Patwoods Processing Inc. produces high-quality woodworking products and aims to grow sales beyond P10 million per month in 2007. The company will focus on new carved and decorative molding products to target the high-end home interior market. Patwoods' competitive advantage is its dominance in Gmelina wood processing and its ability to offer elegant design at practical prices. The marketing strategy is to position the company as the highest quality supplier through distributors and promote products in brochures and billboards. Projected sales growth is over 100% annually to P136 million in 2007.
This document provides a business plan summary for an online bridal shop called "Bridal Shop". It discusses launching the business through the company "E-Bridal Shop Private Limited". The summary includes an executive summary, introduction, market analysis considering needs, customers and competitors, target market segmentation, and marketing plan strategies. The plan aims to capture the unexplored online bridal market in Bangladesh by offering various bridal products and arranging wedding ceremonies.
This document provides Duke Energy's brand standards and guidelines for logo usage, imagery, graphic treatments, templates, and more. It includes contact information for questions about brand standards. Key sections cover logo specifications, allowed usages, corporate colors and fonts. Guidelines are given for various materials like stationery, presentations, vehicles, signage, websites and more. The purpose is to maintain a consistent brand identity across all Duke Energy communications.
1) Junaid Jamshed is a famous Pakistani clothing brand launched in 2004 by recording artist Junaid Jamshed that has become a leading designer brand in Pakistan.
2) The brand focuses on high quality products that reflect Pakistani culture and values while innovating with new styles, fabrics, and fragrances.
3) Through high quality products, effective marketing strategies like celebrity endorsements, and focusing on customer satisfaction, Junaid Jamshed has built a strong reputation and expanded to over 15 stores across Pakistan and in London in just 5 years.
What is the business market, and how does it differ from the consumer marketSameer Mathur
Business markets involve fewer but larger buyers who purchase raw materials and components for resale or manufacturing. Close supplier-customer relationships are important as purchases are made by trained agents following organizational policies. Buying committees consisting of technical and senior management experts commonly influence major purchases through a long sales cycle sometimes lasting years. Demand for business goods is ultimately derived from consumer demand and tends to be inelastic but fluctuating based on consumer demand levels.
Retailing management unit - 2 - IMBA- Osmania UniversityBalasri Kamarapu
Store planning;
Design and Layout;
Retail merchandising;
Supply Chain Management in Retailing, key areas of retail store planning , Steps involved in choosing a Retail Location, Three elements of a good design, Significance/Importance of Store layout, Types of store layout, Layout selection – Chief Considerations, The Rights of Merchandising, basic an in-store merchandising plan , Factors affecting retail merchandising, Process of merchandise planning, Merchandise Buying, Merchandise Performance, Supply Chain Management in Retailing, Supply Chain Integration, Vendor Managed Inventory(VMI), Collaborative Planning, Forecasting and Replenishment(CPFR), Benefits of CPFR
Junaid Jamshed founded the J. clothing brand in 2002 in Pakistan. It has grown to 50 outlets specializing in modest Islamic fashion. There are three key branding lessons from J.'s success: 1) It identified an underserved niche market for modest Islamic clothing. 2) The brand evolved dynamically to changing customer perceptions through campaigns emphasizing eastern values. 3) Positive word-of-mouth has been very effective for the brand, helped by Junaid Jamshed himself being the face of the brand and customer loyalty programs. J. was awarded Brand of the Year in 2007.
Fantasies in Frosting is a cupcake store which already has a reputable name in the wedding cake industry. They want to expand to the retail market and also opened the store to a new place in Moorhead area.
This document provides a strategic management case study of McDonald's Corporation. It includes an overview of the company profile, franchise model, products, locations, history, mission, vision, values, and various analyses including Porter's 5 Forces, competitors, brand value, competitive advantages, strategies, services, promotions, global expansion, impact on performance, internal analyses, issues, and recommendations. The key information presented includes McDonald's revenues, profits, employees, competitors, emphasis on quality, service, cleanliness and value, and strategic focus on emerging markets, McCafe, international growth, and menu variety.
This document provides a business plan summary for an online bridal shop called "Bridal Shop". It discusses launching the business through the company "E-Bridal Shop Private Limited". The summary includes an executive summary, introduction, market analysis considering needs, customers and competitors, target market segmentation, and marketing plan strategies. The plan aims to capture the unexplored online bridal market in Bangladesh by offering various bridal products and arranging wedding ceremonies.
This document provides Duke Energy's brand standards and guidelines for logo usage, imagery, graphic treatments, templates, and more. It includes contact information for questions about brand standards. Key sections cover logo specifications, allowed usages, corporate colors and fonts. Guidelines are given for various materials like stationery, presentations, vehicles, signage, websites and more. The purpose is to maintain a consistent brand identity across all Duke Energy communications.
1) Junaid Jamshed is a famous Pakistani clothing brand launched in 2004 by recording artist Junaid Jamshed that has become a leading designer brand in Pakistan.
2) The brand focuses on high quality products that reflect Pakistani culture and values while innovating with new styles, fabrics, and fragrances.
3) Through high quality products, effective marketing strategies like celebrity endorsements, and focusing on customer satisfaction, Junaid Jamshed has built a strong reputation and expanded to over 15 stores across Pakistan and in London in just 5 years.
What is the business market, and how does it differ from the consumer marketSameer Mathur
Business markets involve fewer but larger buyers who purchase raw materials and components for resale or manufacturing. Close supplier-customer relationships are important as purchases are made by trained agents following organizational policies. Buying committees consisting of technical and senior management experts commonly influence major purchases through a long sales cycle sometimes lasting years. Demand for business goods is ultimately derived from consumer demand and tends to be inelastic but fluctuating based on consumer demand levels.
Retailing management unit - 2 - IMBA- Osmania UniversityBalasri Kamarapu
Store planning;
Design and Layout;
Retail merchandising;
Supply Chain Management in Retailing, key areas of retail store planning , Steps involved in choosing a Retail Location, Three elements of a good design, Significance/Importance of Store layout, Types of store layout, Layout selection – Chief Considerations, The Rights of Merchandising, basic an in-store merchandising plan , Factors affecting retail merchandising, Process of merchandise planning, Merchandise Buying, Merchandise Performance, Supply Chain Management in Retailing, Supply Chain Integration, Vendor Managed Inventory(VMI), Collaborative Planning, Forecasting and Replenishment(CPFR), Benefits of CPFR
Junaid Jamshed founded the J. clothing brand in 2002 in Pakistan. It has grown to 50 outlets specializing in modest Islamic fashion. There are three key branding lessons from J.'s success: 1) It identified an underserved niche market for modest Islamic clothing. 2) The brand evolved dynamically to changing customer perceptions through campaigns emphasizing eastern values. 3) Positive word-of-mouth has been very effective for the brand, helped by Junaid Jamshed himself being the face of the brand and customer loyalty programs. J. was awarded Brand of the Year in 2007.
Fantasies in Frosting is a cupcake store which already has a reputable name in the wedding cake industry. They want to expand to the retail market and also opened the store to a new place in Moorhead area.
This document provides a strategic management case study of McDonald's Corporation. It includes an overview of the company profile, franchise model, products, locations, history, mission, vision, values, and various analyses including Porter's 5 Forces, competitors, brand value, competitive advantages, strategies, services, promotions, global expansion, impact on performance, internal analyses, issues, and recommendations. The key information presented includes McDonald's revenues, profits, employees, competitors, emphasis on quality, service, cleanliness and value, and strategic focus on emerging markets, McCafe, international growth, and menu variety.
The document discusses McDonald's (McD) use of quantitative strategic planning tools, including the External Factors Evaluation Matrix (EFE), Internal Factors Evaluation Matrix (IFE), Competitive Profile Evaluation (CPE), SWOT analysis, Grand Strategy Matrix, and Quantitative Strategic Planning Matrix (QSPM). It provides an example of McD's QSPM at the corporate level to evaluate strategies for dealing with financial weaknesses in a slow market. The strategies of hedging/FX options and share repurchases received the highest attractiveness scores but hedging actually led to significant losses, calling into question the reliability of purely quantitative tools.
Zara ( Customer-Based Brand Equity Model )yasminebibars
Zara is a large Spanish clothing retailer known for fast fashion. It operates 1080 stores worldwide and is the flagship chain of the Inditex group. Businessworld magazine describes Zara as a fashion imitator that focuses on understanding and quickly delivering styles its customers want rather than predicting trends through traditional fashion shows. Zara's vision is to continuously innovate to improve the customer experience by providing new, affordable designs made from quality materials. Its mission aims to contribute to sustainable development and the environment.
Pop-up stores are an emerging retail trend that provides experiential shopping and brand engagement opportunities for both brands and customers. Pop-up stores offer a flexible format that allows brands to test new products, gain customer insights, and create buzz in unique locations. Setting up pop-up stores in malls in particular provides visibility and access to large customer flows while allowing brands to adjust offerings based on seasonality. Pop-up stores create a "triple win" for brands, malls, and customers by delivering an interactive brand experience within a convenient retail environment.
McDonald's started as a drive-in restaurant in California in 1937 and has since expanded globally. It now operates in over 100 countries with over 30,000 restaurants worldwide. McDonald's vision is to provide outstanding quality, service, cleanliness and value to customers. To succeed internationally, McDonald's tailors its menu and marketing to local cultures. It conducts market research and adapts offerings based on customer preferences in different regions. For example, in China and India McDonald's replaced beef with chicken on its menu to be culturally appropriate. McDonald's aims to have local relevance while maintaining a consistent brand experience worldwide.
The document discusses store layout and design. It covers topics like store image, space productivity, circulation patterns like grid, loop and free flow layouts, location of departments, psychological factors to consider, visual merchandising, storefront and interior design, lighting, sounds and smells, and planograms. The overall goal of store layout and design is to attract customers, get them to browse more products, and maximize sales and profits.
Segmentation Management Project Of J. from Adeel Ahmad WahlaAdeel Wahla
Junaid Jamshed (JJ Brand) operates over 50 clothing stores in Pakistan under the name "JJ". Founded in 2002 and headquartered in Karachi, JJ has established itself as a leading fashion brand for men's and women's designer wear. Starting with a single shop, JJ has expanded successfully through innovative designs that emphasize quality, simplicity and authenticity. JJ aims to become a global leader in Pakistani fashion and has begun international expansion, including opening franchises in London.
McDonald's is the world's largest chain of hamburger fast food restaurants serving 68 million customers daily. It started in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald in California. Ray Kroc joined as a franchise agent in 1955 and later bought the chain, growing it to over 35,000 outlets globally that generate $27.5 billion annually. While mainly selling burgers, fries, and drinks, McDonald's also has some country-specific menus and is recognized worldwide by its golden arches logo and "I'm lovin' it" slogan. Customer surveys found McDonald's is seen as a fun, convenient place to get a quick, affordable bite to eat with friends and family.
Case Study : Dear Diary,My heart is racing to buy a car!
Decision making process, Utilitarian and Hedonic Needs, Balancing Utilitarian and Hedonic Needs
Asian Corner-Asian Street Food Takeaway Business Plan百惠 谢
Asian Corner is a proposed Asian street food takeaway van located next to the Learning Commons at the University of Manchester. The mission is to become the top choice for authentic Asian takeaway among UoM students. Primary research including surveys found there is demand for Asian street food takeaways on campus. Students typically eat takeaway 1-2 times per week and prefer Chinese, Japanese, Korean and Thai cuisine. The research also provided guidance on the menu, with popular items being Chinese buns, pork burgers, sushi, and noodles. The takeaway aims to offer fresh, affordable Asian street food with short wait times to attract time-strapped students.
McDonald's is the world's largest hamburger fast food chain with over 32,000 restaurants globally. It began franchising in the 1950s under Ray Kroc and expanded aggressively overseas in the 1980s. However, this led the company to lose focus and direction. In 2003, McDonald's implemented a "Plan to Win" strategy to refocus on quality over quantity and cheap offerings. More recently, McDonald's has partnered with health organizations to offer more nutritious choices and address changing consumer preferences around health. Going forward, McDonald's faces risks around health-conscious consumers switching to healthier brands, new competition, and adapting to changing market tastes like those of millennials.
A mini market is a smaller store than a supermarket that sells food and sometimes other goods. It is self-service with a limited selection. A convenience store is also small but located conveniently, such as near gas stations or on busy streets. Convenience stores have long hours, cater to local customers, and sell a limited selection of food, drinks, and pharmaceutical products for convenience. Both mini markets and convenience stores are smaller and more limited than supermarkets.
The document is a project report submitted for a fashion retailing and advertising course. It includes sections on the proposed name, launch plan, and location of a boutique called Allure. It discusses marketing messages, consumer buying habits, fashion forecasting, product lines, pricing strategy, and financial analysis including costs for rent, furnishings, and workshop requirements. The report provides details on the planned launch and promotion of the new boutique through an exhibition, advertisements, banners and pamphlets.
This document provides an overview of the strategic plan for Junaid Jamshed (J.), a Pakistani clothing brand. It discusses J.'s mission to provide innovative, high-quality designs and its vision to expand nationally and internationally. The summary also outlines J.'s goals to be the market leader in designer wear manufacturing and retailing worldwide. Additionally, it presents J.'s 7P's including its diverse product lines, competitive pricing strategies, nationwide store presence, and promotion through television, internet and social media.
Definition and Scope of Retailing;
Retailing Scenario – Global;
Retailing Scenario-India;
Prospects of Retailing in India;
Trends in Retailing;
Retailing formats;
Retail Strategies.
Characteristics of Retailing, Scope of Retailing, Functions of Retailing, History of Retailing In India, Trends in Retailing, Emerging Trends In Retail, Retailing Formats
Steps involved in developing a retail strategy,
Ice-Cream Parlor International Business01626555333
The document outlines a business plan for an ice cream parlor called "Sip & Go" that aims to expand internationally. The plan discusses the nature of the business as an ice cream shop that also offers books and WiFi. The objectives are to be recognized as the best new shop and earn profits in the first month. Services include home delivery, parties, and WiFi. The target market is young people and families. The business chooses a wholly owned subsidiary model to enter international markets and plans to open shops in South Asia, the Middle East, and Africa.
This document discusses store design and layout. It identifies learning outcomes related to the role of store environment in marketing and the importance of design. It then examines factors that contribute to a retailer's image such as quality, price, and location. Various elements of store design are explored, including atmosphere, lighting, music, smell, and temperature. Different types of store layouts - grid, curve, boutique, and guided flows - are described along with considerations for space management and allocation to induce sales and profitability.
La crisi di salinità del Messiniano e le evaporiti sicilianeSalvatore Stira
In questa presentazione sono descritti i meccanismi e le conseguenze della crisi di salinità del Messiniano. Inoltre sono descritte le evaporiti siciliane.
A Global Network PLC oferece uma oportunidade de negócios em marketing multinível através de produtos de tecnologia móvel e energia renovável, prometendo renda passiva e lucros ilimitados por meio de um sistema de duplicação de vendas.
The document discusses McDonald's (McD) use of quantitative strategic planning tools, including the External Factors Evaluation Matrix (EFE), Internal Factors Evaluation Matrix (IFE), Competitive Profile Evaluation (CPE), SWOT analysis, Grand Strategy Matrix, and Quantitative Strategic Planning Matrix (QSPM). It provides an example of McD's QSPM at the corporate level to evaluate strategies for dealing with financial weaknesses in a slow market. The strategies of hedging/FX options and share repurchases received the highest attractiveness scores but hedging actually led to significant losses, calling into question the reliability of purely quantitative tools.
Zara ( Customer-Based Brand Equity Model )yasminebibars
Zara is a large Spanish clothing retailer known for fast fashion. It operates 1080 stores worldwide and is the flagship chain of the Inditex group. Businessworld magazine describes Zara as a fashion imitator that focuses on understanding and quickly delivering styles its customers want rather than predicting trends through traditional fashion shows. Zara's vision is to continuously innovate to improve the customer experience by providing new, affordable designs made from quality materials. Its mission aims to contribute to sustainable development and the environment.
Pop-up stores are an emerging retail trend that provides experiential shopping and brand engagement opportunities for both brands and customers. Pop-up stores offer a flexible format that allows brands to test new products, gain customer insights, and create buzz in unique locations. Setting up pop-up stores in malls in particular provides visibility and access to large customer flows while allowing brands to adjust offerings based on seasonality. Pop-up stores create a "triple win" for brands, malls, and customers by delivering an interactive brand experience within a convenient retail environment.
McDonald's started as a drive-in restaurant in California in 1937 and has since expanded globally. It now operates in over 100 countries with over 30,000 restaurants worldwide. McDonald's vision is to provide outstanding quality, service, cleanliness and value to customers. To succeed internationally, McDonald's tailors its menu and marketing to local cultures. It conducts market research and adapts offerings based on customer preferences in different regions. For example, in China and India McDonald's replaced beef with chicken on its menu to be culturally appropriate. McDonald's aims to have local relevance while maintaining a consistent brand experience worldwide.
The document discusses store layout and design. It covers topics like store image, space productivity, circulation patterns like grid, loop and free flow layouts, location of departments, psychological factors to consider, visual merchandising, storefront and interior design, lighting, sounds and smells, and planograms. The overall goal of store layout and design is to attract customers, get them to browse more products, and maximize sales and profits.
Segmentation Management Project Of J. from Adeel Ahmad WahlaAdeel Wahla
Junaid Jamshed (JJ Brand) operates over 50 clothing stores in Pakistan under the name "JJ". Founded in 2002 and headquartered in Karachi, JJ has established itself as a leading fashion brand for men's and women's designer wear. Starting with a single shop, JJ has expanded successfully through innovative designs that emphasize quality, simplicity and authenticity. JJ aims to become a global leader in Pakistani fashion and has begun international expansion, including opening franchises in London.
McDonald's is the world's largest chain of hamburger fast food restaurants serving 68 million customers daily. It started in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald in California. Ray Kroc joined as a franchise agent in 1955 and later bought the chain, growing it to over 35,000 outlets globally that generate $27.5 billion annually. While mainly selling burgers, fries, and drinks, McDonald's also has some country-specific menus and is recognized worldwide by its golden arches logo and "I'm lovin' it" slogan. Customer surveys found McDonald's is seen as a fun, convenient place to get a quick, affordable bite to eat with friends and family.
Case Study : Dear Diary,My heart is racing to buy a car!
Decision making process, Utilitarian and Hedonic Needs, Balancing Utilitarian and Hedonic Needs
Asian Corner-Asian Street Food Takeaway Business Plan百惠 谢
Asian Corner is a proposed Asian street food takeaway van located next to the Learning Commons at the University of Manchester. The mission is to become the top choice for authentic Asian takeaway among UoM students. Primary research including surveys found there is demand for Asian street food takeaways on campus. Students typically eat takeaway 1-2 times per week and prefer Chinese, Japanese, Korean and Thai cuisine. The research also provided guidance on the menu, with popular items being Chinese buns, pork burgers, sushi, and noodles. The takeaway aims to offer fresh, affordable Asian street food with short wait times to attract time-strapped students.
McDonald's is the world's largest hamburger fast food chain with over 32,000 restaurants globally. It began franchising in the 1950s under Ray Kroc and expanded aggressively overseas in the 1980s. However, this led the company to lose focus and direction. In 2003, McDonald's implemented a "Plan to Win" strategy to refocus on quality over quantity and cheap offerings. More recently, McDonald's has partnered with health organizations to offer more nutritious choices and address changing consumer preferences around health. Going forward, McDonald's faces risks around health-conscious consumers switching to healthier brands, new competition, and adapting to changing market tastes like those of millennials.
A mini market is a smaller store than a supermarket that sells food and sometimes other goods. It is self-service with a limited selection. A convenience store is also small but located conveniently, such as near gas stations or on busy streets. Convenience stores have long hours, cater to local customers, and sell a limited selection of food, drinks, and pharmaceutical products for convenience. Both mini markets and convenience stores are smaller and more limited than supermarkets.
The document is a project report submitted for a fashion retailing and advertising course. It includes sections on the proposed name, launch plan, and location of a boutique called Allure. It discusses marketing messages, consumer buying habits, fashion forecasting, product lines, pricing strategy, and financial analysis including costs for rent, furnishings, and workshop requirements. The report provides details on the planned launch and promotion of the new boutique through an exhibition, advertisements, banners and pamphlets.
This document provides an overview of the strategic plan for Junaid Jamshed (J.), a Pakistani clothing brand. It discusses J.'s mission to provide innovative, high-quality designs and its vision to expand nationally and internationally. The summary also outlines J.'s goals to be the market leader in designer wear manufacturing and retailing worldwide. Additionally, it presents J.'s 7P's including its diverse product lines, competitive pricing strategies, nationwide store presence, and promotion through television, internet and social media.
Definition and Scope of Retailing;
Retailing Scenario – Global;
Retailing Scenario-India;
Prospects of Retailing in India;
Trends in Retailing;
Retailing formats;
Retail Strategies.
Characteristics of Retailing, Scope of Retailing, Functions of Retailing, History of Retailing In India, Trends in Retailing, Emerging Trends In Retail, Retailing Formats
Steps involved in developing a retail strategy,
Ice-Cream Parlor International Business01626555333
The document outlines a business plan for an ice cream parlor called "Sip & Go" that aims to expand internationally. The plan discusses the nature of the business as an ice cream shop that also offers books and WiFi. The objectives are to be recognized as the best new shop and earn profits in the first month. Services include home delivery, parties, and WiFi. The target market is young people and families. The business chooses a wholly owned subsidiary model to enter international markets and plans to open shops in South Asia, the Middle East, and Africa.
This document discusses store design and layout. It identifies learning outcomes related to the role of store environment in marketing and the importance of design. It then examines factors that contribute to a retailer's image such as quality, price, and location. Various elements of store design are explored, including atmosphere, lighting, music, smell, and temperature. Different types of store layouts - grid, curve, boutique, and guided flows - are described along with considerations for space management and allocation to induce sales and profitability.
La crisi di salinità del Messiniano e le evaporiti sicilianeSalvatore Stira
In questa presentazione sono descritti i meccanismi e le conseguenze della crisi di salinità del Messiniano. Inoltre sono descritte le evaporiti siciliane.
A Global Network PLC oferece uma oportunidade de negócios em marketing multinível através de produtos de tecnologia móvel e energia renovável, prometendo renda passiva e lucros ilimitados por meio de um sistema de duplicação de vendas.
The document discusses key concepts related to polygons, including calculating perimeter and area of regular polygons. It provides formulas for finding the perimeter, area, number of diagonals, triangles formed by diagonals from the same vertex, central angle, interior angle, and sum of interior angles of regular polygons.
Viral hepatitis BY Akash Sengupta (2nd year medical student)Aakash Sengupta
it is a point-wise representation of viral hepatitis. this is mainly concerned with the pathogenesis rather than the morphology of the diseases for which last few slides have been left blank. this will help in rapidly recapitulating what you've read about the topic in the past and assort it in a orderly manner. hope some will find it helpful.
O documento descreve os principais tipos de trabalhos científicos, abordagens de pesquisa e etapas para desenvolver um projeto de pesquisa, incluindo a definição do tema, revisão bibliográfica, metodologia, cronograma e estrutura do relatório final.
This business plan is for a proposed Little Caesars franchise location in Atlanta, GA called Little Caesars-Camp Creek Marketplace. The plan outlines startup costs of $206,000 which will be funded through $106,000 in owner investment and a $100,000 bank loan. The owners aim to attract 1000 customers per day and achieve 10% annual sales growth and less than 1% customer complaints. Financial projections estimate the business will break even in month 2 and be profitable, with profits increasing over the 3-year projection period. Key risks and exit strategies for investors are also discussed.
The document outlines an activation project between Field Agent, an app, and CityRoof, an organization that restores donated smartphones and distributes them to homeless individuals through shelter partnerships. The partnership will pre-install Field Agent on donated smartphones to help homeless people live and thrive in a connected community. Details of the promotional strategy are provided, including engaging bloggers and journalists to share success stories, and using social media like Facebook and Twitter to connect with activists and influencers to encourage more smartphone donations. The opportunity is highlighted as a way to humanize Field Agent and connect with an important social issue while gaining media impressions and guaranteed downloads through CityRoof's distribution network.
Ranbaxy cost accounting (profit centre & cost centre of ranbaxy)Shashank Kapoor
The document discusses responsibility centers in a pharmaceutical company. It identifies cost centers and profit centers. Cost centers are areas where costs can be calculated but not revenues, such as production. Profit centers are areas where both costs and revenues can be calculated, such as sales and marketing. Cost centers help management control costs, while profit centers give managers responsibility for costs and revenues, helping decision making be more efficient. Both types of centers provide information to evaluate performance and make planning decisions.
The document summarizes the key ecumenical councils that defined the nature of Christ:
1) The Council of Nicaea affirmed Christ's full divinity against Arianism.
2) The First Council of Constantinople affirmed Christ's full humanity against Apollinarianism.
3) The Council of Ephesus affirmed the personal union of Christ's divine and human natures against Nestorianism.
4) The Council of Chalcedon affirmed Christ exists as one person with two natures, divine and human, against Eutychian Monophysitism.
This document discusses various methods for resolving industrial disputes such as strikes and lockouts between employers and employees. It describes mediation and conciliation where a neutral third party helps the parties discuss their differences to reach an agreement. If these fail, arbitration or adjudication may be used where a binding decision is made. It also discusses maintaining industrial peace through bipartite and tripartite bodies that bring representatives of employers, employees and government together, as well as preventive measures like workers' participation schemes and collective bargaining.
Accounting system intro and accounting system of reliance industriesShashank Kapoor
Accounting provides essential financial information to a company in 3 key ways:
1. It allows a company to systematically record, report, and analyze its financial transactions through the accounting process.
2. An accountant oversees the accounting process and ensures compliance with accounting principles and regulations.
3. By analyzing accounting data, a company can evaluate its financial performance through metrics like net profit and make informed business decisions.
The document discusses various heat treatment processes and their effects on steel properties. It begins by explaining the crystal structures of pure iron and how they change with temperature. It then discusses how carbon content affects the cooling of steel from an austenite state. Rapid cooling forms martensite, while slower cooling forms pearlite or cementite. Various steel grades and their applications in heat treatment are also covered, along with processes like carburizing, nitriding, and precipitation hardening. Microscope images demonstrate the microstructural changes from these treatments.
The document discusses the marketing audit process. It begins by defining a marketing audit as a systematic, critical, and impartial review of a company's marketing goals, policies, methods, and personnel. It then outlines the key steps in conducting a marketing audit, including: 1) determining who conducts the audit, 2) when and how often it is done, 3) the areas to be audited, 4) developing audit forms, 5) implementing the audit, and 6) presenting results to management. The marketing audit considers both internal and external factors and reviews marketing plan performance.
This document defines and classifies different types of polygons. It discusses simple vs complex polygons, concave vs convex polygons, and regular vs irregular polygons based on their geometric properties. It also provides names for polygons based on the number of sides, such as triangle, quadrilateral, pentagon, etc. up to polygons with 20 or more sides using Greek and Latin prefixes and suffixes.
DEFINING THE MARKETING RESEARCH PROBLEM AND DEVELOPING AN APPROACHShashank Kapoor
This document provides an overview of Delphi Research Services Pvt Ltd, a market research and strategic consulting firm based in India. It discusses Delphi's areas of specialization in industrial, business-to-business, social and development research, and specialized consumer research for the services sector. It notes Delphi was established in 1991 and has expertise in research for Indian and international clients. It also briefly outlines Delphi's infrastructure, headquartered in Bangalore with field offices in other major cities, and lists some of its major clients across various industries.
Architectural Moulding & Millworks, Inc.
3545 NW 50th Street
Miami, FL 33142
(305) 638-8900
http://millworks.biz/products/
Leaders in manufacturing and distribution of architectural moulding & millwork products.
G.A.I.M. Engineering Inc. specializes in molding, inventing, and creating durable plastic products from 100% recycled plastics for over 30 years. The family-owned company offers consulting, tooling, fulfillment, secondary operations, retail packaging design, and distribution services. G.A.I.M. prides itself on being family-focused with long-term employees, utilizing recycled plastics to make quality goods while contributing positively to the environment, and expanding to facilitate large retailers.
Bansal Sales Corporation Pvt. Ltd. is a leading supplier of building materials and interior design products established in 1963 in Delhi, India. They supply products like plywood, timber, laminates, and more to clients across India. The company has a large facility in Delhi with over 50 employees and is led by Mr. Anil Bansal, generating an annual turnover of Rs. 25-50 crore. Bansal Sales offers a wide range of high quality products and prides itself on effective customer service and on-time deliveries.
MICRO ECONOMIC IN MANUFATURING SECTOR (PROJECT REPORT)janeefar Dj
The document discusses microeconomic concepts as they relate to a manufacturing sector. It includes sections on decision making, market equilibrium, elasticity, demand forecasting, production and costs. The objectives are to study demand and supply in the industry and understand key microeconomic topics. Methodology includes primary data collection from company owners and secondary data from the company website. The profile describes Jai Furn World, established in 2005, which manufactures and retails furniture using various wood types and craftsmanship. It has over 300 employees and serves residential and commercial clients through interior design, home styling, and furniture.
Custom door companies in Miami can create doors that are both aesthetically pleasing and strong/durable. They visit homes to understand door needs and use premium materials. Their custom doors enhance security while adding beauty. They also offer crown and baseboard molding to strengthen walls/floors while improving appearances. Door hardware companies provide high-quality products that enhance security and match other fixtures. Interior door companies supply a variety of stylish, durable, and economical interior doors.
Architectural Moulding & Millworks, Inc.
3545 NW 50th Street
Miami, FL 33142
(305) 638-8900
http://millworks.biz/products/
Leaders in manufacturing and distribution of architectural moulding & millwork products.
This document provides information about D. S. Doors India Ltd., a renowned furniture industry in India. It details the company's management staff, infrastructure including machinery, raw materials used, and production process. The raw materials section describes various wood species used. The company has modern machinery for operations like seasoning, carpentry, CNC routing, finishing, and packaging. It produces high quality wooden doors, windows, furniture and more.
Greenline Industries is a manufacturer of high quality custom wood veneer panels located in Beaufort, SC. They service a wide range of customers in industries such as architectural millwork, furniture, and more. Greenline offers natural and engineered veneers with various core options to meet specifications. They prioritize on-time delivery and competitive pricing.
This document provides information about Granada Secondary Glazing, a UK-based specialist in secondary glazing systems. It summarizes Granada's products and services, highlighting that they design, manufacture, and install secondary glazing solutions that improve noise insulation, thermal efficiency, and security while respecting historic building aesthetics. Granada has a wide range of products and extensive experience supporting renovation projects across various sectors, particularly for heritage and listed buildings.
Fiberglass Wool Ceiling Tiles Production Business. Great Ideas and Opportunit...Ajjay Kumar Gupta
Fiberglass Wool Ceiling Tiles Production Business. Great Ideas and Opportunities for Entrepreneurs.
Fiberglass Ceiling Tiles have a non-woven fiberglass or glass wool mesh core that is fully encapsulated with either a square or triangular edge. Silica sand is used to make Fiberglass or glass wool, which is a recyclable and environmentally friendly green material. This is also one of the finest insulation materials on the market, both in terms of thermal and acoustic insulation. Even when in close and prolonged contact with fire, it is a non-combustible material. It does not produce poisonous gases or smoke, which are two of the most harmful health and life hazards in the event of a burn.
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2. 2
Table of Contents
1.0 Executive Summary
Highlights
1.1 Objectives
1.2 Mission
1.3 Keys to Success
2.0 Company Summary
2.1 Company Ownership
2.2 Company History
Past Performance
Past Performance
2.3 Company Locations and Facilities
3.0 Products
3.1 Product Description
3.2 Sales Literature
3.3 Sourcing
3.4 Technology
4.0 Market Analysis Summary
4.1 Market Segmentation
4.2 Industry Analysis
4.3.Distribution Channels
5.0 Strategy and Implementation Summary
5.1 Strategy Pyramids
5.2 Value Proposition
5.3 Competitive Edge
5.4 Marketing Strategy
5.4.1 Pricing Strategy
5.4.2 Promotion Strategy
5.5 Sales Strategy
5.5.1 Sales Forecast
Sales Monthly
Sales Forecast
6.0 Management Summary
6.1 Organizational Structure
6.2 Management Team
6.3 Management Team Gaps
6.4 Personnel Plan
Personnel
7.0 Financial Plan
7.1 Projected Profit and Loss
Profit and Loss
7.5 Projected Cash Flow
Cash
Cash Flow
7.6 Projected Balance Sheet
Balance Sheet
7.7 Business Ratios
Ratios
3. 3
1. Executive Summary
1.0 Executive Summary
Patwoods Processing Inc. has been riding a growth spurt, having expanded the market to Luzon and
penetrating the Export Market. Bolstered by the development of new designs for decorative and
carved mouldings, we were able to develop new products which target the high end market.
This annual business plan calls for another year of accelerated growth. Because our sales growth has
brought some working capital implications, we are carefully planning to manage growth and provide
for steady cash flow.
We also expect to be profitable as never before. In all, this plan is a healthy company with good
growth prospects, looking to manage its orderly growth in the near future.
Highlights
-
5,000,000.00
10,000,000.00
15,000,000.00
20,000,000.00
25,000,000.00
30,000,000.00
35,000,000.00
40,000,000.00
Jan-Mar Apr-Jun Jul-Sep Oct-Dec
Projected Conso IS-2007
Sales
Gross Profit
Net Income
1.1 Objectives
1. Focus on the new products to increase monthly sales beyond the P10 million mark by 2007.
2. Maintain a gross margin close to 30%.
3. Increase the net profit to more than 15% of sales by 2007.
1.2 Mission
Patwoods Processing Inc helps create elegant homes with well-designed woodworking products that
complements the over-all interior design of homes, in which people can enjoy living in style. We are
sensitive to the look and feel of good wood. We always provide the best possible value to our
customers who care about quality woodworking products, and we want every peso spent with us to
be well spent. We also create and nurture a healthy, creative, respectful, and fun office and plant
environment, in which our employees are fairly compensated and encouraged to respect the
customer and the quality of the product we produce. We seek fair and responsible profit, enough to
keep the company financially healthy for the long term and to fairly compensate owners and investors
for their money and risk.
4. 4
1.3 Keys to Success
Uncompromising commitment to the quality of the end product: quality wood, quality
workmanship, quality design, quality of end result.
Successful niche marketing: we need to find the quality-conscious customer in the right
channels, and we need to make sure that customer can find us.
5. 5
2. Company Summary
2.0 Company Summary
Patwoods Processing Inc. is a privately-owned manufacturer of quality woodworking products who
care about elegant interior design of homes. Our customers are in all levels of business that can
afford very high quality woodworking products, plus a growing portion of high-end elegant homes.
2.1 Company Ownership
Patwoods Processing Inc is a corporation, one of the companies owned by the Amadeo family. It was
created in 1995 and the purpose was to process the trees grown by a tree farm also owned by the
Amadeo family, the Industrial Tree Plantation.
2.2 Company History
In the height of rampant illegal logging operation in the virgin forests land of Mindanao sometime
in1989, Mr.Patricio Amadeo saw an opportunity in the need to grow trees. This was the time that
Phela Resources Corporation was born. He converted more than 3,000 hectares of barren land into
an Industrial Tree Plantation of Gmelina arborea R. Br.trees species.
Phela Resources Corporation-Wood Processing Division, manufacturer of mouldings, kitchen cabinet
doors, closet doors, french windows, airvents and other woodworking products came into existence
way back in 1995. The company’s aim was to introduce the Gmelina trees as an alternative to
naturally grown trees like Lauan, Apitong, Yakal and other forest trees. Last 2006, Phela Resources
Corporation-Wood Processing Division was separated and became a new company under Patwoods
Processing Inc, to honor its founder, Mr. Patricio Amadeo.
2.3 Past Performance
Profitability and working capital were problems during our recent growth, but we believe we now have
costs and cash flow under control.
(1,000,000.00)
-
1,000,000.00
2,000,000.00
3,000,000.00
4,000,000.00
5,000,000.00
6,000,000.00
7,000,000.00
8,000,000.00
9,000,000.00
APRIL MAY JUNE JULY AUGUST SEPTEMBER
NET SALES
GROSS PROFIT
NET INCOME
2.4 Company Locations and Facilities
Patwoods Processing Inc is located in MCDC Compound, Purok Masikap,Lagao, Gen.Santos City.
The facility includes sawmill, kiln driers, woodworking plant, warehouse and office.
6. 6
3. Products
3.0 Products
Patwoods Processing Inc offers very high quality but affordable woodworking products designed to
effectively incorporate elegance into homes. The key to the line are the carved and decorative
mouldings that give homes elegance without the high costs.
3.1 Product Description
Mouldings - also called interior trims or casings. The most common of trims are baseboard, which
covers the joint where the walls meet the floor. Cornice, crown moldings or ceiling trim to cover the
joint between the walls and the ceiling.
To separate different wall treatment moldings are also used as picture rail or chair rails.
a. Base board – as the name implies it is applied at the base of the wall. It is used to separate the
wall from the floor or to cover gaps between them. Sizes available are 1” x 3” x 8’ and 1” x 4” x
8’. Product codes: BB 318, BB 364, BB 04, BB 45, BB 03, BB 48918, BB 41 and BB 46.
b. Cornice Moldings – this molding is used to cover the joint between the ceiling and the walls. In
contemporary construction ceiling trim or Cornice Molding is mainly ornamental, it can also be
used to hide flaws or disguise imperfections. Crown molding is a wide, thin trim that projects out
from the junction of the ceiling and walls; it comes in various widths and angles. Product codes:
(1 x 1) M15, M33 & M07, (1 x 2) M04, M08, M17, (1 x 3) M11, M01, C375, C376, C31, (1 x 4)
M25, C479, C483, M01, M22, (1 x 5) C581, M23, C565.
c. Door Casing & Window Casing – these types of moldings are used to give finer details on the
window jamb and doorjamb. Its main function is mainly ornamental and to hide flaws. Product
codes: (1 x 1) WC 138, (1 x 2) DC21, DC22, DC23, DC24, M02, M14, M16, S55 (1 x 3) DC31.
d. Picture Rail & Chair Rails & Ceiling clips – Traditional interior finishing used picture rails, as the
name connotes, it is used to hang picture frames in the wall. Chair rails or Cap moldings was
originally installed in dining rooms or other rooms where chairs are being moved about, to protect
the walls from being scraped. Ceiling clips are usually used to hide flaws in the ceiling or cover
the gaps. Product Codes: (1 x 1) Spacer 04, M31, S15, M09, M194, M 13.
e. Picture Frame – is used to frame pictures. Product codes: (1 x 1) PF04, PF17, (1 x 2) PF05.
d. Carved Moldings – These are usually crown moldings and are hand carved. These moldings
are for mainly decorative / ornamental.
Cabinet Doors - models are Cabinet Door Panel (CDW), Cabinet Door Glass (CDG) and Cabinet
Door Open Glass (CDO). Our Cabinet doors are unique from others because of its slip in method of
installing glass. CDG (French type cabinet door) and the CDO Cabinet Door models are very
convenient and easy to install.
3 Easy Steps in installing glass in CDG and CDO
1. Remove the removable glass clip
2. Slip the glass in.
3. Return the glass clip.
Sizes available are 12” x 24”, 14” x 24”, 15” x 24”, 16” x 24” and 18” x 24
7. 7
3.2 Sales Literature
For 2007 we plan to develop a company catalog, which would include some other products for the
same target customers. The focus will be the carved and decorative mouldings catalog, with kitchen
cabinet doors, closet doors, French windows and air ventilation ducts.
3.3 Sourcing
Our Gen.Santos location is a distinct advantage for local wood. We can buy higher quality Gmelina
than either of our competitors. Since our sales increased over the last two years, we have been able
to buy at better prices, because of higher volumes.
We work with local wood suppliers. Mr. Orlando Yumul supplies most of our Gmelina. His source is
from Sarangani Province. This is a good, stable supplier. There are numerous small sawmills all over
South Cotabato, Sarangani Province and Cotabato City and they are a good second source for filling
in when our main suppliers were short.
3.4 Technology
From the tree farm, G’melina trees are cut and transported to the sawmill where it will be milled to
desired dimensions. After milling the G’melina lumber will be placed inside the Kiln Drier. Drying time
usually takes 30-60 days. When the lumber has attained the Moisture Content (MC) of 12% and
below, it will now be transferred to the wood processing section where it will be classified, planed,
ripped, and finger-jointed according to its use. Some lumber may be directly processed into
mouldings, while others will undergo additional processes like laminating, composing, shaping and
assembly.
8. 8
4. Market Analysis Summary
4.0 Market Analysis Summary
Our target market is a person who wants to have an elegant home, combined with an old fashioned
sense of fine woods and fine woodworking. This person may be building a new home or making
home improvements. The common bond is the appreciation of quality, and the lack of price
constraints.
4.1 Market Segmentation
Well-connected home owners who are in medium to high end market.
Interior designers and General Contractors whose clients are the above targeted audience,
well-connected home owners. Professionals of all types are becoming savvier as the
competition becomes fiercer. Any designer or contractor who not only drives around his
immediate area to find quality fixtures, additions and accessories for their client’s home, but is
able to search nationwide has an edge on their competition.
4.2 Industry Analysis
The woodworking industry has undergone a great deal of change in the past 10 years. The growth of
Do-It-Yourself stores (like CitiHardware with 21 branches all over Visayas and Mindanao and soon to
open in Manila and Wilcon Builders Depot with 13 branches in Manila and 1 in Davao) made the
woodworking products dominant as home improvement became a popular weekend pastime for
people wanting to improve their living conditions (and the value of their house).
4.3 Distribution Channels
Our main distributors are the Do-It-Yourself stores in the Philippines. Our number one distributor is
the CitiHardware chain of stores. They have twenty-one branches all over Visayas and Mindanao and
an expansion to Manila is on the works. Next is the Wilcon Builder’s Supply which has eleven stores
in Manila and one in Davao.
9. 9
Local Sales-January to November 2006
1% 4%
5%
1%
56%
6%
0%1%
4%
0%
22% AHD
CAT
COH
CPBS
CITIHARDWARE
HE HARDWARE
MELY'S
ORO TRACIS
ORTIGAS HOME DEPOT
SOLID GOLD
WBS
10. 10
5. Strategy and Implementation Summary
5.0 Strategy and Implementation Summary
We focus on a special kind of customer, the person who wants very high quality woodworking
products to work beautifully with their homes. Our customer might be building or improving their
homes. What is important to the customer is elegance, fine workmanship, ease of use, design and
practicality.
Our marketing strategy assumes that we need to go into specialty channels to address our target
customer's needs. We position as the highest quality, offering status and prestige levels of purchase.
The product strategy is also based on quality, in this case the intersection of technical understanding
with very high quality woodworking and professional materials, and workmanship.
5.1 Strategy Pyramids
Our main strategy at Patwoods Processing Inc. is to position ourselves at the top of the quality scale,
featuring our combination of technology and fine old-fashioned woodworking, for the buyer who wants
the best quality at practical price. Tactics underneath that strategy include research and development
related to new designs and new technology, choosing the right channels of distribution, and
communicating our quality position to the market.
5.2 Value Proposition
Patwoods Processing Inc gives the discriminating home owners, interior designers and general
contractor, who cares about design and quality woodworking products, at a relatively practical price.
5.3 Competitive Edge
Our competitive edge is our dominance in the woodworking industry using G’melina wood. We are
the pioneer in developing G’melina arborea, a planted specie as an alternative to naturally grown
trees like Lauan,Apitong and Yakal. Local and export market has accepted G’melina wood
commercially and we have somehow paved the way for protecting our forests.
5.4 Marketing Strategy
Our products are positioned very carefully: these are high-quality woodworking products combining
workmanship and design for the customer who understands quality and elegance.
Our marketing strategy is providing home owners, interior designers and general contractors with a
wide range of woodworking products from plain mouldings, kitchen cabinet doors to the high-end
carved and decorative products without the very high costs of building or improving a home.
11. 11
5.4.1 Pricing Strategy
We will maintain our pricing position as quality with practicality. We are the best product available, for
the most discriminating consumer with a budget.
5.4.2 Promotion Strategy
Our most important vehicles for sales promotion are the brochures and outdoor billboards.
5.5 Sales Strategy
Our strategy focuses first on maintaining the identity with the buyer who appreciates the best
available quality without the high costs. We've been able to find these customers using direct sales to
distributors.
Our work with distributors has been promising. We hope to continue the relationship with distributors
selling directly to costumer, even though this takes working capital to support receivables.
5.5.1 Sales Forecast
We are expecting to increase sales grow from P80 million last year to P136M in the next year, which
is almost doubling in size. The growth forecast is in line with our last year, and is relatively high for
our industry because we are developing new products. In 2007 we expect growth closer to 100% per
year, to a projected total of more than 136 million.
We are projecting significant change in the product line, or in the proportion between different lines.
The key to our growth is to make sure that all production lines are operating at 80-100% capacity.
Sales Monthly
-
2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
14,000,000.00
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Projected Consolidated Sales
RCC
Airvents
TRD Mouldings
RP Mouldings
Scroll Carved Mouldings
Carved Mouldings
Acacia Lamina
Pallets
Laminated Products
Finger Jointed Sticks (Export)
French Window
Closet Door
Cabinet Door
Plain Mouldings
12. 12
6. Management Summary
6.0 Management Summary
We are a small-medium enterprise company owned and operated by Eduardo O Amadeo. Eduardo is
a hands-on President of the company by managing the daily operations of the woodworking plant.
Management style reflects the participation of the owners. The company respects its community of
co-workers and treats all workers well. We attempt to develop and nurture the company as
community.
6.1 Organizational Structure
Eduardo O. Amadeo, President, is responsible for overall business management. Our department
heads of Woodworking, Procurement, and Marketing report directly to Eduardo.
As an owner, Eduardo Amadeo develops business strategy and long-term plans. Eduardo is strong
on product know-how, technology, management and business know-how.
6.2 Management Team
Eduardo O Amadeo, President, have successfully managed other companies in the Amadeo Group
of Companies like Amadeo Fishing Corporation and EOA Lumber.
Marvin Cabangon, Woodworking Department Head, was the former head of Marketing Department.
He was responsible for introducing new designs for decorative mouldings like the SC,RP and TRD.
Loida Dofiles, Marketing Department Head, was the former Accounts Officer. She has the degree of
Bachelor of Science in Business Administration major in Accounting.
6.3 Management Team Gaps
We depend on our professionals for some key management help. We don't have a strong background
in preventive maintenance for our woodworking machines.
As we grow we will need to develop more manufacturing technique, more mass production.
6.4 Personnel Plan
The personnel table assumes slow growth in employees. We need to have a stronger benefits policy
(with medical and insurance, plus a profit sharing plan from the net income per month) and very low
turnover.
Salaries are generally in accordance with Labor Code, so we ultimately pay what is really due for our
people.
As we grow, we expect to see steady increases in our personnel to match the increases in sales.
14. 14
7. Financial Plan
7.0 Financial Plan
The financial picture is quite encouraging. We have an existing credit line with International Exchange
Bank with limit of P5M. The credit line is easily supported by assets.
7.1 Projected Profit and Loss
We do expect a significant increase in profitability this year, and in the future, because we have
learned how to deal with the increasing sales levels of selling through channels. Despite the lower
profitability levels of recent years, we expect to pass 15% in 2007.
-
5,000,000.00
10,000,000.00
15,000,000.00
20,000,000.00
25,000,000.00
30,000,000.00
35,000,000.00
40,000,000.00
Jan-Mar Apr-Jun Jul-Sep Oct-Dec
Projected Conso IS-2007
Sales
Gross Profit
Net Income Before Incentives
15. 15
Pro Forma Profit and Loss
Jan-Mar Apr-Jun Jul-Sep Oct-Nov TOTAL
Sales 27,003,802.61 32,929,370.14 36,333,883.09 39,630,786.35 135,897,842.18
Raw Materials 10,264,410.18 12,463,783.19 13,750,501.72 14,992,467.69 51,471,162.78
Direct Labor 5,577,298.30 6,686,128.24 7,443,642.79 8,220,556.26 27,927,625.59
Manufacturing Overhead 3,166,087.24 3,853,737.77 4,244,962.43 4,627,746.05 15,892,533.49
Cost of Goods Sold 19,007,795.73 23,003,649.20 25,439,106.93 27,840,769.99 95,291,321.85
Gross Margin 7,996,006.88 9,925,720.94 10,894,776.16 11,790,016.35 40,606,520.33
Gross Margin % 30% 30% 30% 30% 30%
Operating Expenses:
Sales and Marketing Expenses:
Sales and Marketing Payroll 328,581.46 377,127.22 394,517.61 408,355.10 1,508,581.40
Freight and Handling 450,000.00 495,000.00 544,500.00 598,950.00 2,088,450.00
Advertising/Promotion 150,000.00 150,000.00 150,000.00 150,000.00 600,000.00
Travel 50,000.00 50,000.00 50,000.00 50,000.00 200,000.00
Total Sales and Marketing Expenses 978,581.46 1,072,127.22 1,139,017.61 1,207,305.10 4,397,031.40
Sales and Marketing % 4% 3% 3% 3% 3%
General and Administrative Expenses:
General and Administrative Payroll 624,681.46 673,227.22 690,617.61 704,455.10 2,692,981.40
Depreciation 100,000.00 100,000.00 100,000.00 100,000.00 400,000.00
Repairs and Maintenance 1,000,000.00 1,100,000.00 1,210,000.00 1,331,000.00 4,641,000.00
Representation 50,000.00 55,000.00 60,500.00 66,550.00 232,050.00
Other General and Administrative
Expenses 820,028.45 884,459.28 1,074,053.79 1,298,869.46 4,077,410.98
Total General and Administrative
Expenses 2,594,709.91 2,812,686.50 3,135,171.40 3,500,874.56 12,043,442.38
General and Administrative % 10% 9% 9% 9% 9%
Other Expenses:
Contract/Consultants 60,000.00 60,000.00 60,000.00 60,000.00 240,000.00
Total Other Expenses 60,000.00 60,000.00 60,000.00 60,000.00 240,000.00
Other % 0.22% 0.18% 0.17% 0.15% 0.18%
Total Operating Expenses 3,633,291.38 3,944,813.71 4,334,189.02 4,768,179.66 16,680,473.77
Profit Before Interest and Taxes 4,362,715.50 5,980,907.23 6,560,587.14 7,021,836.69 23,926,046.55
Interest Expense 1,000,000.00 880,000.00 774,400.00 681,472.00 3,335,872.00
Taxes Incurred 60,000.00 60,000.00 60,000.00 60,000.00 60,000.00
Net Profit 3,302,715.50 5,040,907.23 5,726,187.14 6,280,364.69 20,530,174.55
Net Profit/Sales 12% 15% 16% 16% 15%
16. 16
7.2 Projected Cash Flow
Although we expect to be more profitable in 2007, we still have drains on the cash flow. We need to
pay significant amount of liabilities. Because of our increased sales through channels, and necessary
increase in inventory levels, we need to increase working capital. We plan to extend our credit line to
cover as much as P5M in short-term credit, backed by receivables and inventory.
-
2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
JAN-MAR APR-JUN JUL-SEP OCT-DEC
Cash Flow-2007
NET CASH FLOW
CASH BALANCE
17. 17
PROJECTED CASH FLOW STATEMENT
FOR THE YEAR 2007
JAN-MAR APR-JUN JUL-SEP OCT-DEC TOTAL
CASH BEGINNING BALANCE DECEMBER 2006 (988,716.54) 1,485,443.96 2,783,489.09 5,161,134.68 (988,716.54)
CASH RECEIVED
CASH FROM OPERATIONS
1. Cash Sales 1,054,281.63 1,388,807.51 1,559,033.15 1,723,878.32 5,726,000.61
2. Cash from Receivables-Present Quarter 10,705,698.05 7,777,322.04 8,730,585.66 9,653,718.58 36,867,324.33
3. Cash from Receivables-Previous Quarter 2,530,275.91 3,333,138.02 3,741,679.57 9,605,093.50
Subtotal Cash from Operations 11,759,979.68 11,696,405.46 13,622,756.84 15,119,276.46 52,198,418.44
ADDITIONAL CASH RECEIVED
1. Trade Checks Rediscounting 11,597,097.93 15,276,882.58 17,149,364.70 18,962,661.49 62,986,006.70
2. EXAL 5,918,170.00 5,153,220.00 5,153,220.00 5,153,220.00 21,377,830.00
Subtotal Additional Cash Received 17,515,267.93 20,430,102.58 22,302,584.70 24,115,881.49 84,363,836.70
TOTAL CASH RECEIVED 29,275,247.61 32,126,508.04 35,925,341.53 39,235,157.95 136,562,255.14
EXPENDITURES
EXPENDITURES FROM OPERATIONS
1. Purchases 10,264,410.18 12,463,783.19 13,750,501.72 14,992,467.69 51,471,162.78
3. Direct Labor 5,577,298.30 6,686,128.24 7,443,642.79 8,220,556.26 27,927,625.59
4 Manufacturing Overhead (Net of Depreciation) 3,166,087.24 3,853,737.77 4,244,962.43 4,627,746.05 15,892,533.49
5. Marketing and Administrative Expenses 3,573,291.38 3,884,813.71 4,274,189.02 4,708,179.66 16,440,473.77
Subtotal Expenditures from Operations 22,581,087.11 26,888,462.91 29,713,295.95 32,548,949.66 111,731,795.63
ADDITIONAL CASH SPENT
1. Other Liabilities Principal Repayment 3,000,000.00 3,000,000.00 3,000,000.00 3,000,000.00 12,000,000.00
2. Payment of Interest Expense 1,000,000.00 880,000.00 774,400.00 681,472.00 3,335,872.00
3. Payment of Taxes 60,000.00 60,000.00 60,000.00 60,000.00 240,000.00
4. Purchase Warehouse Inventory System 100,000.00 100,000.00
5. Purchase of Electronic DTR System 60,000.00 60,000.00
Subtotal Additional Cash Spent 4,220,000.00 3,940,000.00 3,834,400.00 3,741,472.00 15,735,872.00
TOTAL CASH SPENT 26,801,087.11 30,828,462.91 33,547,695.95 36,290,421.66 127,467,667.63
NET CASH FLOW 2,474,160.50 1,298,045.13 2,377,645.58 2,944,736.30 9,094,587.51
CASH BALANCE 1,485,443.96 2,783,489.09 5,161,134.68 8,105,870.97 8,105,870.97
18. 18
7.3 Pro-forma Balance Sheet
Our projected balance sheet shows an increase in net worth to more than P42M in 2007, at which
point we expect to be making 15% profit on sales of P 136 million. With the present financial
projections we will be careful in supporting our working capital credit line, because we have to grow
receivables and inventory to support growth in sales through channels.
Pro-forma Balance Sheet
Assets
Current Assets
Cash 8,105,870.97
Accounts Receivable 4,137,307.96
Notes Receivable 6,000,000.00
Inventory 18,000,000.00
Other Current Assets 5,500,000.00
Total Current Assets 41,743,178.93
Long-term Assets
Long-term Assets 25,954,151.22
Accumulated Depreciation 3,669,530.50
Total Long-term Assets 22,284,620.72
Total Assets 64,027,799.65
Liabilities and Capital
Current Liabilities
Accounts Payable 513,520.06
Current Borrowing 5,376,034.91
Other Current Liabilities 4,814,836.25
Subtotal Current Liabilities 10,704,391.22
Long-term Liabilities 11,276,521.65
Total Liabilities 21,980,912.87
Stockholder's Equity
Retained Earnings 21,516,712.23
Projected Net Income 21,317,441.91
Total Stockholder's Equity 42,834,154.14
Total Liabilities and Stockholder's
Equity 64,815,067.01
Net Worth (A-L) 42,046,886.78
19. 19
7.4 Business Ratios
Our ratios look healthy and solid. Gross margin is projected to be at 30%, return on assets getting to
about 37%, and return on equity at 48% or better. Debt and liquidity ratios also look tough, with debt
to net worth running at more than .51 to one. The projections, if we make them, are manageable.
PATWOODS PROCESSING INC.
FINANCIAL HIGHLIGHTS 2007
1 CONSOLIDATED NET INCOME P 20,530,174.55
2 RATIO ANALYSIS
2.1 Liquidity Ratio
a) Current Ratio current assets (exc. adv) 36,243,178.93 3.39
current liabilities 10,704,391.22
b) Quick or Acid Test Ratio cash + mark'ble sec. + re'bles 18,243,178.93 1.70
current liabilities 10,704,391.22
2.2 Working Capital Ratio
a) Receivable Turnover net credit sales 108,794,011.57 26.30
average receivables 4,137,307.96
b) Inventory Turnover cost of goods sold 93,705,479.99 5.21
average inventory 18,000,000.00
c) Number of days in inventory working days 30.00 5.76
inventory turnover 5.21
d) Number of days in receivables working days 30.00 1.14
receivable turnover 26.30
2.3 Profitability Ratios (Tests of Profitability)
a) Return on Assets income before interest & taxes 23,926,046.55 0.37
average total assets 64,027,799.65
=
It measures the number of times that the current liabilities could be paid with the
available current assets.
=
The firm's paying ability in the very, very near term.
The time required to complete one (1) collection cycle from the time
receivables are recorded, then collected, to the time new receivables are
recorded again.
=
=
It measures the number of times that inventory is replaced during the period.
=
=
=
A measure of operating effeciency. It indicates how well the firm's management
has used the assets under its control to generate income.
20. 20
b) Return on Owners' Equity net income 20,530,174.55 0.48
ave. owners' equity 42,834,154.14
2.4 Leverage Ratios (Tests of Solvency)
a) Debt Ratio total liabilities 21,980,912.87 0.34
total assets 64,027,799.65
b) Equity Ratio total owners' equity 42,834,154.14 0.67
total assets 64,027,799.65
c) Debt to Equity Ratio total Liabilities 21,980,912.87 0.51
total owners' equity 42,834,154.14
d) Times Interest Earned income before tax + int. exp 27,261,918.55 5.93
interest expense 4,597,151.29
=
=
=
=
=
Measures the amount earned on the owners' investment.
Indicates the percentage of total assets provided by creditors.
Indicates the percentage of total assets provided by the owners.
Determines the amount provided by creditors relative to that provided by the
owners.
Determines the extent to which operations cover interest expense.
21. 21
Annexes
a.) Price Masterlist
b.) Comparative Sales 2005 and 2006
c.) Comparative Sales 2005 and 2006 Per Product-Graph
d.) Comparative Total Sales 2005 and 2006-Graph
e.) Comparative Sales Woodworking Department 2005 and 2006-Graph
f.) Comparative Sales RPD 2005 and 2006-Graph
g.) Schedule of Production-Woodworking Department
h.) Schedule of Production-RPD
i.) Updated List of Employees
j.) Strategies and Action Program 2007