsoft Excel 20074. Microsoft Windows Vista with Microsoft Excel 2007Mac5. Mac OS X Lion (10.7) with Microsoft Excel 2011If you use Windows (#1 - #3 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.If you use Mac (#4 above), you need to install PlanningShop_BizPlanFinMac(2.8).dmgDifferences between Mac and WindowsBoth the Mac and Windows versions of PlanningShop's Business Plan Financials product will produce high quality, detailed financial information for your business plan. However, there are some slight differences between the functionality in Mac and Windows. These differences don't affect the data in your business plan, but they do affect the user-friendliness of the Business Plan Financials workbook. We did our very best to make the Windows and Mac versions as similar as possible. However, Microsoft does not support customization of the Excel toolbar on Mac. Therefore, while we made every effort to preserve as much functionality as possible on the Mac, there were a few things we were not able to do:1) There is no PlanningShop Toolbar in the Business Plan Financials for Mac. Instead, you will need to navigate between worksheets and charts using the Excel worksheet tabs (along the bottom edge of the workbook).2) Business Plan Financials Help is not available directly from Excel. Instead, you should open the BizPlanFin_Help(2.7).PDF file that was copied to your Mac alongside the PlanningShop_BizPlanFinMac(2.8).XLS or PlanningShop_BizPlanFinMac(2.8).XLSM file.We are as disappointed as you are that we can't provide the same level of functionality in Mac as we do for Windows. We very much hope that Microsoft will remedy the situation in the next release of
  • 138. Excel for Mac, and that we'll then be able to offer identical functionality.Moving your Business Plan Financials workbook between Mac and WindowsWe advise you to completely edit your Business Plan Financials workbook on either Mac or Windows, and to not switch between the two platforms. If you switch between platforms, you may find that the Planning Shop toolbar, menus, online help, and macros permanently disappear. SetupSetup and AssumptionsCOMPANY INFORMATIONWhat is your company's name?Your Company NameWhat month will you officially start your company?JanuaryWhat year will you officially start your company?2018SALES ASSUMPTIONSThe Worksheets can accommodate sales projections for up to 10 major product/service lines. How many major product/service lines do you plan to have for your business?Ten Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product "lines," and then base your projections on these groups of products instead of each individual product.TenMost businesses sell at least some of their products/services on credit (e.g., "net 30" as opposed to cash). What percentage of your sales will be made on credit?25% Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.For sales you make on credit, what terms will you extend? In other words, how many days will pass from the date of sale to when you expect to be paid?30 Author: If, for instance, your terms will be "Net 30," put 30
  • 139. here. You may enter any number of days between 0 and 120.PERSONNEL ASSUMPTIONSApproximately how much do you expect to spend per year on benefits for each SALARIED/FULL TIME employee (medical insurance, etc.)?$5,000 Author: This number should reflect the amount you will spend on ONE FULL-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).Approximately how much do you expect to spend per year on benefits for each HOURLY/PART-TIME employee (medical insurance, etc.)?$36 Author: This number should reflect the amount you will spend on ONE PART-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).With health insurance and other benefits costing more each year, your plan should account for annual increases. How much do you estimate your benefit costs will increase each year?5.00%If you plan to increase wages (both salaried & hourly) on an annual basis, how much to you plan to increase them by?3.50%Approximately what percentage of each employee's salary or wages do you plan to set aside for payroll taxes?15.00% Author: If you're not sure what percentage to enter here, leave it at the default (15%).FINANCIAL ASSUMPTIONSWhat will be the opening balance in your bank account on the first day of business? This will be the opening balance in your Cash Flow
  • 140. Statements.$500,000 Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here. At approximately what rate do you expect to be taxed on your net income?25.00% Author: If you're not sure what percentage to enter here, leave it at the default (25%). Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product "lines," and then base your projections on these groups of products instead of each individual product.If you will use an interest-bearing account for your banking, at what rate will you accrue interest?1.00% Author: If you're not sure what percentage to enter here, leave it at the default (1.00%). Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks. Author: If, for instance, your terms will be "Net 30," put 30 here. You may enter any number of days between 0 and 120.
  • 141. Author: If you're not sure what percentage to enter here, leave it at the default (15%). Author: This number should reflect the amount you will spend on ONE FULL-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly). Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here. Setup & Assumptions SalesProjSales Projections Author: For information about this worksheet, see the chapter "Marketing Plan & Sales Strategy" in Successful Business Plan: Secrets & Strategies.20182019202020212022AssumptionsJanuaryFebruary MarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDec emberTOTALJanuaryFebruaryMarchAprilMayJuneJulyAugustSe ptemberOctoberNovemberDecemberTOTAL1st Quarter2nd Quarter3rd Quarter4th QuarterTOTAL1st Quarter2nd Quarter3rd Quarter4th QuarterTOTALProduct Line 1 Author: Change the text in this cell to reflect the name of a
  • 142. major product, product line or service your firm will offer. Unit Volume2.00% Author: MONTHLY VOLUME GROWTH RATE The Worksheets automatically increase the volume in each month on this line using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.25000 Author: Enter the number of units you expect to sell during this month. If you are running a service-based company charging on an hourly basis, enter the number of billable hours you expect you and your employees to work during this month. If you will be selling your service on a per-project basis, enter the number of projects you expect to sell during this period.25500 Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.260102653027061276022815428717292912987730475 31084335302317063234032987336473432035006357063642037 149378923864939422425244123062 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!130594138587147070539313156072165625175762 186520683979867451Unit Price2.50%
  • 143. Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc. Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.$5 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.$5 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$5$ 5$5$5$5$5$5$5$5$6Gross Sales$125,000$127,500$130,050$132,651$135,304$138,010$14 0,770$143,586$146,457$149,387$152,374$155,422$1,676,511$ 162,493$165,743$169,058$172,439$175,888$179,406$182,994$
  • 144. 186,654$190,387$194,195$198,079$202,040$2,179,377$646,45 8$686,026$728,016$772,577$2,833,077$840,361$891,798$946, 383$1,004,309$3,682,852$4,787,515(Commissions)50.00% Author: COMMISSIONED SALES What percentage of this product line's sales will be made on commission? In other words, what percentage of your sales will be made by a salesperson who is paid commission? Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.15.00% Author: SALES COMMISSION RATE What will be the commission rate paid to your salesperson for each sale?$9,375$9,563$9,754$9,949$10,148$10,351$10,558$10,769 $10,984$11,204$11,428$11,657$125,738$12,187$12,431$12,67 9$12,933$13,192$13,455$13,725$13,999$14,279$14,565$14,85 6$15,153$163,453$48,484$51,452$54,601$57,943$212,481$63, 027$66,885$70,979$75,323$276,214$359,064(Returns and Allowances)3.00% Author: RETURNS AND ALLOWANCES A percentage of your products will be returned due to defects, etc. What do you estimate will be the rate of return? This is, of course, just an estimate--but it is important to anticipate losses. Refunds, breakage, spoilage, theft, and unsaleable excess inventory can all put a significant dent in your net sales.$3,750.00$3,825$3,901.50$3,979.53$4,059.12$4,140.30$4 ,223.11$4,307.57$4,393.72$4,481.60$4,571.23$4,662.65$50,29
  • 145. 5$4,874.80$4,972.30$5,071.75$5,173.18$5,276.65$5,382.18$5, 489.82$5,599.62$5,711.61$5,825.84$5,942.36$6,061.21$65,381 $19,393.73$20,580.78$21,840.49$23,177.30$84,992$25,210.84 $26,753.94$28,391.50$30,129.28$110,486$143,625.46Net Sales$111,875$114,113$116,395$118,723$121,097$123,519$12 5,989$128,509$131,079$133,701$136,375$139,103$1,500,478$ 145,432$148,340$151,307$154,333$157,420$160,568$163,780$ 167,055$170,396$173,804$177,280$180,826$1,950,543$578,58 0$613,993$651,575$691,456$2,535,604$752,123$798,159$847, 013$898,857$3,296,152$4,284,826(Cost of Goods Sold)50.00% Author: COST OF GOODS Approximately what percentage of your product's sale price will be spent on manufacturing? If you are a reseller or retailer, what percentage of your product's sale price will be spent on buying the product from your distributor? A service business may not need to track cost of goods, in which case you can set this number to zero.$62,500.00$63,750$65,025$66,326$67,652$69,005$70,385 $71,793$73,229$74,693$76,187$77,711$838,256$81,247$82,87 2$84,529$86,220$87,944$89,703$91,497$93,327$95,194$97,09 7$99,039$101,020$1,089,689$323,229$343,013$364,008$386,2 88$1,416,538$420,181$445,899$473,192$502,155$1,841,426$2, 393,758GROSS PROFIT$49,375$50,363$51,370$52,397$53,445$54,514$55,604 $56,716$57,851$59,008$60,188$61,392$662,222$64,185$65,46 9$66,778$68,114$69,476$70,865$72,283$73,728$75,203$76,70 7$78,241$79,806$860,854$255,351$270,980$287,566$305,168$ 1,119,065$331,943$352,260$373,821$396,702$1,454,726$1,891 ,069Product Line 2 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the