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........................... 9 4.................. 16 8.......................... 2 2....................................... 16 Table: General Assumptions .0 Strategy and Implementation Summary ............................................................................. 17 Chart: Break-even Analysis ...................................................................................................................................... 14 Chart: Milestones ............................................................................................ 3 Table: Start-up.............. 11 5................................................................3....... 6 3.................................................................................................................................................1 Competitive Edge ................................................................................................................................................................................... 15 6...........2 Target Market Segment Strategy .............................. 8 Chart: Market Analysis (Pie) .........0 Products ............................................................2 Marketing Strategy ................................................... 16 8......................1 Company Ownership ..................................................................................................................................................................................................................................................1 Keys to Success .............................. 14 Table: Milestones ................................................................................................................ 7 4..............................................................................................................................1 Sales Forecast.................................1 Competition and Buying Patterns ..............................................................................................................................................................3 Sales Strategy ............................................................................................................... 17 8.......................................................... 15 6........................................................................................... 16 8................................................................ 11 5..................... 9 4. 18 Page 1 ................................. 5 Chart: Start-up ..............3 Projected Profit and Loss ..............................1 Website Marketing Strategy ............................................................................................................................................................... 7 Table: Market Analysis ....................................................................................................................................................................................... 2 Chart: Highlights ......0 Web Plan Summary .................................................................... 14 6.............................3 Objectives................................................................................................................................................................................................ 12 Chart: Sales Monthly ...................................................... 13 5................................................................................................ 12 Table: Sales Forecast ............................3....................0 Company Summary ...............2 Development Requirements ..................... 17 Table: Break-even Analysis...........2 Break-even Analysis ........................................................................... 10 5........................................................ 1 1...................................................................................................................................................................2 Start-up Summary ............................................... 15 7...............Table of Contents 1.....................................................................................................................................0 Market Analysis Summary ..........................................................................1 Important Assumptions ............................................. 15 7.................................................................................0 Financial Plan .............................................2 Break-even Analysis .......................................................................................................0 Management Summary ................................................................... 3 2.................1 Market Segmentation .....................................................1 Personnel Plan ........................................................................................................................................................................................................................................................ 13 Chart: Sales by Year ................................................... 16 Table: Personnel .................. 3 2..... 4 Table: Start-up Funding ..... 8 4.................................................. 6 4.........................................................................................................4 Milestones...............0 Executive Summary ........................ 10 5............................................................................................................... 17 8...........................................................3 Industry Analysis .......2 Mission .................................................................................. 2 1......................................... 2 1......... 11 5........................................................................................................................

............................................................................. 24 8.......................... 18 Chart: Profit Yearly ................................................................................................................................................................................................................ 23 8.......................5 Projected Balance Sheet ... 5 Table: Balance Sheet ........................... 21 8..................................................................................................................................................................................................................... 24 Table: Sales Forecast ..................................................................................................................................................................................................... 2 Table: Personnel ...................................................................................................................................................................................................................................................................................................................................................... 18 Chart: Gross Margin Monthly...............................................................6 Business Ratios ................................................................................................................................................................................................................. 21 Chart: Cash ... 7 Page 2 ....................................................................................... 7 Table: Balance Sheet ........................................................................................................... 4 Table: Profit and Loss ............6 Business Ratios ..................................................................................... 3 Table: General Assumptions ...................................................................................................................................................................................................... 24 Table: Ratios ......................................................................... 5 Table: Cash Flow ..... 3 Table: Profit and Loss .......................................................................................................................................................................................................... 20 8......................................Table of Contents Chart: Profit Monthly ....................................................................................................................................... 21 Table: Cash Flow .............................................................................................................................................. 22 8.................................. 23 Table: Balance Sheet ................................. 19 Chart: Gross Margin Yearly ................................................................................... 1 Table: Personnel ............................. 2 Table: General Assumptions ..................................................................................................................................................4 Projected Cash Flow ..................................... 4 Table: Cash Flow .................................................... 19 Table: Profit and Loss ..4 Projected Cash Flow ..............................................

The financial controls will help minimize this risk.889 potential customers. Management Foosball Hall will be lead by Stan Spinner. The second segment of the population that will be targeted is competitive players. Foosball Hall is a start-up gaming (foosball) bar primarily serving the students of Madison. rather. It will be management's task to continually analyze the business model looking for ways that it can be adjusted to increase profitability for the business. This was Stan's first experience in a retail establishment and provided him with invaluable experience in tavern operations. Demand can be witnessed anywhere there is a foosball table.000 in year three. Stan managed a pool hall. Foosball Hall will meet the unmet demand in Madison. The first segment is casual players of table games. and willingness to have fun. Wisconsin community. The last key to success will be the constant analysis for improvement of the business model. Page 1 . Target Market Customers Foosball Hall has identified two population target segments. Foosball or table soccer is an exciting table game originating from 1920's Germany. While there are many different pool hall bars in Madison. They play foosball to win. either with friends or in a tournament and continually work on their skills to become better players. This is particularly important for an establishment that serves alcohol.0 Executive Summary Foosball Hall is a new gaming hall and bar serving the Madison. however. This group is growing at the annual rate of 8% with 54.445 potential customers. rising to a positive % in years two and three. play foosball as an exciting alternative to pool. increasing to approximately $290. Having this goal in his head while taking the course work proved to be quite valuable as it became a lens through which Stan studied all the new material. Net profit will be negative in year one. there are no foosball bars even though the demand is quite apparent. This segment enjoys playing table games such as foosball or pool in a bar setting. Wisconsin with a bar offering beer. they believe that in order to improve it must be dynamic. The second key is the behavior of all employees toward customers .that each customer is treated as if they were the most important customer of Foosball Hall. as employee theft is one of the largest drains on this type of business. People. These people appreciate foosball for the same reasons as the casual players.Foosball Hall 1. This segment has an annual growth rate of 7% and 12. The first is the need to design and implement strict financial controls. and it is extremely rare to be able to walk up to an unused foosball table. Stan enrolled in the University of Wisconsin's MBA Entrepreneurship Program.000 for year two. Stan went through the two year program with the intention of opening a foosball bar upon graduation. Sales have been forecast to be approximately $200. this group is also quite competitive. but was not comfortable with his incomplete skill set. beverages and plenty of foosball tables for casual play as well as tournaments. They appreciate the opportunity to play a fun game while they consume beverages (alcoholic or not) and socialize with friends or strangers. food. The game involves two to four people in an exciting match that tests skill. primarily male students. Recognizing that one day he wanted to run his own business. Foosball Hall will not assume that this business model is static. Keys to Success Foosball Hall has identified three keys that will be critical for their success. Stan received his undergraduate degree in Philosophy from University of Wisconsin-Stevens Point. While in college. There are always lines of people waiting to play. strategy. They are looking for skill oriented game that they can play in the social setting of a bar. as well as insight into customer habits and preferences.

By providing the Madison market with the opportunity to participate in this increasingly popular table game. 1. 1. Foosball Hall will become a Madison favorite.1 Keys to Success Foosball Hall has identified several business elements that must be implemented in order to succeed in this competitive market. and food at reasonable prices. adding legitimacy to the game and increasing the number and participation levels of the tournaments.2 Mission It is Foosball Hall's mission to become a premier night spot for Madison students and locals who are interested in playing table games and drinking. without financial controls. This is especially important for a bar where. Employ strict financial controls. beer. 3. Reach the point of sustainable profitability by year two. employ theft could bring the business to bankruptcy. Continually look for improvements in the business model as well as operating systems.3 Objectives    To become one of the premier venues in Madison that offers table games (in this case specifically foosball). beer and food. To grow the game of foosball in Madison. 1. Treat every customer as though they are the most important customer to Foosball Hall. 2.Foosball Hall 1. The business will be operated on the premise that satisfied customers are imperative to a sustainable business. Chart: Highlights Page 2 . Foosball Hall will accomplish this by offering abundant foosball tables.

All of the manufacturers produce high quality tables and compete primarily on price.C. beer.2 Start-up Summary The following list details the expenses associated with the start up of this organization:  Foosball tables: There are 10 U. silverware. This includes disseminating information regarding tournaments as well as advertising the fact that there is a place that offers foosball.0 Company Summary Foosball Hall. registered in Wisconsin.) with the main purpose as a table game (foosball) operation that offers soft drinks. a fountain dispenser for soft drinks.C. microwave.L.S. and general business advice.-based manufacturers of tables. basic contract reviews. There are numerous foosball associations that will then link Foosball Hall's site to theirs for general game promotion. stationery.000 each.  Attorney fees: The needed legal services include business formation advice and assistance. Needed items include: glasses. a beer tap system.1 Company Ownership Foosball Hall is an L.L. tables. additional lighting will need to be set up for proper table play. and light food.  Various marketing information such as brochures. Foosball Hall is in need of 10 tables @ approximately $3.  Website: The website will be developed as a form of communication regarding the activities of Foosball Hall and the game of foosball. The specific vendor will be chosen soon based on a competitive bidding process. convection oven. In addition to the tables. Stan is the majority owner. refrigerator and freezer. 2.Foosball Hall 2.  Lighting: While the chosen space has lights for the area in general. 2. two large white boards will be needed for tournament play. plates. counter top and chairs: These items will be purchased to provide a place for non-players to relax and socialize. a start-up business has been formed as a Wisconsin Limited Liability Corporation (L.L. serving/cooking utensils. The L. Page 3 . etc.  Consultants: A business consultant will be utilized for assistance in setting up various operating systems for the entity. business formation structure was chosen as a personal liability shield for the owner Stan Spinner. While Stan has outside investors who possess a note securing their investment.  Stools.  Kitchen equipment: These are the items necessary for serving a bar menu and liquid refreshments.C.

000 $0 $7.300 Total Requirements $95.000 Page 4 . Brochures Consultants Insurance Rent Research and Development Expensed Equipment Other Total Start-up Expenses $200 $300 $200 $2.000 $0 $0 $0 $5.300 $3.000 $87.000 $40.Foosball Hall Table: Start-up Start-up Requirements Start-up Expenses Legal Stationery etc.700 Start-up Assets Cash Required Other Current Assets Long-term Assets Total Assets $44.

000 $0 $0 $95.000 Assets Non-cash Assets from Start-up Cash Requirements from Start-up Additional Cash Raised Cash Balance on Starting Date Total Assets $43.300 $0 $44.700 $87.300 $87.Foosball Hall Table: Start-up Funding Start-up Funding Start-up Expenses to Fund Start-up Assets to Fund Total Funding Required $7.300 $95.300 Total Funding $95.000 $44.300 Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities $0 $0 $0 $0 $0 Capital Planned Investment Stan Spinner Investor 2 Other Additional Investment Requirement Total Planned Investment $75.700) $87.000 Page 5 .000 Loss at Start-up (Start-up Expenses) Total Capital ($7.300 Total Capital and Liabilities $87.000 $20.

The foosball revenue. Offering foosball is an attractive service as many people enjoy participating in some sort of game while they are at a bar drinking and socializing. United States Table Soccer Association and the American Table Soccer Federation. Foosball Hall offers a light bar food menu of sandwiches and several different appetizer items. Within the U. both from individual play and from tournaments will help supplement the business. Players can either play games with people within their party or have pickup opponents. there are two well established associations. Customers are able to play foosball by paying an hourly rate. The name is derived from the German word for field soccer which is fubball. Foosball Hall serves a rotating tap of three beers as well as several bottled varieties. the main source of revenue is from the offered food and beverages.S. i.0 Products Foosball Foosball. Two days a week half of the tables will be reserved for league/tournament play. So while foosball is the main attraction. The adopted name in the States is foosball or table soccer. There are several tours which exist with regional. So while most participants are recreational players. or table soccer is a popular table game that looks sort of like a soccer game. why customers would choose Foosball Hall over another bar. Foosball provides this entertainment. The game itself originated in Germany during the late 1920's and early 1930's. national and international competitions.Foosball Hall Chart: Start-up 3. profitability depends on selling sufficient levels of food and drinks. Other beverages include fountain soft drinks. Page 6 . Five days a week the tables are open to first-come/first-served play. there are many people who play foosball at a competitive level. The bulk of Foosball Hall customers are the recreational players.e. Foosball Hall offers 10 different tables for foosball. A fact that may come as a surprise to many is that foosball is played on a competitive (professional) level.

74% of the participants are in college or recently graduated from college. there are just not enough foosball dedicated halls to have its own industry. Here lies the attractiveness of the industry. The foosball parlor industry is too small and new to have its own industry classification. While the two groups share the same interest in foosball. The second group comprises the competitive foosball players. Foosball is not about a fun way to pass time but a serious game at which they work hard. size and participation levels of these players. exciting pace. Ages 17. 69% play pool but prefer foosball because it combines similar levels of skill but at a much faster. developing competitive skills. The first segment customers are the more casual players who are looking for some sort of activity (such as foosball. have their own associations. Characteristics of the individuals that make up this group are:     Gender 85% male. Foosball Hall participates within the general pool hall industry. requiring skill and thought but at the same time being fun. they are distinct groups and each one will need to be reached via different methods.Foosball Hall similar to pool and darts.   Generally male. Page 7 .89%. So foosball can be said to be the best of both worlds. pool. Ages 25-48. fast paced action. 4. 4. It is this group of people that will be the most active participants in the offered tournaments. College students. This group travels to where ever there are tables. The bulk of Foosball Hall's customers are casual recreational players. While foosball is a very popular table game.28. businesses that offer beer and pool typically. Foosball offers the same challenge in terms of strategy and skill as pool and darts but makes the experience more fun and action oriented. There are two different manufacturer based associations for foosball and numerous different player based associations. In fact. as a testament to the level of seriousness. there are few outside establishments that offer a pool-like foosball hall. darts) to occupy their time as they socialize and drink. This group of individuals typically plays to pass time and have fun as opposed to playing at a competitive level in tournaments. almost all states in the U.1 Market Segmentation Foosball Hall has identified two distinct customer segments that they will target: Casual players This segment is typically made up of college men who enjoy playing foosball with their colleagues. This group is far smaller but the individuals are active participants.0 Market Analysis Summary Foosball Hall has identified two target customer segments which are particularly attractive. Competitive players This group plays to win.S. most of the foosball playing occurs on college campuses.

00% 7.82% Chart: Market Analysis (Pie) Page 8 .389 74.Foosball Hall Table: Market Analysis Market Analysis Potential Customers Growth Casual players Competitive players Total 8% 7% 7.144 15.312 90.988 CAGR 8.270 69.248 78.316 72.676 16.280 13.445 67.245 84.596 64.00% 7.889 12.022 14.334 59.82% Year 1 Year 2 Year 3 Year 4 Year 5 54.

4. when people play foosball it is typically in a social setting with socializing occurring during play. The users are quite similar as well. This group is talkative amongst themselves and always looking for new places and new tournaments. the reasons that they play are different. As mentioned previously. There are few commercial playing areas for foosball. With the advent of the Internet. Although seriously competitive players are growing in number. people that like some sort of table game while they hang out with friends and drink beer. and has extra time for leisure activities. It is a popular. The obvious group to try to reach are college students.Foosball Hall 4. the table is always in use. or at least some older people. Page 9 . Students are the perfect segment of the population that likes to drink. While both groups play foosball.four players. The real competitor in terms of industry are pool halls. either a home. There are always more people that want to play than can play. Most business occurs in the evening/ night time. most are or recently were college students. as people use the occasions as a way to relax. This group of people comes from a fairly large cross section of the population. This will be the easiest group to reach. The casual players will be more difficult to target. The first group while smaller in size is far more organized and will therefore be much easier to reach. Understanding this will help Foosball Hall accurately target the specific group. Even beyond the requirement for multiple players. it is a select group of people that compete in foosball. and generally do not have other options of playing venues. they would rather spend it on something that will appeal to a larger population. Additionally. play games. Most bar owners rationalize that not a lot of people really know how or care to play. tournaments. foosball is a social game that requires two. etc. it is far less common to have one in a public place such as a bar. While there are some other casual players.3 Industry Analysis Foosball is an untapped game market. pool tends to attract an older crowd. it is easy to reach this group through advertisements and networking with the different associations. The pool hall/ table game hall industry operates primarily by selling beer and alcoholic beverages. Most foosball tables reside in private settings. fun game and there are never enough tables available. people play either as a source of game competition. Food and fountain drinks generate supplemental income. however. fraternity house. and general awareness of each other.2 Target Market Segment Strategy Foosball Hall will successfully target two distinct segments of the market. This being said. there are generally not enough tables to accommodate them. It is this mentality that has created the current state where there are many active players that play in one or two places all the time. the reason people play and the type of people that play are quite similar. The situation can be seen from a microlevel if you observe party goers at a party that has a foosball table. or they play as a way to have fun and socialize. While it is not uncommon to have a foosball table in a fraternity house. With one table at the entire party. has disposable income. The competitive players are always looking for new places to play. therefore if they have to come up with a large capital expense of several thousand dollars. While the games themselves are not similar. Madison was chosen in part because of its population of foosball players as well as the huge student population to draw off of. this group has become quite organized in terms of associations.

foosball generates more fun than pool. bowling alleys. For the casual users the venue will be advertised as a place to eat. etc.1 Competition and Buying Patterns Competition is predominantly from pool halls and foosball tournaments. The sales strategy is formulated on the hypothesis that there are a large number of people that will try Foosball Hall once. Foosball has the same draw as pool. Indirect competition comes from other evening recreation activities. however. This philosophy is grounded in the solid marketing maxim that it is more costly to attract new customers than it is to maintain current ones. The pool halls are competitors for the casual players. arguably the best way to get this segment introduced to Foosball Hall. good condition foosball tables. that people go to to socialize and play games to pass the time. social. the several tournaments that are held for the Madison area players take place in a community center recreation room that has six tables. movies. people that are playing as a way to socialize. and that a successful sales effort will be one that captures the people and turns them into repeat customers. theatres. This will be especially useful when competing for customers against the pool halls. players must develop a strong skill set.Foosball Hall 4. eat. Foosball Hall will be able to attract plenty of people for the tournaments. To be competitive at foosball. There are no other public or semi-public areas that have more than a couple of tables available for play. drink. Foosball Tournaments Currently. and play fun games. and pass the time. and drink. To reach the competitive players. have fun. maybe on the music. The marketing effort will rely on advertisements and sponsorships to reach the desired market segments. 5. but is much more fun than pool. There are many different pool halls that serve the Madison student population. nice. a distinction that is valuable to a hall that is attracting people to come play games.0 Strategy and Implementation Summary Foosball Hall will leverage the fact that they offer the finest (as well as the only) facility of numerous. and requires some skill. By virtue of more and better tables. such as bars. This will be done with advertising as well as sponsoring tournaments. sometimes on the quality of the pool and billiards tables (typically a function of the skill level of the players and the use of the tables for tournaments). Page 10 . other than typical bars. Therefore. a game that is fun. the level of fun is accessible to all skill levels. Pool Halls The pool halls are the alternative places. So while the community center will still have tournaments. They are typically grouped by some sort of theme. maybe concentrating on the lower price point beer selection. the facilities at Foosball Hall will be nicer and have more things to offer such as food and beer. Foosball Hall will have to generate visibility among the different individuals and groups that compete.3.

This competitive edge could diminish if it becomes so popular that competitors take notice and offer similar game options. continually looking for new ways to add value for their customers. The advertising space in the papers is fairly inexpensive and is targeted to reach the right audience. They offer patrons a source of self entertainment (based on skill and strategy) while they drink and socialize. The tournament sponsorship will generate visibility on the local (city as well as state) foosball association websites. With this in mind. The student rags are a source of information that most students consult in determining activities and events. 5. The visibility will take the form of activity by members of the Foosball Hall staff in association based activities. each with a slightly different readership demographic. and through primary research in the form of observation of their customers. The beauty (for Foosball Hall) of the competitive tournaments is that most players require practice to remain competitive or improve and the large number of tables at Foosball Hall will encourage this customer segment to use Foosball Hall as a place to train as well as compete. but injects much more fun and thrill into the game. Foosball Hall will sponsor several different tournaments. sales activities concentrate on keeping existing customers happy. Pool halls are relatively popular.3 Sales Strategy The sales strategy is based on the belief that there will a regular flow of first time customers. Currently. 5. Every employee will have the idea drilled into them that they cannot let a customer leave dissatisfied. Foosball Hall will rely on a tournament sponsorship strategy to attract the serious players. In order to reach the competitive users. However. Consistent. Problem solving will be encouraged throughout the organization.2 Marketing Strategy Foosball Hall will use two different forms of marketing communication as a way to reach the target market and raise their awareness of Foosball Hall and their product offerings. Page 11 . The real sales effort must concentrate on the conversion of each first-time customer into a long-term customer relationship where the customer comes regularly to Foosball Hall and also brings new friends to share the experience.Foosball Hall 5. Foosball takes this value one step further by offering a game that has similar skill requirements. The casual users will be reached through a series of advertisements. there are no other public places that offer more than one or two foosball tables for play. There are two main student papers. generally in the student newspapers. This focus recognizes the fact that it costs Foosball Hall less money to convert a customer into a long-term relationship than it does to attract another new customer. Foosball Hall will enjoy the market leader position and will not rest on its laurels.1 Competitive Edge Foosball Hall will rely on their competitive edge of offering a large number of foosball tables to patrons. Foosball Hall will be always looking for new ways to appeal to their target market by both secondary research. customer-centric service is the requirement for Foosball Hall employees. Foosball Hall believes that this grassroots approach will be particularly effective for this unusual but tight knit group of people. It would also be fair to say that everyone within the organization is part of the sales staff. Becoming active within this association of people is valuable networking that is likely to bring many new customers to the Hall. Employees will be empowered to remedy most situations that come up. at least two days a week that will be a haven for the competitive players.

Table: Sales Forecast Sales Forecast Year 1 Year 2 Year 3 $67.742 $12.457 $10.581 $95. a function of being a start-up business.1 Sales Forecast The sales forecast is a conservative projection. with the worst case scenario. A slow but steady growth cycle with occur as the months toll. we are able to cover our expenses.537 $36.545 $71.945 $7.574 $62.470 $31.558 $0 $64.816 Year 2 $23.832 $148.016 $18.599 Year 1 $16.430 Sales Alcohol Soft drinks Food Table fees Total Sales Direct Cost of Sales Alcohol Soft drinks Food Table fees Subtotal Direct Cost of Sales Page 12 .736 $20.198 $210. The following table and charts represent the breakdown of the sales for the first year as well as graphical representations of sales by month and year. This can be explained by the fact that the first few months will be slow. As a rule of thumb for this industry.884 $5.3.184 $291. fighting to become more visible within the community. going from nothing to achieving a regular clientele. It has been kept conservative to ensure that.712 $132. if profitability occurs before the second year than it is unlikely to be a sustainable profit. The first three months have a sales forecast that is pretty grim (relative to the standard month).558 Year 3 $33.296 $25.136 $10.Foosball Hall 5.778 $51.475 $0 $32.758 $14. and if it does not occur by the end of the second year than the chance of it ever happening is pretty slim.855 $0 $46. Profitability is projected to occur during the later half of the second year.720 $45.

Foosball Hall Chart: Sales Monthly Chart: Sales by Year Page 13 .

4 Milestones Foosball Hall has identified several different milestones that will act as obtainable goals. Dev. The following table details the different milestones. Chart: Milestones Table: Milestones Milestones Milestone Completion of the business plan First tournament Profitability $250K in revenue Totals Start Date 1/1/2003 1/1/2003 1/1/2003 1/1/2003 End Date 2/1/2003 3/1/2003 10/30/2004 10/30/2004 Budget $0 $0 $0 $0 $0 Manager SS HP BK SS Department Bus. the timeline for them and the responsible party.Foosball Hall 5. providing the organization with benchmarks that they must reach. Marketing Accounting Sales Page 14 .

preventing a conflict with his schooling.0 Management Summary Foosball Hall is being led by Stan Spinner. The website will provide viewers with information regarding the services and products offered by Foosball Hall. The competitive players are those that use the Internet to stay in touch with the rest of the foosball community.Foosball Hall 6. At his fraternity there were always people lined up waiting to play. While the immediacy of starting it as soon as possible to be the first to market was valuable. 7. he recognized his deficiencies in his skill set and ultimately decided to continue school and begin his business after his degree was completed. Stan recognized that his ultimate dream was to create his own business. It was here that Stan was first introduced to foosball. the website will be linked into the different associations websites as a venue for tournament play. The first will be submissions to popular search engines such as Google. and the technical expertise that they offer.1 Website Marketing Strategy The website will be marketed in two ways. This community. At this point Stan was aware that having a foosball hall was a viable business opportunity. With complimentary links used. Stan received his undergraduate degree in philosophy from University of Wisconsin-Stevens Point. The Internet provides the perfect communication medium. This will allow people who are searching for Madison based foosball to reach Foosball Hall's website. Having this insight as to his work passion and how to execute it was invaluable to Stan as he went through all his course work with the goal of starting his own business when he graduated. as perviously mentioned.0 Web Plan Summary The website will be used as a form of communication aimed primarily at the competitive players. Stan decided to enroll in The University of Wisconsin's MBA Entrepreneurship Program. This was valuable because it taught him general business skills.2 Development Requirements The development requirements for the site will be met by a computer science student. is somewhat small but close knit. The casual players are unlikely to use the website much. In addition to providing information. and recognizing his reasonable assessment that his business skill set was not totally complete. The second marketing strategy is the complimentary linking of sites with the local and regional foosball associations. to be his own boss. This type of student will be used for two reasons: the typical below market rates. 6. they will be looking for a casual place to have fun and pass the time and an Internet search is usually not used to find new places. 6. and required his time at night. During his undergraduate days. Stan managed a pool hall. paid well. With this in mind. His fraternity had a table and he immediately enjoyed the game. surfers who are already on a complimentary website such as the associations website will be guided to Foosball Hall's site and hopefully made aware of the new venue for foosball play. Page 15 .

800 $14.  Bookkeeper: This position will be filled during month five when business begins to pick up. marketing.000 8 Total Payroll $63. 8.500 $7.0 Financial Plan The following sections outline important financial information.00% 0 3 10.00% 30.000 $18.000 8. There will be multiple bartenders.000 $17.000 $20.00% 0 2 10. accounting (initially).00% 10. Table: General Assumptions General Assumptions Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other Year 1 Year 2 Year 3 1 10. His responsibilities include but not limited to: vendor relations and product procurement.600 $121.1 Personnel Plan Stan will be the driving force behind Foosball Hall. and bar tending.200 8 $26. There will be multiple people holding this position.1 Important Assumptions The following table details important Financial Assumptions. typically having part-time shifts.00% 10. assistance will table rental. This position will also help out with many of the back-end activities.00% 0 Page 16 . however once business picks up there is no value added for Stan to do these functions so he will hire someone on a part-time basis. this position will help with the cleaning and busing of tables as well as opening and closing activities.000 $12.500 $86. When it is slow the position will also assist in the limited food preparation. Table: Personnel Personnel Plan Year 1 Year 2 Year 3 Stan Bartenders Bartender assistants Bookkeeper Total People $24. busing tables.Foosball Hall 7. Initially Stan will be taking care of these functions.000 $36.00% 30.000 $56. tournament formation and management. sales.  Bartender assistant: This position will back up the bartender in any activities that are needed such as cleaning.00% 10.000 8 $33. In addition to Stan the following positions will need to be filled:  Bartender: In addition to tending bar and serving drinks.600 $6.00% 30.

Foosball Hall 8.837 Assumptions: Average Percent Variable Cost Estimated Monthly Fixed Cost 22% $10.001 Chart: Break-even Analysis Page 17 .2 Break-even Analysis The Break-even Analysis indicates that monthly revenue of approximately $12. Table: Break-even Analysis Break-even Analysis Monthly Revenue Break-even $12.000 will be needed to reach the break-even point.

3 Projected Profit and Loss The following table and charts show the Projected Profit and Loss. Chart: Profit Monthly Chart: Profit Yearly Page 18 .Foosball Hall 8.

Foosball Hall Chart: Gross Margin Monthly Chart: Gross Margin Yearly Page 19 .

90% $227.154 77.765 77.332 $40.000 $7.500 $4.992 $16.712 $46.992 $15.200 $9.600 $18.581 $32.66% Expenses Payroll Sales and Marketing and Other Expenses Depreciation Rent Utilities Insurance Payroll Taxes Other Total Operating Expenses Page 20 .599 $64.990 $6.068 Net Profit Net Profit/Sales ($4.86% $12.252) $3.740 $0 $0 $17.430 Gross Margin Gross Margin % $115.430 $0 $64.91% $164.800 $7.169 77.Foosball Hall Table: Profit and Loss Pro Forma Profit and Loss Year 1 Year 2 Year 3 Sales Direct Cost of Sales Other Costs of Goods Total Cost of Sales $148.764 $0 $5.159 9.90% $28.558 $0 $46.000 $7.200 $9.525 $6.017 $146.000 $121.772 $25.227 $48.600 $4.558 $291.400 $4.000 $86.942 Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred ($4.252) -2.219 $0 $12.200 $9.992 $14.000 $4.150 $6.000 $120.816 $0 $32.90% $63.000 $4.600 $9.382 $186.816 $210.000 $4.600 $12.440 5.

HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax. VAT.994 $38.328 $188.910 $55.171 $137.599 Year 1 Year 2 Year 3 $63.Foosball Hall 8.500 $74.784 $76.000 $131. VAT.4 Projected Cash Flow The following chart and table display Projected Cash Flow.599 $291.581 $148.712 $0 $0 $0 $0 $0 $0 $0 $291.919 $10.928 $0 $0 $0 $0 $0 $0 $0 $252.581 $0 $0 $0 $0 $0 $0 $0 $210.674 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax.712 $291. Table: Cash Flow Pro Forma Cash Flow Year 1 Year 2 Year 3 $148.600 $102.680 $115. HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance Page 21 .599 $0 $0 $0 $0 $0 $0 $0 $148.919 $252.928 $121.581 $210.712 $210.671 $86.919 $0 $0 $0 $0 $0 $0 $0 $137.210 $21.671 $0 $0 $0 $0 $0 $0 $0 $188.

Foosball Hall Chart: Cash Page 22 .

218 $95.698 Year 1 Year 2 Year 3 Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities $7.994 $3.010 $95.440 $95.Foosball Hall 8.000 $488 $28.051 Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital $95.008 $90.647 $134.170 $0 $8.700) ($4.016 $104.647 Assets Current Assets Cash Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Page 23 .674 $3.048 $95.159 $123.5 Projected Balance Sheet The following table presents the Projected Balance Sheet.488 $104.210 $76.170 $8.698 Net Worth $83.000 $7.522 $0 $0 $8.000 ($11.000 $23.010 $40.522 $11.051 $0 $0 $11.522 $0 $11.000 $79.218 $40.000 ($7.051 Long-term Liabilities Total Liabilities $0 $7.210 $3.674 $40.000 $58. Table: Balance Sheet Pro Forma Balance Sheet Year 1 Year 2 Year 3 $55.000 $15.994 $115.000 $118.170 $0 $0 $7.048 $90.976 $16.252) $83.952) $12.488 $123.024 $134.984 $24.992 $32.

a n.09% 100.05% 8.09% 10. 41.17 28 2.a 0.46 8% 10.72% 49.81% 50.a n.a n.10% 11.90% 68.00% 8.12% -4.65 12.a n.00% 77.81% 8.95% 0.18 0.43% 2. SIC industry class: Pool parlor .48% 100.00% 76.00% 77.26% 43.53% 29.86% -5.89% 8.79 0.74 8.00% 100.19% 0.00 0.040 0.12% 5.00 n.00% 0.a 11.a Sales Growth Percent of Total Assets Percent of Sales Sales Gross Margin Selling.76% 61.19% 91.00% 8.39% 5.a n.43% 100.66% 22.00 n.12 7.25% 0.00 n.71% 9. General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Activity Ratios Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab.61% 17.00% 33.20% 91.00% 8.73% Other Current Assets Total Current Assets Long-term Assets Total Assets 3.82% 38.95% -5.77% n.00% 77.28% 100.09 1.09 1.74 2.00 $107.Foosball Hall 8.623 0.09 1.78% 0.36 0.39 9.12% 4.49 8% 9.a.00 0.a n. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout Page 24 .33% 64.16 n.20% 0.90% 72.6 Business Ratios Foosball Hall's Business Ratios.00% 7.21% 56.a n.a $51.95% 92.00 0.00% Current Liabilities Long-term Liabilities Total Liabilities Net Worth 7.7999.00% 13.a n.12 1.52% 35.20% 32.03 12.91% 28.88% 76.86% 100.39 2.77% 1.00% 2.91% 23.86% 1.80 1.0403.00 $71.79% 100.61 8% 8.03% 9.23% 88. Table: Ratios Ratio Analysis Year 1 Year 2 Year 3 Industry Profile n.74 10.90% 13.a n.80% 100.a 0.80% 21.00% -2.90% 100.21 0.00% 2.12 8.17 27 2.39 8.472 0.91% 80.00 0.52% Additional Ratios Year 1 Year 2 Year 3 Net Profit Margin Return on Equity -2.34 27 1. to Liab.19% 18.

004 $3.215 Table fees Subtotal Direct Cost of Sales Page 1 .054 $2.409 $16.505 $1.356 $1.462 $1.510 $8.973 $1.565 $3.535 $2.039 $9.666 $7.854 Soft drinks $339 $376 $439 $619 $588 $764 $523 $829 $241 $247 $281 $211 Food $389 $432 $505 $711 $675 $877 $601 $952 $1.757 $1.114 $2.311 $1.351 $2.180 $477 $5.511 $1.147 $1.046 $827 $9.316 $2.254 $1.658 $1.599 $8.067 $1.141 $3.485 $1.164 $2.673 $4.757 $2.529 $6.414 $4.629 $1.167 $13.871 $21.505 $1.752 $4.414 $969 $1.877 $2.524 $2.Appendix Table: Sales Forecast Sales Forecast Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 $2.310 $530 $6.587 $2.656 $3.352 $3.454 $4.311 Sales Alcohol Soft drinks Food Table fees Total Sales Direct Cost of Sales 0% 0% 0% 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 Alcohol $628 $697 $814 $1.156 $872 $10.075 $12.159 $4.848 $5.666 $3.150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1.131 $3.354 $2.606 $18.094 $3.089 $1.356 $1.317 $3.886 $1.579 $5.529 $618 $7.318 $4.644 $19.094 $1.270 $3.477 $2.477 $2.787 $1.091 $4.822 $737 $8.443 $3.654 $4.342 $1.527 $1.055 $2.

700 $6.550 $900 8 $2.700 $4.Appendix Table: Personnel Personnel Plan Stan Bartenders Bartender assistants Bookkeeper Total People Total Payroll 0% 0% 0% 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 $2.900 $1.500 $1.700 $1.550 $900 8 $2.900 $1.000 $2.000 $0 $0 $0 1 $2.000 $0 $0 $0 1 $2.000 $1.000 $6.350 Page 2 .350 $6.000 $1.000 $1.000 $1.200 $0 6 $2.500 $1.550 $900 8 $2.000 $1.350 $6.550 $900 8 $2.900 $1.900 $1.000 $1.000 $1.000 $1.550 $900 8 $2.400 $900 6 $2.400 $900 7 $2.350 $6.200 $0 6 $2.350 $6.000 $4.550 $900 8 $2.350 $6.700 $1.000 $6.900 $1.900 $1.000 $1.000 $1.

00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 30.00% 30.00% 10.00% 30.00% 30.00% 30.00% 10.00% 10.00% 30.00% 10.00% 10.00% 10.00% 30.00% 30.00% Long-term Interest Rate 10.00% 10.00% 10.00% 30.00% 0 0 0 0 0 0 0 0 0 0 0 0 Plan Month Other Month 12 Page 3 .00% 30.00% 10.00% 10.00% Tax Rate 30.00% 10.00% 10.00% 10.Appendix Table: General Assumptions General Assumptions Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 1 2 3 4 5 6 7 8 9 10 11 12 Current Interest Rate 10.00% 10.00% 30.00% 10.00% 10.

920) ($1.000 $2.000 $4.816 $10.068 $6.286 $17.707) ($3.193 $14.159 $10.219 $11.039 $21.048) ($1.477 $2.200 $1.219 $11.219 $11.707) ($3.270 $3.117) ($359) $4.428) ($4.227 $9.321 $10.219 Profit Before Interest and Taxes ($2.025) $3.923) ($762) ($4.757 $2.317 $3.590) ($3.356 $1.45% 75.47% -56.614 $7.025) $3.317 $3.589) ($1.51% 11.048) ($1.37% 28.177 $1.477 $2.200 $1.200 Utilities $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 Insurance $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $300 $500 $300 $500 $705 $500 $705 $500 $900 $500 $900 $500 $953 $500 $953 $500 $953 $500 $953 $500 $953 $500 $953 $500 $6.401 $7.200 $1.321 $9.200 $1.055 $2.200 $1.091 $9.443 $8.715 $4.589) ($1.200 $1.29% 80.734 $6.45% 75.920) ($1.45% 75.783) ($1.381 $4.200 $1.177 $1.47% -11.219 $11.07% -25.45% 80.700 $4.505 $1.350 $6.666 $3.219 $11.505 $1.529 $13.666 $16.626 $5.352 $3.29% $2.215 Other Costs of Goods Total Cost of Sales Gross Margin $4.254) ($1.933 $15.599 $19.200 $1.45% 75.216 $9.510 $18.590) ($3.59% 19.200 $1.93% -54.131 $7.783) ($1.041) ($2.270 $3.92% -37.350 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 Expenses Payroll Sales and Marketing and Other Expenses Depreciation $666 $666 $666 $666 $666 $666 $666 $666 $666 $666 $666 $666 $1.000 $6.45% 75.428) ($4.096 Gross Margin % 75.816 $11.752 $4.350 $6.08% -7.666 $3.752 $4.45% 75.311 Direct Cost of Sales $1.435 $10.168 $4.715 $4.Appendix Table: Profit and Loss Pro Forma Profit and Loss Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Sales $5.51% Rent Payroll Taxes Other Total Operating Expenses 15% Page 4 .97% 21.215 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1.544 Interest Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Net Profit ($2.396 $13.352 $3.350 $6.094 $3.055 $2.29% 80.356 $1.843 $2.200 $1.45% 75.878 Net Profit/Sales -37.579 $12.200 $1.000 $6.382) ($924) ($3.388 $6.068 $6.216 $6.700 $6.29% 80.350 $6.757 $2.75% -16.878 EBITDA ($1.350 $6.524 $6.094 $3.

666 $16.881 $14.980 $35.700 $6.700 $4.525 $13.311 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5. HST/GST Received New Current Borrowing Subtotal Cash Received Expenditures 0.525 $12.529 $13.131 $7.736 $6.661 $46.529 $13.437 $2.911 $9.523 Cash Balance $47.263 $43.435 $6.917 $41.Appendix Table: Cash Flow Pro Forma Cash Flow Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Cash Sales $5.159 $10. VAT.524 $6.787 Sales Tax.175 $6.510 $18.787 Net Cash Flow $3.972 $8.350 $6.777 $10.443 $8.579 $12.510 $18.00% Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Page 5 .159 $10.311 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 $2.436 $12.131 $7.524 $6.525 $12.343 $53.818 $7.000 $6.361 ($780) ($2.599 $19.062 $40.579 $12.159 $10.000 $6.618) ($345) ($2.911 $5.039 $21.995) $823 $4.435 $12.531 $7.436 $12.322 $14.221 $14.039 $21.856) ($82) ($4.164 $6.350 $6.337 $7.350 $6.039 $21.435 $12.525 $7.666 $16.322 $14.091 $9.599 $19.777 $10.221 $14.350 $164 $4.164 $6.350 $6.599 $19.210 Cash Received Cash from Operations Additional Cash Received Sales Tax.525 $46.808 $41.443 $8. VAT.911 $9.443 $8.881 $44.666 $16. HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Principal Repayment of Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Long-term Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Spent $2.871 $7.131 $7.687 $13.077 $5.091 $9.718 $4.091 $9.343 $1.000 $2.579 $12.529 $13.311 Subtotal Cash from Operations $5.524 $6.881 $14.525 $13.687 $13.985 $36.510 $18.687 $55.000 $4.350 $6.

Appendix Page 6 .

700) ($3.808 $41.992 $32.690 $0 $8.447 $73.281) $73.660 $33.998 $38.531 $95.700) ($4.661 $3.683 $95.300 $87.019 $68.253 $95.700) ($9.662 $35.285 $0 $6.661 $46.002 $85.000 ($7.000 $47.062 $40.374) $70.000 $7.917 $41.087 $7.000 ($7.285 $6.687 $3.549 $95.300 $85.000 $6.000 $58.700) ($20.522 $6.984 $95.340 $82.000 ($7.190 $0 $0 $8.300 $40.881 $44.965 $0 $6.236 $74.332 $38.265 $95.995 $95.558) $79.087 $0 $0 $6.447 $80.742 $85.263 $43.218 $0 $0 $6.236 $67.300 $3.004 $79.035 $84.252 $89.664 $37.338 $74.087 $0 $7.252 $83.307) $74.690 $0 $0 $7.980 $35.062 $3.984 $40.480 $40.670 $80.343 $3.531 $40.000 $50.361 $95.000 $2.263 $3.926 $78.000 ($7.170 Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital $95.218 $0 $6.218 Net Worth $87.000 $49.674 $89.336 $84.000 $43.672 $74.000 $47.330 $36.926 $74.480 $95.887 $0 $5.048 Page 7 .008 $90.687 $55.361 $40.743 $0 $4.662 $88.525 $3.000 $7.743 $4.323 $40.000 ($7.000 $5.269 $7.662 $79.218 $6.000 $3.210 $40.000 $4.000 ($7.343 $53.Appendix Table: Balance Sheet Pro Forma Balance Sheet Assets Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 $44.048 $90.211 $74.606 $7.334 $89.170 Long-term Liabilities Total Liabilities $0 $0 $0 $4.000 ($7.000 $0 $40.732 $95.019 $79.700) ($19.300 $47.525 $46.000 $46.000 ($7.700) ($7.000 $1.130) $81.252) $83.700) ($16.668 $88.732 $40.965 $0 $0 $6.980 $3.917 $3.328 $34.253 $40.993 $81.000 $56.606 $0 $0 $7.000 $666 $39.269 $0 $0 $7.700) ($6.170 $0 $0 $7.700) ($2.000 $44.881 $3.965 $6.743 $0 $0 $4.000 ($7.000 ($7.211 $70.285 $0 $0 $6.218 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Starting Balances Current Assets Cash Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities $0 $0 $0 $0 $4.190 $0 $7.048) $85.700) ($12.210 $3.170 $89.549 $40.853) $74.606 $0 $7.522 $0 $6.089) $67.000 $39.265) $78.035 $74.638) $83.000 ($7.683 $40.996 $36.700) ($12.887 $5.000 $38.000 $87.170 $83.064) $68.000 $44.985 $36.006 $78.190 $7.887 $0 $0 $4.700) $0 $87.300 $95.985 $3.000 $5.993 $82.000 ($7.000 $3.700) ($14.742 $78.690 $8.522 $0 $0 $5.808 $3.326 $32.323 $95.269 $0 $7.000 ($7.994 $34.000 $49.995 $40.000 $1.265 $40.