Business Plan for

ORANG KAMPUNG COFFEE SHOP

TAN YEN HOU

ASIA E UNIVERSITY
EDPM

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CONTENTS

EXECUTIVE SUMMARY

BUSINESS MISSION

COMPANY OWNERSHIP/ LOCATION

EXTERNAL ANALYSIS
The economy & business environment

The market place

Target Customers/ market dynamics

Competition

SWOT ANALYSIS
Strengths

Weaknesses

Opportunities

Threats

OBJECTIVES
Objective 1: To develop coffee shop certified to serve diners

Objective 2: Recruit and train staff

Objective 3: Develop menus

Objective 5 : Marketing plan

KEY ACTIONS PLANNED FOR THE NEXT 12 MONTHS

SALES AND COST SUMMARY

MANAGEMENT TEAM/ HR

FINANCIAL STATEMENT

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 EXECUTIVE SUMMARY

Summary

ORANG KAMPUNG COFFEE SHOP is a new company who are planning to open a new
coffee shop in the centre of a local village. ORANG KAMPUNG COFFEE SHOP is founded
by three entrepreneurs who have 18 years coffee shop experience between them.

The market and business

The main market sectors ORANG KAMPUNG will penetrate are couples between the ages of
25 to 55 and business people in the local area and within a radius of 10 miles. We wish to
become a recognised national name in the next year but this is our starting point.

ORANG KAMPUNG will concentrate on bringing as much local produce from the local area
into the coffee shop and link the menus to the requirements of the target market.

Core product offerings

The coffee shop will be a light bite casual dining establishment offering real Java coffee and
Kampong Styles light bites:

Lunchtime menu for business people during the week

Full range of in demand coffees
Special options each day

Products
The Orang Kampong Coffee Shop provides its patrons the finest hot and cold beverages,
specializing in specialty coffees and custom blended Coffee. In addition, OKCS will offer
select domestic soft drinks, sodas, fresh-baked pastries, and other confections. Seasonally,
OKCS will add beverages such as hot apple cider, hot chocolate, frozen coffees, and more.

Product Description
Orang kampong Coffee Shop provides its customers, whether at a Drive-thru facility or one of
the Mobile Cafes, the ability to custom order a coffee beverage that will be blended to their
exact specifications. Each of OKCS's Baristas will be trained in the fine art of brewing,
blending, and serving the highest quality hot and cold beverages, with exceptional attention
to detail.
Besides coffees, OKCS will offer teas, domestic and Italian sodas, frozen coffee beverages,
seasonal specialty drinks, pastries, and other baked goods. Through the website and certain
locations, OKCS will market premium items such as coffee mugs, T-shirts and sweatshirts,
ball caps, and more.

Revenues and profitability

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Revenues forecasting for the first year of operation are RM1,491,000 with this increasing by
8-9% for the subsequent two years. Net profits are forecast to be 31% before the salaries of
the directors and before tax and interest.

Management team

ORANG KAMPUNG COFFEE SHOP is a new company set up and run by En Tan Eu Kong,
Mrs Cindy Lee and Mr Rosi who have 18 years experience in the coffee shop business. The
premises have been purchased via a mortgage and the owners will invest RM660,000 to
purchase initial stock and for start-up costs.

BUSINESS MISSION

Orang Kampong Coffee Shops mission is to become a leading well known casual dining
coffee shop in the local area and be first choice for couples for late breakfasts and afternoon
snacks

COMPANY OWNERSHIP/ LOCATION

ORANG KAMPUNG COFFEE SHOP started trading in 2009 and is jointly owned by Mr Tan,
Mrs Cindy and Mr Rosi and is trading as a Sdn Bhd Company.

ORANG KAMPUNG COFFEE SHOP are based at their premises at :

12, Jalan Telawi 6,

Bangsar Village
Bangsar
Kuala Lumpur

Telephone 03-243 445600

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 EXTERNAL ANALYSIS

The economy & business environment

The Malaysia economy is estimated in our main scenario to show modest average
GDP growth of around 1% in 2010, picking up gradually to around 2.5% in 2011.
Consumer spending fell by less than GDP in 2009 due to support from low interest
rates, the temporary VAT cut, a recovery in house prices and a lower than expected
rise in unemployment. Looking forward, however, we expect consumer spending to lag
behind GDP growth in the recovery phase of the cycle as monetary and fiscal policy
tighten and earnings growth remains subdued.
Our analysis indicates that the sharp rise in the headline household savings ratio
during 2009 was largely driven by special factors, rather than indicating that necessary
adjustments in household balance sheets were already well advanced.
Given these considerations, we expect relatively modest real consumer spending
growth of only around 0.75% in 2010 and 2% in 2011 in our main scenario.
The main drivers of growth in 2010 are expected to be exports and restocking. We
should also see a gradual upturn in business investment growth in 2011.
Bank lending constraints could act as a drag on business investment and employment
growth in the medium term. Our analysis suggests that this effect applies particularly
to small and medium-sized enterprises that lack other ready sources of funding.
Public spending growth will remain modestly positive in 2010, but will need to be cut
back sharply in the medium term to bring under control an unsustainably large budget
deficit. We estimate that additional tax rises or real spending cuts of around RM20
billion, over and above current plans, will be needed to eliminate the structural current
budget deficit by the end of the next Parliament.
This fiscal squeeze will act as a drag on medium-term growth but should help to keep
interest rates relatively low. Although inflation has spiked up in the short term, we
expect it to fall back towards target over the next year given continued subdued
earnings growth.
This should allow the Bank of England to keep base rates low during 2010, although
they are projected to rise to around 2.5% by the end of 2011 in our main scenario.
Risks around growth in our main scenario are more balanced than a year ago, but are
still somewhat weighted to the downside. We therefore recommend that businesses
should stress test their plans and valuations against an alternative double dip
scenario. But an upside scenario where growth rebounds rapidly to above trend rates
can also not be ruled out.

Source: PWC Economic report

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External Research

MALAYSIA Coffee shop market still growing despite recession

According to Price Water House, there are around 11,000 coffee outlets in the Malaysia, of
which 4,158 (at the end of 2009) are branded (e.g. Starbucks, Old Town Kopitiam, and Coffee
Bean). The branded coffee shops have a turnover of RM1.63 billion. Revenues in the
segment rose by 6.2% in 2009, compared with 12.6% growth in 2008. The net number of
new outlets rose by 258 in 2009, a 6.6% increase. So you can see that volume growth (as
measured by new outlets) was a key driver in the small rise in market sales.

Like-for-like sales (a comparable way of measuring sales for outlets that were open in both
2008 and 2009) were broadly static. But that statistic hides a disparity between the best-
performing chains (where LFL revenues grow by between 1-2%) and the rest, where LFL
sales declined.

Might we have expected coffee market revenues to have declined during 2009? After all,
GDP fell by almost 5% in 2009, partly due to much weaker consumer (and retail) spending?
The answer is that Malaysia consumers did not abandon their coffee treats in 2009. They
continued to visit almost as frequently as in 2008, but preferred to trade down to lower-price
items or take advantage of greater price promotions.

Some commentators in the media have found the resilience of the coffee shop market to be a
surprise during the recession. Surely, they argue, a trip to Starbucks or Coffee Bean is a
discretionary spend (perhaps even a luxury) that cash-strapped consumers can do without?

However, Allegras detailed research into customer attitudes reveals a significant change in
customer behaviour in recent years. Cafe or coffee shop culture is now so entrenched in the
Malaysia that consumers are reluctant to cut back on what many now consider to be a
necessity, or day-to-day staple. The daily coffee fix is something that customers are unlikely
to give up, even if some of them have become more price-conscious.

Allegra found that the average spend by a visitor to a branded coffee shop fell slightly in
2009, from RM3.59 in 2008 to RM3.50. Partly this was due to a reduction in the proportion of
customers who bought food with their coffee. It also reflected greater price competition in the
market. For example, Starbucks lowered its Malaysia prices below the RM2 level for the first
time in its history in 2009.

Source:
http://tutor2u.net/blog/index.php/business-studies/comments/branded-coffee-shops-prove-resilient-to-the-Malaysia-
recession/

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Malaysian - Coffee chains are getting tough in the fight for custom, but is it the right
strategy?

Over the past few months there have been clear signs that the breakneck speed of growth of
the coffee shop market may be about to drop.

This flattening out can largely be put down to the recession and saturation in urban locations.
Data analyst Allegra Strategies claims the coffee market will cope reasonably well with the
current recession. However, it also predicts that outlet openings will slow from its current level
of 12.6% annual growth to 7.7% over 2009. The downturn looks set to effect another change
in the sector. Traditionally, it has shunned advertising, but to sustain profits and footfall in the
current market, more aggressive tactics are coming to the fore.

A decade ago, there were only about 500 branded coffee outlets in the entire country. By the
end of 2008, this number had rocketed to about 3700. As well as the big three chains -
Starbucks, Dome Coffee and Gloria jane - a host of others have appeared on the high street,
including Old Town Coffe, Local Coffee Shop and Coffee Republic. According to Allegra, the
average number of coffees sold per week at branded outlets has tripled from about 3m in
2000 to 9.1m in 2008.

Jim Slater, marketing director at Costa, points to a 2.2% growth in its like-for-like annual sales
as evidence that the sector is still performing well. Costa plans to open 100 further outlets in
2009, and Slater says the current campaign is designed to persuade customers to 'walk that
extra 50 yards past Starbucks to a Costa'.

Source: Mar 2009 http://www.brandrepublic.com/InDepth/Analysis/891049/Coffee-marketing-gets-dirty/

The coffee and sandwich shop market continues to grow, due principally to the major
operators of branded chains continually opening new outlets. However, the rise in the number
of branded outlets and the revenues of such outlets is at the gradual expense of the many
small independents and minor multiples, particularly as the major players extend their reach
beyond KL and the South East into popular historic, university, holiday and other towns. The
groups are also operating concessions within other retailers' outlets (such as department
stores, bookshops and garden centres), at travel-related locations (e.g. railway stations and
airports) and at leisure parks (such as Berjaya Times Square). This expansion has thus far
offset the threat of saturation in KL. Growth for the branded operators is assisted by the fact
that outlets outside KL are likely to reach profitability more quickly than those in the original
high-rental prime Central KL locations.

The gradual increase in the proportion of working women within the population has also
assisted the growth in the market, with many women preferring to use sandwich or coffee
shops rather than having longer and more expensive meals in restaurants or visiting more

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male-dominated public houses (pubs).

In recent years, growth in the number of outlets for the leading operators of branded coffee
shops has been in the region of 15% per annum. However, competition from coffee shops
located within grocery multiples, department stores, Aeon and petrol forecourt shops
continues to rise.

The leading operators of branded sandwich shops have gained market share over recent
years, but still are estimated to account for only around 5% to 10% of the total number of
outlets principally selling sandwiches and other bread-based snacks in the Malaysia. The
growth rate in terms of the number of outlets among the major branded operators is predicted
to slow in 2007, due in part to the demise of Auntie Anne..

Despite strong competition from each other and from other retailers, the leading branded
coffee shop operators are predicted to grow at 12% in the immediate future in terms of outlet
numbers. However, this rate is forecast to slow to 7.9% by 2011. The growth of the leading
branded sandwich shop operators in terms of outlet numbers is initially predicted to be 6.5%,
before falling to 5.4% by 2011.
These growth rates are estimated to be higher than the rise in the total number of all coffee
and sandwich shops, leading to the branded outlets gaining market share.

Source: reportlinker

Consumers spent RM13.25bn on sit-down meals in restaurants in 2005, a market growth of

19% since 2001. Although this figure excludes any spending on alcoholic drinks to
accompany meals, it represents around a third of the total consumer catering market (which
also includes takeaway food and canteens).

Choice is characteristically broad in the Malaysian owing to the willingness of the British to
adapt to new styles of eating and drinking from all over the world. Portuguese chicken,
Japanese sushi and Spanish tapas have joined the more traditional curry houses and French
or Italian restaurants found in most British towns. However, the most traditional British venue
the local pub or hotel still has the highest sector share of formal, sit-down restaurant
meals (excluding fast food such as burgers and fried chicken), while other distinct concepts
include pizza, curry and roadside restaurants.

Ownership of most restaurants is still fragmented across individuals and families, and there is
growing consumer distaste for the more obvious `chains'. However, the market does boast
some successful multiples, led by the US-based fast-food giants (McDonald's, Burger King
and Yum! Brands owner of Pizza Hut and KFC), and some outstanding Malaysia groups,
including Papa John Group (Papa Jihn Pizza restaurants), The Restaurant Group (Nasi Ayam
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Nusantara), Gondola Group (Pizza Express) and Nando's. Private equity has been heavily
invested in restaurant groups in this decade.

The latest consumer research for Key Note shows that Pizza Hut is the most widely used
non-fast-food restaurant chain (by 32% of adults), but most of the branded chains have been
losing customers. In July 2006, the international owner of Pizza Hut, Yum! Brands Inc,
announced it is buying back the 50% share in the Malaysia business held by Whitbread.

The market will continue to grow even if the economy slows down later in the decade. This is
because eating out has become a major element in the lifestyles of younger generations, and
the older `baby boomer' generation has been brought up with an expectation of eating out
regularly. Problems and challenges for restaurants in the future will include the demand for
healthier eating, labour shortages and a torrent of red tape from both Malaysia and EU
governments.

Source: Key Note

NB: There is more research data available at www.marketresearch.com

There seems to be saturation for larger brands all offering a similar concept.

Ours will be different and fills a gap in the local economy.

The market place

Research shows that there are 25,000 couples aged between 25 and 55 earning over
RM45,000 per year between them in the catchment area we are targeting.

We are also targeting passing trade, as the village is a tourist hot spot.

The most important ingredient in a successful guest-relations effort is Top Level Commitment.
Food Service Managers who are committed to marketing;

Use strategies that focus on what is best for the guest.

Talk about service routinely.
Use guest- friendly systems.
Exemplify all aspects of excellent guest relations as they interact with guests.

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 Balance high-tech with high-touch; that is, they temper systems and methods
with the personal factor.
Market service to their guests.
Measure service and make the result available to their employees.

Feasibility Study

1. Identifying Market Area Characteristics

This would include demographic information on potential guests in the general area of
the proposed site, and it also analyses the positive and negative trends that may affect
demand for the proposed facility.

Examples include types of guests, demographics, income, number of children.

2. Evaluating The Proposed Site

The site of a proposed food service facility is one of the most important variables
determining the eventual success (or failure) of the operation.
The feasibility study evaluated the project site and area by researching the number of
people

i) In the surrounding metropolitan area.

ii) Living or working within walking distance
iii) Within easy driving distance.

3. Analyzing the competition

The competition analysis helps establish pre-opening marketing strategies for the
proposed food service facility. For example, the results of a feasibility study can help
determine;

a) The type and volume of demand for food and beverage service.
b) The adequacy with which the competition satisfies the current demand.
c) The strengths and limitations of the competition.
d) The points of difference that must be established between the proposed facility and
the competition.

4. Estimating Demand

Making an estimate of Food & Beverage demand begins with an analysis of the
market areas restaurant and bar sales.

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5. Projecting Operating Results

Most feasibility studies project financial results for the first, second and third year of
the operation.

6. Staying Current

Feasibility studies are usually conducted long before construction actually takes place
(for newly constructed facilities) or a new operation is opened in an existing building.

Restaurants should first identify which major markets their operations already appeals to by;

a) Guest Surveys- A questionnaire completed by guests and used by Food Service

Managers to define current markets and to improve the operation.

b) Guest Comment Cards- A short questionnaire completed by guests and used by Food
Service Managers to define current markets and to improve the current markets.

Marketing strategy
For the best results, marketing objectives should be;
a) In writing. Everyone has the same information when objectives are put in writing.

b) Understandable. Objectives will not be reached unless managers and employees can
understand them.

c) Realistic yet challenging. Objectives should not be set so high that personnel give up
before they start; conversely, objectives should not be set so low that they present no
challenge.

d) Specific and measurable. Objectives must be as specific and measurable as possible.

Once the marketing objectives have been set, action plans with target dates must be
created to reach them and employees should be encouraged to contribute ideas to
action plan.

The major tools used to implement the marketing plan and reach marketing objectives are
sales, advertising and public relations and publicity (radio, television,direct mail,
newspaper & internet)

Target Customers/ market dynamics

Customer group 1
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End customer is
Passing tourist trade

End customer need

A quick stop to have a bite to eat and perfect coffee
Excellent service and value for money

Products targeted to this group

Selection of lunchtime and afternoon menus

Customer group 2

End customer is
couples between the ages of 25 to 55

End customer need

Excellent food and coffee
Quick place to relax whilst shopping and catching up on the news
A place for late breakfast and afternoon snacks

Products targeted to this group

Selection of lunchtime and afternoon menus
Special weekend menus

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 COMPETITION

Competitor summary

There are many coffee shops in existence today.

We aim to flourish on reputation and the use of local produce to produce authentic Italian
cuisine.

In the immediate area there is no coffee shop that is catering for a casual dining ambience
and food quality as ours.

In the next village there is an established outlet but there is a need for a new and exciting
venture.

SWOT ANALYSIS

Our strengths and weaknesses are shown relative to our competitors. Strengths are shown if
they are better than the competitors. Weaknesses are weaker than the competition.

Strengths

1. 3 coffee shop professionals with 18 years experience

2. Excellent location for presence of the actual establishment
3. Local links with suppliers
4. Start-up funds of RM37,000 in additional to the building

Weaknesses

1. No presence
2. No credibility with target audience

Opportunities

1. To be the first casual dining caf in the village

2. The vast catchment area and target audience

Threats

1. More similar coffee shops open due to our success

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OBJECTIVES

Objective 1: To develop coffee shop certified to serve diners

We will need to fit out the kitchens and dining area according to our design for our light bite
coffee shop.

We will need to fit out the kitchen and receive health and safety certificates as well as the
correct licensing certificates and all of these are in hand.

The dining area caters for 36 people but there is a high demand for take-outs.

The location is already purchased and has been used as an existing coffee shop.

The total fitting is estimated to cost RM20,000 as we will use contractors who we know and
will charge much less and produce an excellent results.

Operations:

The coffee shop will be open from 8am to 6pm 7 days per week

Objective 2: Recruit and train staff

We will recruit 4 waiting staff locally to work shifts as well as a manager

We will recruit three weeks before opening so there is enough time for training everyone and
finalising the menus.

Objective 3: Develop menus

We want to develop at least 4 weeks in advance so that we know what food we need to order
to receive to make up on a daily basis and to develop relationships with our suppliers.

We will develop standard menu with daily specials.

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Objective 4: Launch the venue

The opening is all too important for every coffee shop.

We will have the launch event on September 15th in during the day.

We will invite local press and owners of the local shops. We will offer free coffees when you
purchase a take out meal and run a competition with the local newspapers for free coffee for
a year

Objective 5 : Marketing plan

In addition to the opening, we need to ensure we build a presence fast. We will therefore put
into place a comprehensive marketing plan to commence 2 weeks before launch. This will
develop interest and communicate that we will be open for business:

Local/ free press Teaser adverts 2 weeks before opening moving to stronger advertising
closer to launch and including the newspaper competitions to be the first to eat in our coffee
shop.

Location Large board advertising the impending opening

Local magazines There are three local glossy magazines we will take advertising and
have the editor write a feature about the new coffee shop.

Tourist Board Ensure we are listed in everything that the tourist board communicates in our
area.

We have allowed RM30,000 for the opening, competitions and initial marketing plan

Key actions planned for the next 12 months

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Develop coffee
shop
Recruit/ train staff
Develop menus
Marketing plan
Launch night

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Strategies Cost Responsible Completion date

1. Develop coffee shop RM20,000 En Shaiful Aug

2. Recruit/ train staff RM 5,000 Mr Raezal Sep
3. Develop/ print menus RM 2,000 En Shaiful Sep
4. Marketing plan/ launch night RM10,000 Mr Raezal Sep

Sales by year
600,000

500,000

400,000
Evening Lunch
300,000

200,000

100,000

0
Year 1 Year 2 Year 3

Management Team/ HR

Mr Tan is CEO and PR spokesperson/ media developer

Mr Cindy is operations officer

Mrs Rosi is Marketing Officer

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 Full financial statements

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Year 1 sales summary

Month 0 month 1 month 2 month 3 month 4 month 5 month 6 month 7 month 8 month 9 month 10 month 11 month 12 Total
Revenues

Days open in month 26 26 26 26 26 26 26 26 26 26 26 26

Morning and lunch

Diners 250 250 250 250 250 250 250 250 250 250 250 250
Food price per diner 3 3 3 3 3 3 3 3 3 3 3 3
Drink price per diner 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5

Total lunch time 29,250 29,250 29,250 29,250 29,250 29,250 29,250 29,250 29,250 29,250 29,250 29,250 351,000

Afternoon

Diners 100 100 100 100 100 100 100 100 100 100 100 100
Food price per diner 3 3 3 3 3 3 3 3 3 3 3 3
Drink price per diner 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5

Total afternoon 11,700 11,700 11,700 11,700 11,700 11,700 11,700 11,700 11,700 11,700 11,700 11,700 140,400

Total revenues 40,950 40,950 40,950 40,950 40,950 40,950 40,950 40,950 40,950 40,950 40,950 40,950 491,400

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Year 1 cost and profit summary

Month 0 month 1 month 2 month 3 month 4 month 5 month 6 month 7 month 8 month 9 month 10 month 11 month 12 Total

Costs incurred

Direct cost
Food/ drink 45% of sale 18,428 18,428 18,428 18,428 18,428 18,428 18,428 18,428 18,428 18,428 18,428 18,428 221,130
20% Credit card fees 3% 246 246 246 246 246 246 246 246 246 246 246 246 2,948
Start-up costs 37,000 -
-
Staff 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 66,000
-
-

Rates/ elect etc 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 27,000
Insurance 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 15,000
Marketing 417 417 417 417 417 417 417 417 417 417 417 417 5,000
Accountancy/ legal 146 146 146 146 146 146 146 146 146 146 146 146 1,750

Total costs 37,000 28,236 28,236 28,236 28,236 28,236 28,236 28,236 28,236 28,236 28,236 28,236 28,236 338,828

Net profit - 37,000 12,714 12,714 12,714 12,714 12,714 12,714 12,714 12,714 12,714 12,714 12,714 12,714 152,572
Amortisation 625 625 625 625 625 625 625 625 625 625 625 625 7,500
Tax 2,543 2,543 2,543 2,543 2,543 2,543 2,543 2,543 2,543 2,543 2,543 2,543 30,514
Dividends 0 0 0 0 0 0 0 0 0 -

Net profit after tax - 37,000 9,546 9,546 9,546 9,546 9,546 9,546 9,546 9,546 9,546 9,546 9,546 9,546 114,557

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Year 1 cashflow

Month 0 month 1 month 2 month 3 month 4 month 5 month 6 month 7 month 8 month 9 month 10 month 11 month 12 Total
Cashflow

Opening balance - 3,000 5,441 7,882 18,513 19,144 19,775 25,406 26,037 26,668 32,299 32,930 43,561 -
-
Directors loans 60,000 - - 60,000
Mortgage replayments - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 2,083 - 25,000
Loan repayments - - - - 10,000 - 10,000 - 5,000 - 10,000 - 10,000 - 5,000 - 10,000 - - - 60,000
20% credit card income + 8 wks - - 8,190 8,190 8,190 8,190 8,190 8,190 8,190 8,190 8,190 8,190 81,900
80% cash receipts 32,760 32,760 32,760 32,760 32,760 32,760 32,760 32,760 32,760 32,760 32,760 32,760 393,120
Stock purchase - 20,000 - 20,000
Costs - instant - 37,000 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 28,236 - 375,828

Tax - next year

Dividends instant - - - - - - - - - - -

Closing balance 3,000 5,441 7,882 18,513 19,144 19,775 25,406 26,037 26,668 32,299 32,930 43,561 54,192 54,192

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Year 1 Balance Sheet

Month 0 month 1 month 2 month 3 month 4 month 5 month 6 month 7 month 8 month 9 month 10 month 11 month 12
Balance sheet

Building 250000 250000 250000 250000 250000 250000 250000 250000 250000 250000 250000 250000 250000
Cuml amortisation 625 1250 1875 2500 3125 3750 4375 5000 5625 6250 6875 7500
Net fixed assets 250000 249375 248750 248125 247500 246875 246250 245625 245000 244375 243750 243125 242500

Cash 3,000 5,441 7,882 18,513 19,144 19,775 25,406 26,037 26,668 32,299 32,930 43,561 54,192
Stock 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000
Debtors 8,190 16,380 16,380 16,380 16,380 16,380 16,380 16,380 16,380 16,380 16,380 16,380
Current assets 23,000 33,631 44,262 54,893 55,524 56,155 61,786 62,417 63,048 68,679 69,310 79,941 90,572

Total assets 273,000 283,006 293,012 303,018 303,024 303,030 308,036 308,042 308,048 313,054 313,060 323,066 333,072

Mortgage -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000 -250,000
Less repayments 2,083 4,167 6,250 8,333 10,417 12,500 14,583 16,667 18,750 20,833 22,917 25,000
Long term liabilities -250,000 -247,917 -245,833 -243,750 -241,667 -239,583 -237,500 -235,417 -233,333 -231,250 -229,167 -227,083 -225,000

Tax creditor - 2,543 - 5,086 - 7,629 - 10,171 - 12,714 - 15,257 - 17,800 - 20,343 - 22,886 - 25,429 - 27,971 - 30,514

Total liabilities -250,000 -250,460 -250,919 -251,379 -251,838 -252,298 -252,757 -253,217 -253,676 -254,136 -254,595 -255,055 -255,514

Assets - liabilities 23,000 32,546 42,093 51,639 51,186 50,732 55,279 54,825 54,372 58,918 58,464 68,011 77,557

Shareholders funds

P&L account - 37,000 - 27,454 - 17,907 - 8,361 1,186 10,732 20,279 29,825 39,372 48,918 58,464 68,011 77,557
Directors loans 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000
repayments - - - - - 10,000 - 20,000 - 25,000 - 35,000 - 45,000 - 50,000 - 60,000 - 60,000 - 60,000
net loan 60,000 60,000 60,000 60,000 50,000 40,000 35,000 25,000 15,000 10,000 - - -

Total 23,000 32,546 42,093 51,639 51,186 50,732 55,279 54,825 54,372 58,918 58,464 68,011 77,557

4
BUSINESS PLAN TAN YEN HOU