The document provides a business plan for a Rocky Mountain Chocolate Factory store in Naperville, Illinois. It outlines the company description, industry overview, local competitors, market analysis, marketing strategy, financial plan, management structure, and 3-year financial projections. The owner aims to increase sales 6% in year one by improving customer service and promotions, then 7% in year two and 4% in year three through marketing efforts and building reputation in the community.

1. Business Plan
Rocky Mountain Chocolate Factory
22 Chicago Ave #109
Naperville, IL 60540
630.637.0085
April 16, 2014
Zachary Brelsford
2710 Fairleigh Ter.
St Joseph, MO 64506
816.256.6218
zbrelsford@missouriwestern.edu

2. Table of Contents
Section I - Executive Summary.......................................................................................................3
Section II - Company Description...................................................................................................4
Background..........................................................................................................................4
Naperville.............................................................................................................................4
Section III - Industry Overview.......................................................................................................5
Background..........................................................................................................................5
Companies............................................................................................................................5
Rocky Mountain Chocolate Factory....................................................................................5
Section IV - Local Competitors.......................................................................................................6
Chart.....................................................................................................................................6
Section V - Market Analysis............................................................................................................6
Median Income....................................................................................................................6
Tapestry................................................................................................................................7
Graph....................................................................................................................................7
Section VI - Marketing Strategy......................................................................................................8
Pricing..................................................................................................................................8
Promotions...........................................................................................................................8
Community Involvement.....................................................................................................9
Section VII - Financial Plan...........................................................................................................10
Sales...................................................................................................................................10
Cost of Goods Sold............................................................................................................10
Payroll................................................................................................................................10
Bottom Line.......................................................................................................................10
Cash Flow..........................................................................................................................10
Section VIII - Management...........................................................................................................11
Owner.................................................................................................................................11
Manager.............................................................................................................................11
Customer Service...............................................................................................................11
Section VIIII - Financial Projections.............................................................................................12
Profit and Loss...................................................................................................................14
Cash Flow..........................................................................................................................15
Balance Sheet.....................................................................................................................16
Appendix........................................................................................................................................18
2

3. Section I - Executive Summary
My goal is to turn the Naperville Rocky Mountain Chocolate Factory Store into the premiere
confectionery destination. I want everyone in Naperville and beyond to experience the value and
quality of our products. From the moment they come into my store or contact me for an event, I
will always treat the customer as royalty. This will create a ripple effect of goodwill that will
permeate the community. With the plan I have laid out, I can not only be successful at my
location, but eventually expand.
I will take control of the Naperville RMCF in July of 2014. The store is currently owned by the
corporation but was previously run by a franchisee. At its high point in 1999 the store did
$413,368 in sales. However, the last full year it was open, which was 2012, the store only did
$287,286. This leaves plenty of room for improvement and I plan to capitalize on that. My first
year projection for sales is $302,562. My projected sales for the next three years combined are
$962,995.
My plan is to become the leader in the confectionery market of Naperville. I will achieve this by
doing promotional events, building a reputation for quality, improving customer service,
maintaining an active social media presence, innovating with new ideas and delving into new
market segments.
I once heard a good saying that “you can be the best or the cheapest, but not both”. Some of the
local competitors may have cheaper products, but the RMCF store will beat them in value, and
because of this will be made into the best store in the area. The store will not only be the best in
quality, but also in service.
My experience for the last seven years has been in customer service and sales. I have dealt with a
variety of customer concerns and customers left the store pleased with the results. I have sold
everything from pizza to paint and I think selling is all about creating relationships with
customers. I have been successful in doing this by staying patient, listening, and understanding
what the customer wants. My ability to create relationships will build a solid customer base and a
lasting reputation in the community.
This plan will show RMCFs value, explain the industry and market, list the competitors, and
demonstrate how the store will be transformed into the premiere confectionery location.
3

4. Section II - Company Description
Rocky Mountain Chocolate Factory (“RMCF”) is a confectionery manufacturer and international
franchisor. It operates in the United States, Japan, Canada and the United Arab Emirates, and is
based in Durango, Colorado. The company produces an impressive line of gourmet handmade
chocolates in its 53,000 square foot factory. The products are then shipped fresh in refrigerated
delivery trucks to the franchised locations. (RMCF, 2009).
RMCF, as a manufacturer, produces some of the finest chocolate in the world. The company
makes great tasting confectionery items and specializes in fudge and caramel apples. All the
chocolate that comes from RMCF is handmade. “The factory typically produces approximately
300 chocolate candies and other confectionery products, using proprietary recipes developed
primarily by its master candy maker. These products include many varieties of clusters,
caramels, creams, meltaways, truffles and molded chocolates”. (RMCF, 2009).
Since RMCF has been a proven successful franchisor since 1982, RMCF’s winning marketing
support services combined with an in-depth seven day training program and an experienced field
team help improve the franchisees success. With this proven formula, the store can be profitable
in the Naperville, Illinois location.
Naperville is the second largest city in Illinois and has a population of around 145,000 people.
Just under 30 minutes west of Chicago, it has easy access to highways and the major airports.
Naperville’s median household income (within 5 miles of the store) is $92,965.(Esri, 2014).
According to the census conducted in 2012 the median household income in the United States is
considerably lower at $51,371. Also, Fortune Small Business magazine listed Naperville as #29
in its Top 100 Best Places to Live and Launch for the year 2008.(Development Partnership,
2013).
4

5. Section III - Industry Overview
The confectionery industry, for the most part, is resistant to the fluctuations of the economy.
Even during the recent recession people considered chocolate an affordable luxury. In fact, a
recent study showed that 90 percent of people surveyed consume chocolate.(Sena, 2014).
As the economy recovers, premium chocolates are becoming even more popular. Packaged Facts
predicts that soon premium chocolate sales will account for 15% to 17% of the total market
share.”(Lindell, 2011).
The confectionery industry has two main groups of buyers, impulse driven and brand loyalists.
Impulse driven buyers make unplanned purchases based on emotions. Brand loyalists repeatedly
purchase products from the same company almost regardless of competition.
The 5 biggest companies on a global scale are Mars, Nestle, Kraft, Hershey and Ferrero. (Five,
2014). The bulk of what these companies produce is for mass distribution. The total
confectionery market grew 3.6% and reached $33.6 billion in 2013, which is the six consecutive
year of growth. Additionally the chocolate market continues to grow 3 to 4 percent every year
according to NCA reports. (Wexler, 2013) The U.S. market share of chocolate is estimated at
86%. (Sena, 2014).
RMCF competes in the confectionery industry and some of its main competitors on a global
scale are Hershey's, Kraft and Nestle. RMCF is a relatively small company compared to these
competitors and has to differentiate itself to compete. This is achieved through hand-making high
end, gourmet chocolate and a variety of other products. The high quality of the product draws
many product loyalists to the RMCF brand and the variety of products sparks impulse buys.
5

6. Section IV - Local Competitors
On a local level the store will be competing for snack dollars. Snack dollars are what a person is
willing to spend to quickly satisfy a craving. There are many competitors in the area. Here is a
list:
Competitor Strengths Weaknesses Distance
Forever Yogurt
- Variety of flavors
- Eye catching
- Only Yogurt
- 210 Feet
Le Chocolat de
Bouchard
- Gourmet Styled
chocolate
- Offer a taste testing
seminar
- Price is high
compared to
competitors
- .2 Miles
Popcorn Palace
- Cheap
- Quick
- Customizable
- No products besides
popcorn
- .2 Miles
Cold Stone
Creamery
- Brand Recognition
- Advertising
- Expensive - .2 Miles
Fannie May Fine
Chocolates
- Been in business since
1920
-Large selection of
products
- Chocolate is not
handmade
- 3.8 Miles
Section V - Market Analysis
With a high household median income, families in Naperville will be able to afford luxury items
like confectionery products. A high level of college education means that consumers will have
the ability to discern between high end chocolate and a Hershey’s bar, just as they can taste the
difference in wines. Consumers here know what they like and have the means to buy it. The
main target customers for the Naperville location are women ages 25-55 because they are the
primary purchaser in the household and are often impulse buyers.
6

7. Knowing the tapestry of an area is important for effective marketing. Twenty-seven percent of
Naperville is considered an “In Style” group. This means they are more educated than the
average American and have a high household income. Seventeen percent are “Retirement
Communities” which usually are over the age of 50 and have lots of free time. Thirteen percent
are considered “Young and Restless” who are around 30 years old and pursuing careers. Thirteen
percent are “Wealthy Seaboard Suburbs” who are around 40 and make around $100,000 a year.
Twelve percent are considered a “Suburban Splendor” who enjoy luxury and have a very high
level of disposable income. These five groups make up 82 percent of the population of
Naperville and only 8.5 percent of the population in America.(Esri, 2014). This is a strong
advantage because of the extra disposable income and time. With demographics like this, gift
giving is commonplace and a potential source of significant income for RMCF.
Not only does Naperville have a high median household income and large population but both of
these are on the rise. Naperville has grown 10.51% since the year 2000. (Noss, 2013) According
to an Esri report the median household income will go from $92,965 in 2012 to $101,621 in
2017. (Esri, 2014).
7
Naperville
27%
17%
13%
13%
12%
18%
In Style
Retirement Communities
Young and Restless
Wealthy Seaboard Suburbs
Suburban Splendor
Other

8. Section VI - Marketing Strategy
The stores budget for local advertising and promotions will be two percent of sales. According to
the projections this will be $6051 for the first year. That money will allow many promotions to
be run.
Due to the high median income, the market will support a higher price than what RMCF
recommends. Higher pricing will work because of higher rates of disposable income and the
higher frequency of gift giving, which reduces peoples sensitivity to price.
The store is only half a mile south of North Central College, which has 3000 students. Events
could be held on the campus, with the schools permission, and free samples could be handed out
in exchange for email addresses. This is a private college and many students there have
significant discretionary cash.
One way sales will increase is by maintaining an active social media presence. This will mean
putting coupons on Facebook and Twitter and also sharing pictures of products. Traditionally
Facebook has been better for businesses than Twitter so the focus will be on promoting the FB
page. One way the store will get likes on Facebook will be by doing giveaways for shares and
likes. Additionally, business cards will be printed that say “Like us on Facebook” and have the
information for the store. Business cards for the owner and the email signature for the store will
contain the same message.
Customers will be informed of the daily special while being offered a sample. Sampling is
important because customers need to experience our superior product to understand the value. In
addition to daily specials, the store will do a monthly drawing where customers can enter to win
a twenty dollar gift card by providing their home address and email. Email promotions are
important and the store will gather emails from as many customers possible in order to send out
specials. When a promotion or advertisement is run, the main selling point will be freshness and
the fact that the products are handmade and high quality.
The coffee industry is as big as it has ever been and companies like Starbucks have benefitted
greatly. Consumers who drink coffee typically go to the same place every day to get their fix.
The RMCF store will be open to offering coffee too. After finding out what customers like,
money will be saved to buy a coffee machine. Having repeat customers in the store will lead to
great word of mouth advertising. Additionally the coffee drinkers will make impulse buys.
Since the people of Naperville live an active lifestyle, the store will target health conscious
people with low sugar dark chocolate. According to WebMD “a few squares of dark chocolate a
8

9. day can reduce the risk of death from heart attack by almost 50% in some cases”. (Magee, 2014)
The store could run a blood drive and hand out small dark chocolate candy bars with a flyer
about heart health.
While Naperville is not a big tourist destination, it does have a lot of travel for business. Many
businesses are based in Naperville which means businessmen and businesswomen are coming
into town daily. The store could partner with a hotel for turndown service and specials.
Sponsoring some local sports teams on a smaller scale would be beneficial. A little league
baseball team would be perfect for this. Many leagues will let sponsors put up signs in the
outfield and run specials if certain specifications are met. One example would be if a home-run
was hit, that night would be buy one, get one free for fudge. This is just one way the store might
be involved in the community.
Once a month the store will host a couples chocolate tasting night. Couples are always looking
for something new and fun to do and this will be perfect. They will get the chance to sample an
assortment of flavors, along with chocolate covered strawberries. These sessions could be run by
one person and would have great profit margins along with creating new customers.
Another great opportunity for the store would be providing products for weddings. People are
willing to spend more on these events to make sure everything is perfect. With the high quality
product RMCF provides, brides and grooms alike will jump at the chance to have our product in
the wedding.
Radio shows are always looking for a place to host shows outside of the studio. It gives them
face time with people and helps them make their show more popular. If spacing is possible, a
station could broadcast from the RMCF store and promote the store on the radio for free. This
would be a win-win for both the store and the station.
Something that will be popular in the store will be a prize wheel. For instance, if a customer
spends $15, they get to spin the prize wheel. The prizes could be a free drink or other various
items. This will help motivate customers to spend over the average ticket or invoice sale, which
is about eight dollars, and will also add excitement for the customer.
Based on the outlined marketing program listed above, the store will be back above the $300,000
sales mark for the first time since 2006.
9

10. Section VII - Financial Plan
Sales projections- I used historical data of 2010-2012 and averaged the sales per month. Using
that as my base, I plan to increase sales six percent my first year. Six percent is justifiable
because of the increasing population and median income. If all the store does is maintain market
share then it will grow two percent. Since the plan is to grow market share, not just maintain,
another four percent can be expected through increased customer service, new types of
promotions and a franchisee prospective. A six percent growth will mean $302,562 in sales at the
end of the first year. The second year I plan to grow an additional seven percent due to learning
the business and market better, along with gaining a reputation throughout the community. Seven
percent growth in the second year will mean $323,742 in sales. Four percent growth is projected
for the third year. This is because the main customer base will have been reached and new
customers will be harder to come by. Four percent growth in the third year means $336,691 in
sales.
Cost of goods sold- My cost of goods sold will be 32%. I will pay close attention to inventory
levels and what is selling. I asked many RMCF owners and found this to be a good prediction for
my first year. My second and third year I expect to lower the percentage due to my experience
and knowledge of product popularity in the market.
Payroll- I want to know the store and get settled in before training a manager. After two months,
an assistant manager will be hired for 24,000 dollars per year. Additional part time staff will also
be hired. I will keep payroll down by knowing when to staff the store and when I can run it on
my own. The hourly wages will be kept to 9% of sales and the total salary will be approximately
16% of sales. I will work as many hours a week as needed to keep this percentage.
Bottom Line- By keeping a good net profit percentage and increasing sales I plan to pay my loan
back in four years.
Cash Flow- The store is projected to keep a positive cash flow every month throughout my 3
year outlook. The lowest projection is $14,993 during August of my second year. I will be
watching for that a couple months in advance and if it looks like the store will not have enough
cash I will reduce the draw I take. This applies to any other month as well.
10

11. Section VIII - Management
I will manage the store. I am majoring in marketing and business management, both of which
apply heavily to this position. I have been in the customer service industry for 7 years and feel
very comfortable around customers. All my jobs have been sales-oriented and I now have a good
read on what customers are thinking. I know how to be friendly and helpful with a positive
attitude. I have used a planogram before and understand the structuring of product placement.
College has helped me improve my time management skills. All of these skills make me
confident in my ability to run the Naperville Rocky Mountain Chocolate Factory.
I will hire an assistant manager after two months for $24,000 per year. I researched what
competing businesses were hiring for and this seemed an adequate salary for this position. I will
be able to attract a talented person without overpaying them. I will look for someone with
experience in management, preferably in the food industry. I would like someone with strong
customer relations skills and a positive attitude. Once hired, I would immediately go over
customer service goals and introduce them to the system of “Greet, sample, promote”. After
training them I would provide ongoing support for them so that they could keep improving.
Since this is not a big tourist area, a good percentage of the sales will be repeat customers. Due
to this, excellent customer service will be key. Customer service will be improved by stressing
the value of customers with the staff. Patience, attentiveness and communication skills will be
some of the main qualities screened for in the hiring process. Many training exercises will be
conducted for the employees to understand they are the face of the company while behind the
counter. Birthday emails will also increase customer satisfaction. Getting customer feedback
through surveys and questionnaires and making sure to act on that feedback would be a
necessity.
11

12. Section VIIII - Financial Projections
Profit and Loss Year One
Fiscal Year 2015
July August September October November December January February March April May June TOTAL
Ordinary Income/Expense
Income
41000 · Merchandise Sales 16,116 17,644 23,927 40,174 21,481 51,456 13,943 31,878 19,339 24,585 23,521 18,498 302,562
Total Income 16,116 17,644 23,927 40,174 21,481 51,456 13,943 31,878 19,339 24,585 23,521 18,498 302,562
Cost of Goods Sold
51000 · Cost of Goods Sold 5,157 5,646 7,657 12,856 6,874 16,466 4,462 10,201 6,188 7,867 7,527 5,919 96,820
52000 · Freight-In 282 309 419 703 376 900 244 558 338 430 412 324 5,295
Total COGS 5,439 5,955 8,075 13,559 7,250 17,366 4,706 10,759 6,527 8,297 7,938 6,243 102,115
Gross Profit 10,677 11,689 15,852 26,615 14,231 34,089 9,237 21,119 12,812 16,287 15,583 12,255 200,447
Expense
61000 · Payroll Expenses
61100 · Salaries 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000
61200 · Hourly Wages 1,450 1,588 2,153 3,616 1,933 4,631 1,255 2,869 1,740 2,213 2,117 1,665 27,231
61300 · Bonuses 0
61400 · Payroll Taxes 401 417 483 653 457 771 378 566 435 490 479 426 5,956
61500 · Employee Benefits 0
Total 61000 · Payroll Expenses 3,852 4,005 4,636 6,268 4,391 7,402 3,633 5,435 4,175 4,702 4,596 4,091 57,186
62000 · Office Expenses
62100 · Telephone Expense 80.00 80.00 80.00 80.00 80.00 80.00 80.00 80.00 80.00 80.00 80.00 80.00 1,080
62200 · Computer andInternet Expenses 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 1,560
62300 · Business Licenses andPermits 1,700.00 1,700
62400 · Bank Service Charges 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 240
62500 · Office Supplies 15 15 15 15 15 15 15 15 15 15 15 15 180
Total 62000 · Office Expenses 1,945 245 245 245 245 245 245 245 245 245 245 245 4,640
63000 · Occupancy Expenses
63100 · Rent Expense 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 42,756
63200 · Repairs andMaintenance 200 50 50 200 50 50 200 50 50 200 50 50 1,200
63300 · Utilities 650 650 650 650 650 650 650 650 650 650 650 650 7,150
Total 63000 · Occupancy Expenses 4,413 4,263 4,263 4,413 4,263 4,263 4,413 4,263 4,263 4,413 4,263 4,263 51,756
64000 · Selling Expenses
64100 · Royalty Payment 403 441 598 1,004 537 1,286 349 797 483 615 588 462 7,564
64200 · Credit CardProcessing Charges 242 265 359 603 322 772 209 478 290 369 353 277 4,538
64300 · Advertising andPromotion 161 176 239 402 215 515 139 319 193 246 235 185 3,026
64400 · Eat,Waste, Sample 161 176 239 402 215 515 139 319 193 246 235 185 3,026
64500 · Uniforms 200 200
Total 64000 · Selling Expenses 1,167 1,059 1,436 2,410 1,289 3,087 837 1,913 1,160 1,475 1,411 1,110 18,354
65000 · Insurance Expense
65100 · General Liability Insurance 263 263 263 263 263 263 263 263 263 263 263 263 3,150
65200 · Worker's Compensation 223 223 223 223 223 223 223 223 223 223 223 223 2,670
65000 · Insurance Expense - Other 0
Total 65000 · Insurance Expense 485 485 485 485 485 485 485 485 485 485 485 485 5,820
66000 · Professional Fees
66100 · Accounting/Tax 70 70 70 320 70 320 320 70 70 320 70 70 1,840
66000 · Professional Fees - Other 0
Total 66000 · Professional Fees 70 70 70 320 70 320 320 70 70 320 70 70 1,840
67000 · Travel Expense
67100 · Mileage 896 896
67300 · Meals andEntertainment 200 200
67000 · Travel Expense - Other 1,000 1,000
Total 67000 · Travel Expense 2,096 0 0 0 0 0 0 0 0 0 0 0 2,096
68000 · Other Expense
68100 · Charitable Gifts 161 176 239 402 215 515 139 319 193 246 235 185 3,026
Total 68000 · Other Expense 161 176 239 402 215 515 139 319 193 246 235 185 3,026
69000 . Financing Expenses
69100 . Interest Expense 0 0 0 544 538 533 527 522 516 510 505 499 4,693
Total 69000 . Financing Expenses 0 0 0 544 538 533 527 522 516 510 505 499 4,693
69500 · Amortization 14 14 14 14 14 14 14 14 14 14 14 14 167
69600 · Depreciation Expense 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 19,405
Total Expense 15,820 11,934 13,005 16,718 13,126 18,480 12,230 14,882 12,739 14,028 13,441 12,579 168,983
Net Ordinary Income -5,143 -245 2,847 9,897 1,105 15,609 -2,993 6,237 73 2,260 2,142 -324 31,465
Profit and Loss Year Two
12

13. OrdinaryIncome/Expense
Income
41000 · Merchandise Sales
Total Income
CostofGoods Sold
51000 · Cost of Goods Sold
52000 · Freight-In
Total COGS
Gross Profit
Expense
61000 · Payroll Expenses
61100 · Salaries
61200 · Hourly Wages
61300 · Bonuses
61400 · Payroll Taxes
61500 · Employee Benefits
Total 61000 · Payroll Expenses
62000 · Office Expenses
62100 · Telephone Expense
62200 · Computer andInternet Expenses
62300 · Business Licenses andPermits
62400 · Bank Service Charges
62500 · Office Supplies
Total 62000 · Office Expenses
63000 · OccupancyExpenses
63100 · RentExpense
63200 · Repairs andMaintenance
63300 · Utilities
Total 63000 · Occupancy Expenses
64000 · Selling Expenses
64100 · RoyaltyPayment
64200 · Credit CardProcessing Charges
64300 · Advertising andPromotion
64400 · Eat,Waste, Sample
64500 · Uniforms
Total 64000 · Selling Expenses
65000 · Insurance Expense
65100 · General LiabilityInsurance
65200 · Worker's Compensation
65000 · Insurance Expense -Other
Total 65000 · Insurance Expense
66000 · Professional Fees
66100 · Accounting/Tax
66000 · Professional Fees - Other
Total 66000 · Professional Fees
67000 · Travel Expense
67100 · Mileage
67300 · Meals andEntertainment
67000 · Travel Expense - Other
Total 67000 · Travel Expense
68000 · Other Expense
68100 · Charitable Gifts
Total 68000 · Other Expense
69000 . Financing Expenses
69100 . InterestExpense
Total 69000 . Financing Expenses
69500 · Amortization
69600 · Depreciation Expense
Total Expense
NetOrdinary Income
Fiscal Year 2016
July August September October November December January February March April May June Total
17,244 18,879 25,602 42,986 22,985 55,057 14,919 34,110 20,692 26,306 25,168 19,793 323,742
17,244 18,879 25,602 42,986 22,985 55,057 14,919 34,110 20,692 26,306 25,168 19,793 323,742
5,432 5,947 8,065 13,541 7,240 17,343 4,700 10,745 6,518 8,286 7,928 6,235 101,979
302 330 448 752 402 964 261 597 362 460 440 346 5,665
5,734 6,277 8,513 14,293 7,642 18,307 4,961 11,342 6,880 8,747 8,368 6,581 107,644
11,511 12,602 17,090 28,693 15,342 36,751 9,959 22,768 13,812 17,559 16,800 13,212 216,097
2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000
1,552 1,699 2,304 3,869 2,069 4,955 1,343 3,070 1,862 2,367 2,265 1,781 29,137
0
413 430 500 682 473 809 389 589 449 508 496 440 6,177
0
3,965 4,129 4,805 6,551 4,542 7,764 3,731 5,659 4,311 4,875 4,761 4,221 59,314
90.00 90.00 90 90.00 90.00 90.00 90.00 90.00 90.00 90.00 90.00 90.00 1,080
130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 130.00 1,560
900.00 900
20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 20.00 240
15 15 15 15 15 15 15 15 15 15 15 15 180
1,155 255 255 255 255 255 255 255 255 255 255 255 3,960
3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 42,756
200 50 50 200 50 50 200 50 50 200 50 50 1,200
650 650 650 650 650 650 650 650 650 650 650 650 7,800
4,413 4,263 4,263 4,413 4,263 4,263 4,413 4,263 4,263 4,413 4,263 4,263 51,756
862 944 1,280 2,149 1,149 2,753 746 1,705 1,035 1,315 1,258 990 16,187
0
0
172 189 256 430 230 551 149 341 207 263 252 198 3,237
0 200 200
1,035 1,133 1,736 2,579 1,379 3,303 895 2,047 1,242 1,578 1,510 1,188 19,624
263 263 263 263 263 263 263 263 263 263 263 263 3,150
223 223 223 223 223 223 223 223 223 223 223 223 2,670
0
485 485 485 485 485 485 485 485 485 485 485 485 5,820
350 75 75 350 75 350 350 75 75 350 75 75 2,275
0
350 75 75 350 75 350 350 75 75 350 75 75 2,275
0
0
0
0 0 0 0 0 0 0 0 0 0 0 0 0
172 189 256 430 230 551 149 341 207 263 252 198 3,237
172 189 256 430 230 551 149 341 207 263 252 198 3,237
493 488 482 476 470 465 459 453 447 441 435 429 5,538
493 488 482 476 470 465 459 453 447 441 435 429 5,538
14 14 14 14 14 14 14 14 14 14 14 14 167
1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 1,617 19,405
13,699 12,647 13,988 17,170 13,330 19,066 12,368 15,209 12,916 14,292 13,667 12,745 171,097
-2,189 -46 3,102 11,523 2,012 17,685 -2,410 7,560 896 3,267 3,133 467 45,000
Profit and Loss Year 3
13

14. Fiscal Year 2017
1st. Qtr 2nd. Qtr. 3rd. Qtr. 4th. Qtr. Total
64,194 125,869 72,510 74,117 336,691
64,194 125,869 72,510 74,117 336,691
19,900 39,019 22,478 22,976 104,374
1,123 2,203 1,269 1,297 5,892
21,024 41,222 23,747 24,273 110,266
43,171 84,647 48,763 49,844 226,425
6,000 6,000 6,000 6,000 24,000
5,778 11,328 6,526 6,671 30,302
0
1,369 2,014 1,456 1,473 6,313
0
13,147 19,343 13,982 14,143 60,615
0
270 270 270 270 1,080
390 390 390 390 1,560
900 900
60 60 60 60 240
45 45 45 45 180
1,665 765 765 765 3,960
0
10,689 10,689 10,689 10,689 42,756
300 300 300 300 1,200
1,950 1,950 1,950 1,950 7,800
12,939 12,939 12,939 12,939 51,756
0
3,210 6,293 3,626 3,706 16,835
0
0
642 1,259 725 741 3,367
200 200
4,052 7,552 4,351 4,447 20,401
0
788 788 788 788 3,150
668 668 668 668 2,670
0
1,455 1,455 1,455 1,455 5,820
0
540 540 540 540 2,160
0
540 540 540 540 2,160
0
0
0
0
0 0 0 0 0
0
642 1,259 725 741 3,367
642 1,259 725 741 3,367
0
1,252 1,198 1,143 1,088 4,682
1,252 1,198 1,143 1,088 4,682
42 42 42 42 167
4,851 4,851 4,851 4,851 19,405
40,584 49,944 40,793 41,012 172,333
2,586 34,704 7,970 8,832 54,092
14

15. Cash Flow
Fiscal Year 2015
July August September October November December January February March April May June TOTAL
CASHRECEIPTS
Income from Sales
Cash Sales 16,116 17,644 23,927 40,174 21,481 51,456 13,943 31,878 19,339 24,585 23,521 18,498 302,562
AR Collections 0
Total Cash from Sales 16,116 17,644 23,927 40,174 21,481 51,456 13,943 31,878 19,339 24,585 23,521 18,498 302,562
Income from Financing
Interest Income 0
Loan Proceeds 145,000 145,000
Total Cash from Financing 145,000 0 0 0 0 0 0 0 0 0 0 0 145,000
Other Cash Receipts 0
TOTAL CASHRECEIPTS 161,116 17,644 23,927 40,174 21,481 51,456 13,943 31,878 19,339 24,585 23,521 18,498 447,562
CASHDISBURSEMENTS
Inventory Purchases 5,439 5,955 23,075 13,559 7,250 17,366 4,706 10,759 6,527 8,297 7,938 110,872
Operating Expenses 14,189 10,303 11,374 15,087 11,495 16,849 10,599 13,251 11,108 12,397 11,810 10,948 149,411
Capital Purchases 115,000 115,000
Principal Loan Payments 0 0 0 1,472 1,477 1,483 1,488 1,494 1,500 1,505 1,511 1,517 13,446
Owner Income TaxPayments 0 6,653 829 7,482
Owner's Draw 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 31,200
TOTAL CASHDISBURSEMENTS 131,789 18,342 19,929 42,235 29,131 28,182 38,707 22,051 25,967 23,858 24,218 23,003 427,411
NET CASHFLOW 29,327 -699 3,998 -2,061 -7,651 23,273 -24,763 9,827 -6,628 727 -696 -4,505 20,151
Opening Cash Balance 29,327 28,629 32,627 30,567 22,916 46,189 21,426 31,253 24,626 25,352 24,656
Cash Receipts 161,116 17,644 23,927 40,174 21,481 51,456 13,943 31,878 19,339 24,585 23,521 18,498
Cash Disbursements 131,789 18,342 19,929 42,235 29,131 28,182 38,707 22,051 25,967 23,858 24,218 23,003
ENDINGCASHBALANCE 29,327 28,629 32,627 30,567 22,916 46,189 21,426 31,253 24,626 25,352 24,656 20,151
Cash Flow Year One

16. Cash Flow
CASHRECEIPTS
Income fromSales
Cash Sales
ARCollections
Total Cash fromSales
Income fromFinancing
Interest Income
Loan Proceeds
Total Cash fromFinancing
Other Cash Receipts
TOTALCASHRECEIPTS
CASHDISBURSEMENTS
Inventory Purchases
Operating Expenses
CapitalPurchases
PrincipalLoan Payments
Owner Income TaxPayments
Owner's Draw
TOTALCASHDISBURSEMENTS
NETCASHFLOW
Opening Cash Balance
Cash Receipts
Cash Disbursements
ENDINGCASHBALANCE
Fiscal Year 2016
July August September October November December January February March April May June Total
17,244 18,879 25,602 42,986 22,985 55,057 14,919 34,110 20,692 26,306 25,168 19,793 323,742
0
17,244 18,879 25,602 42,986 22,985 55,057 14,919 34,110 20,692 26,306 25,168 19,793 323,742
0
0
0 0 0 0 0 0 0 0 0 0 0 0 0
0
17,244 18,879 25,602 42,986 22,985 55,057 14,919 34,110 20,692 26,306 25,168 19,793 323,742
6,243 5,734 6,277 8,513 14,293 7,642 18,307 4,961 11,342 6,880 8,747 8,368 107,306
12,068 11,016 12,357 15,539 11,699 17,435 10,737 13,578 11,285 12,661 12,036 11,114 151,526
0
0
1,020 217 1,236
2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 31,200
21,931 19,350 21,234 26,869 28,592 27,678 31,644 21,139 25,226 22,141 23,383 22,082 291,268
-4,687 -471 4,368 16,117 -5,607 27,380 -16,725 12,971 -4,534 4,164 1,785 -2,289 32,473
20,151 15,464 14,993 19,362 35,479 29,872 57,251 40,527 53,498 48,964 53,128 54,914
17,244 18,879 25,602 42,986 22,985 55,057 14,919 34,110 20,692 26,306 25,168 19,793
21,931 19,350 21,234 26,869 28,592 27,678 31,644 21,139 25,226 22,141 23,383 22,082
15,464 14,993 19,362 35,479 29,872 57,251 40,527 53,498 48,964 53,128 54,914 52,625
Cash Flow Year Two

17. Fiscal Year 2017
1st. Qtr 2nd. Qtr. 3rd. Qtr. 4th. Qtr. Total
64,194 125,869 72,510 74,117 336,691
0
64,194 125,869 72,510 74,117 336,691
0
0
0
0 0 0 0 0
0
64,194 125,869 72,510 74,117 336,691
20,597 34,489 29,572 24,098 108,756
35,692 45,051 35,900 36,119 152,761
0
0
0
7,800 7,800 7,800 7,800 31,200
64,089 87,340 73,272 68,017 292,718
106 38,529 -762 6,100 43,973
52,625 52,730 91,260 90,498
64,194 125,869 72,510 74,117
64,089 87,340 73,272 68,017
52,730 91,260 90,498 96,598
Cash Flow Year Three

18. Ending Balances Ending Balances Ending Balances
6/30/2105 1/0/1900 6/30/217
ASSETS
Current Assets
Checking/Savings
10100 · Cash
Total Checking/Savings 0 0 0
Other Current Assets
12000 · Inventory 15,000 15,000 15,000
12300 · Accounts Receivable
Total Other Current Assets 15,000 15,000 15,000
Total Current Assets 15,000 15,000 15,000
Fixed Assets
7 15001 · Furniture and Equipment
150011 · Cost 42,500 42,500 42,500
150012 . Accum. Depreciation -6,071 -12,143 -18,214
Total Furniture and Fixtures 36,429 30,357 24,286
10 15002 - Tenant Improvements
150021 . Cost 50,000 50,000 50,000
150022 . Accum. Depreciation -5,000 -10,000 -15,000
Total Tenant Improvements 45,000 40,000 35,000
3 15003. Computer Equipment
150031 . Cost 10,000 10,000 10,000
150032 . Accum. Depreciation -3,333 -6,667 -10,000
Total Computer Equipment 6,667 3,333 0
3 15003 - Smallwares
150031 - Cost 15,000 15,000 15,000
150032 - Accum. Depreciation -5,000 -10,000 -15,000
Total Smallwares 10,000 5,000 0
Total Fixed Assets 98,095 78,690 59,286
Other Assets
15 16001 · Franchise Fee
160011 - Cost 2,500 2,500 2,500
160012 · Accum Amortization -167 -333 -500
Total Other Assets 2,333 2,167 2,000
TOTAL ASSETS 115,429 95,857 76,286
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Accounts Payable
20000 · Accounts Payable 5,734 6,581 6,741
Total Accounts Payable 5,734 6,581 6,741
Other Current Liabilities
22000 · Payroll Liabilities
24000 . Short Term Note Payable - RMCF 18,648 19,505 20,401
Total Other Current Liabilities 18,648 19,505 20,401
Total Current Liabilities 24,382 26,086 27,142
Long Term Liabilities
25000 · Long-term Note Payable-RMCF 131,554 112,906 93,401
Total Long Term Liabilities 131,554 112,906 93,401
Total Liabilities 155,935 138,991 120,543
Equity
33000 · Student Owner Equity
33100 · Student Compensation Draws -71,971 -88,135 -98,349
33200 · Student Est Taxes - Fed
33300 · State Est Taxes -State
33400 · Student Draws - Moving Expenses
33500 . Student Partnership Equity
Total 33000 · Total Student Equity -71,971 -88,135 -98,349
32000 · Retained Earnings
Current Year Net Income 31,465 45,000 54,092
Total Equity -40,506 -43,135 -44,257
TOTAL LIABILITIES & EQUITY 115,429 95,857 76,286
Balance Sheet

19. References
Development Partnership, N. (2013). Doing business in Naperville. Retrieved from http://
www.naperville.il.us/community_relations_doing_business_naperville.aspx
Five, T. (2014). The top 5 global confectionery companies. Retrieved from
http://top5ofanything.com/index.php?h=efb06b00
Esri. (2014). Market profile. Retrieved from
http://mwsu.mrooms3.net/pluginfile.php/302677/mod_resource/content/0/RMCF
Naperville Market Report.pdf
Invest, W. (2014, April 2). Rocky mountain chocolate factory (rmcf). Retrieved from
http://www.wikinvest.com/stock/Rocky_Mountain_Chocolate_Factory_(RMCF)
Lindell, C. (2011). Industry trends: Premium products. Retrieved from
http://digital.bnpmedia.com/article/Industry_Trends:_Premium_Products/831248/81161/a
rticle.html
Noss, A. (2013, September). Household income 2012. Retrieved from
https://www.census.gov/prod/2013pubs/acsbr12-02.pdf
Magee, E. (2014). How enjoying a little chocolate might actually help your health.. Retrieved
from http://www.webmd.com/diet/features/health-by-chocolate
RMCF. (2009). About us. Retrieved from
http://rockymountainchocolatefactory.com/rmcf/Documents/WebHelpingFiles/aboutUs.h
tml
Sena, M. (2014). Chocolate industry analysis 2014 - cost & trends. Retrieved from
https://www.franchisehelp.com/industry-reports/chocolate-industry-report/
Stevenson, J. (2014). Naperville, il. Retrieved from http://www.usa.com/naperville-il.htm
Wexler, A. (2013, March 3). Chocolate sales seen outpacing non-chocolate candy for next 5
years -- nca . Retrieved from http://online.wsj.com/article/BT-CO-20140303-
710203.html

20. Appendix
Zachary Brelsford
2710 Fairleigh Terr
St. Joseph, MO 64506
(816) 256-6218
zbrelsford@gmail.com
EDUCATION
Missouri Western State University, St. Joseph, MO
B.S. Double Major in Business Management and Marketing, Expected May 2014
EXPERIENCE
Sherwin Williams, St. Joseph, MO
Sales Associate, June 2013 to present
· Assist customers in purchasing decisions
· Make payments to credit accounts
· Stock and organize a perpetual inventory system
· Train new employees
· Make sales calls inquiring about customer purchasing and satisfaction
Hastings Entertainment, St. Joseph, MO
Customer Service Associate, 2010 to 2013
· Assessed customer complaints and determined solutions
· Followed a planogram to organize multiple departments
· Assisted in promoting the store and attracting future customers
Pizza Hut, Kearney, MO
Delivery Driver, 2006 to 2009
· Handled cash transactions
· Adapted to time sensitive situations
ACTIVITIES
· Helped a local business rebrand their company through focus groups and a SWOT analysis
SKILLS
· Proficient in Microsoft Office Applications including Word, Excel, and PowerPoint.
· Experience using Quickbooks accounting software

21. Professional References
M.D. Jones
Sherwin Williams
2101 N Belt Hwy, St Joseph
MO 64506
Phone: 816.225.1794
E mail: SW7261@Sherwin.com
Beatty Mengel
Sherwin Williams
St. Highway A, Lathrop
MO 64465
Phone: 816.853.5164
Email: onebuilderguy@aol.com
Prashant Tarun
Professor
4525 Downs Dr, St Joseph
MO 64507
Email: ptarun@missouriwestern.edu