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JONATHAN HUANG JONATHAN LEONG NG HUITING DERRICK WEE TAN YANGTENG GERARD LIM CHEONG FUJING JANA GOLFMANN Contact: 6452 2443 firstname.lastname@example.org
INTRODUCTION We offer an assortment of exquisite, PETITE desserts to the most delicate of taste buds.
Glaçage is a start-up petite desserts cafe located in Ann Siang Hill, Singapore. Consumer spending on food in Singapore has been on a constant rise in recent years. This increasing affluence and changing spending habits provide a very promising market to tap into. According to the USA 2009 National Restaurant Association's "What's Hot" chefs’ survey, bite-size desserts are the No.2 food trend. As the consumer market in Singapore has not been exposed to such miniature offerings, it would be an exciting new concept that could potentially stimulate the growth of such a trend here in Singapore as well. Glaçage aims to offer its products using a value-based pricing strategy, charging a premium for the quality and unique dining experience that we offer, to meet the demands of sophisticated and affluent females with a general appreciation for lavish lifestyles. To this end, Glaçage will be hiring a crème de la crème kitchen team, which would consist of one Executive Pastry Chef (the head chef) and four Sous Pastry Chefs (the assistants), to ensure that the quality of our desserts remain the core of our business model. This plan outlines our company concept, our mission, our operations and marketing plans, which we have in mind, to achieve our goals.
OUR OBJECTIVES FOR THE NEXT 3 YEARS
1. To breakeven with positive profits 2. To provide a satisfying consumer experience 3. To become the top 2 specialty dessert brands in Singapore
To be regionally recognized as a premium dessert cafe; a meeting house where friends gather, share and build lives together.
Glaçage & Co, LLP aspires to offer an assortment of exquisite, petite desserts to the most delicate of taste buds. We aim to do so by providing dedicated, sincere and personal service to our customers. We pledge to use only fresh quality ingredients in our products. At Glaçage, we believe that our customers deserve nothing short of the best and aim to achieve that through a client-centric approach. 2|Page
find themselves torn between dessert choices. which are priced at a relatively lower level as compared to full-sized desserts at other desserts retail establishments. would allow our customers to satisfy their needs without fear of overeating or spending. Through a SWOT analysis of the external and internal factors that Glaçage is exposed to. Glaçage targets the sophisticated. The full findings of the SWOT analysis can be found in Appendix 2. and lifestyle. This segment is targeted because of its high growth potential as education levels among females in Singapore increases. the consumers and suppliers of specialty desserts in Singapore. and the incumbent firms within the industry. they want to try a bit of everything but practicality restricts them to having only one dessert choice per person. we see that increasing trends in consumer spending on food. Glaçage aims to cater to this specific need from our target segment by producing exquisite. Often. Key findings include relatively low level of threats provided by potential entrants into the industry. In addition. the relative attractiveness and/or profitability of the specialty desserts industry in Singapore presents itself as a business opportunity for Glaçage. affluent females segment with a general appreciation for lavish lifestyles. who tend to have sweet tooth cravings. Glaçage positions itself as a premium specialty dessert brand in Singapore whose unique selling proposition lies in its ability to offer a fun and luxurious dining experience by allowing customers to mix and match assortments of bite-sized. there is immense potential in Singapore’s specialty desserts industry. 3|Page . these females. chocolate consumption and the Singapore government’s efforts in stimulating tourism. the general environment also appears to favour the start-up of Glaçage. affluence level.Customer Needs & Business Opportunity Currently. the relatively high threat of substitutes for desserts in Singapore negates some of the attractiveness of the specialty dessert industry (See Appendix 1). TARGETING & POSITIONING The dessert market is segmented according to gender. It is also targeted because their high disposable income levels translate to greater profitability for Glaçage. However. petite desserts that would allow our customers to satisfy their sweet tooth cravings without having to compromise on desserts variety. as shown by the results of the Porter’s Five Forces Analysis. This includes both female non-working expatriates and working executives. there is a relative lack of petite desserts restaurants in Singapore catering to the sophisticated females in Singapore which includes both female expatriates and working executives. exquisite desserts. Our smaller-sized desserts. Finally. Marketing MARKET SEGMENTATION.
From 12Q1. each of our desserts will feature a mini chocolate card with the Glaçage logo. Glaçage plans to distribute our artistic creations through our strategic partners. Glacage’s offerings include not only an array of exquisite bite-sized desserts but also complimenting premium tea and coffee beverages. an annual Christmas selection will be made available only during December. e. Ann Siang Hill also has other pull-factors such as bars. PROMOTION & BRANDING STRATEGY Glaçage aims to focus on building brand awareness from 11Q1 – 11Q4.PRODUCTS & SERVICES Glaçage prides itself as being an artist. 4|Page .$9. Our desserts will be priced non-uniformly from $6 . UOB Lady’s Card and Tanglin Club. Exclusive specialty items will be featured during promotional seasons to generate revenue and create marketing hype. Edmundser). e. This can be done via sponsorships for their events that are attended by our targeted segment. cups and utensils. e. which can serve to attract our targeted non-executive customers. Lady Iron Chef. the focus shifts towards achieving top-of-mind recall among customers. Citibank Platinum Card etc. and avant-garde lifestyle stores (Style. Public Relations Glaçage website Facebook group Twitter broadcast “The Glaçage Story” – A publication depicting a fictional Glaçage storyline to give Glaçage its personality. quaint book shops (Books Actually). Hungry Go Where. Each of our desserts is therefore a unique artistic creation. To build brand awareness.$8 per dessert. PLACE. charging a premium for the quality and unique dining experience that we offer. UOB Ladies Card Events. such as to sponsor Glaçage’s desserts at UOB Lady’s Card events or Tanglin Club’s Ladies Luncheons. while teas and beverages are priced from $7 . This will be displayed on each table Event sponsorships. fashion boutiques (Agnés B. It is located slightly away from the Central Business District. which enables us to conveniently reach out to our targeted female executives without bearing the inconveniences of costly transportation and low crowd during non-working hours. PRICING STRATEGY Glaçage undertakes a value-based pricing strategy.g. ELLE Magazine The Sunday Times Lifestyle section Sales Promotion Discount tie-ups with UOB Lady’s Card. Glaçage’s bite-sized desserts will be served exquisitely using miniature plates. For example. accompanied with miniature teapot sets. Nordic).g.an increasingly thriving artsy space with a unique personality of its own. Editorial features for exclusive specialty items will be advertised through food blogs as well. To build brand awareness.g. Glaçage eventually aims to launch a catering line as a secondary distribution channel. Tanglin Club Ladies Luncheons Annual Glaçage Gala Event to build community (by exclusive invitation only) Advertising Food blogs. DISTRIBUTION CHANNEL & STRATEGIC PARTNERS Glaçage will be situated at Ann Siang Hill .
To achieve this. STAFFING PLAN Kitchen staff: Executive Pastry Chef (1) should be of good repute. We uphold the Glaçage values at all levels of our operations Motto: We aspire to provide a wholesome experience in Glacage – more than food. more than quality service. All staff except the head chef will rotate between afternoon and night shift. it would give our customers a better experience at Glaçage as we seek to give them our most dedicated service. Sales Director. To train highly efficient work teams. The Head Chef supervises the four Sous chef. one Executive Pastry Chef (the head chef). four Sous Pastry Chefs (the assistants). making the Glaçage experience as seamless as possible is part of our business proposition. floor staff will be given the autonomy to the operations of the bistro. Product Innovation & Visual Merchandising JONATHAN HUANG DERRICK WEE JONATHAN LEONG JANA GOLFMANN TAN YANG TENG NG HUI TING GERARD LIM CHEONG FU JING STAFF The quality of our desserts and customer satisfaction are core to us. more than words can explain. Furthermore. Human Resources Director. Quality Assurance Director. simply put. The hiring process for floor staff will begin 2 months prior to the launch of our flagship outlet to give lead time for preparation and staff training. therefore resulting in greater job satisfaction.Management & Key Personnel The management of Glaçage consists of the following personnel: Chief Executive Officer Chief Financial Officer & Secretary Chief Operations Officer Director. The Executive and Sous Pastry Chefs will join the team 4 months prior to Glaçage’s official launch to enable sufficient time for dessert creation and menu design. 5|Page . People-First Approach. 2 Sous Pastry Chefs will be assigned per shift. COMPANY CULTURE PLAN Values: Commitment. This enables them to feel more empowered. Team Oriented. Entrepreneurial. Marketing Director. Innovative. Indeed. two managers and six service staff will be hired. and Sous Pastry chefs (4) should be established chefs with at least 10 years of service under their belt.
6|Page . i. but it will only be possible if we were to expand our business and hence employ more employees than the initial batch. 1 ‘p-strike’ and 2 ‘t-strikes’. An additional round will be conducted by chosen service staff themselves. the ability of the candidate to make desirable decisions in the absence of the management would be an attribute to look out for. he will get a ‘p (personal)-strike’. in which they could understand kitchen operations and watch how the incumbents go about doing their work. The former should be of the ideal age of 30 to 40. and the latter 25 to 35. However. Service ICs and other staff members should have a minimum of 8 years and 4 years experience respectively. 2) service situation simulations. SELECTION. The candidate’s personality and attitude towards service would be what we wish to discover during the interview process. 4) Customer feedback Customer feedback would be important in determining if the employee is up to scratch. any candidate under consideration after the previous rounds would be asked to undergo attachment for a week. as long as at least one of them is a ‘p-strike’. The 2nd complaint against him will result in the whole department. This will give them some sense of participation in the company. This will help them in deciding if they still want to work for us. firstly by the HR manager and then by the CEO.Service staff: 2 Service ICs of decent repute within the F&B industry will each take charge of one shift. as well as allow us to assess their level of enthusiasm as well as their ability to serve in real-life situations. The candidate’s attitude towards good service and ability to remain composed under pressure will be tested in this exercise. he would not be fired unless he hit a ‘p-strike’.e. the service or kitchen department. 2) Service situation simulations Role-play will be conducted to assess the candidate’s ability to respond to situations that could happen during their course of work. Recruitment: This involves 2 stages of assessment: 1) face to face interview. Also. getting a ‘t (team)-strike’. Management: One management personnel should be on the grounds to oversee operations per shift. If an employee received a genuine complaint from the customers in which he is guilty of inept service. even if he receives more than 3 strikes. An employee would have to be fired if he received 3 strikes. and hence making them more responsible and committed to the company’s cause. This is to encourage their colleagues to be more proactive in giving the offender feedback on his performance and helping him out when necessary. 3) Attachments In lieu of future expansion.e. TRAINING AND DEVELOPMENT PLAN 1) Interview Process The interview process will be a stringent one. There will be at least 2 rounds of interview. i. while 3 service staff will be allocated per shift.
gives us the authority to sell food and drinks. which costs $120 a year and five days to process. 5) Employee feedback Every employee would be heard. from noon to 7pm. and the staff of the year would be rewarded with an additional one month bonus on top of the above-mentioned. 6) Breaking down of management-employee barriers Managers on duty for the day would be required to be part of the service staff for at least half of the shift they are on. The interior decor and furnishing will be supervised and procured by the Director of Product Innovation & Visual Merchandising. There will be a dialogue session after one month upon joining the company. on top of doing their daily work and supervising. Operating hours of Glaçage will be from 12noon to 12midnight. long term relationships and (hopefully) larger orders with our suppliers would enable them to quote us favourable prices for our raw materials.Service staff would be rewarded for providing good service. and this session hopes to achieve that. It will be judged in combination of customer’s feedback and assessment from the management. Raw materials will be purchased at as low a price as possible without compromising on quality. This is such that they can signal to the employees that ‘we’re all into this together’ and foster stronger ties with the employees. and 6pm to 1am. raw materials as well as machinery. The employees will be asked to voice out their concerns.initial bistro decoration. and will be assisted by an interior designer. An employee who avoided any strikes during the year would receive an extra one month bonus. The opening hours will be split into 2 shifts. The staffing for the evening shift will be slightly heavier as the crowd for desserts is typically bigger at night. The license. This would allow us to understand the employee more and adopt good suggestions provided. SUPPLIES We would require supplies for 3 general categories . as well as letting them know about our point of view. will be required if we choose to sell alcohol in our premises.760. 7|Page . a food shop license will be required for our operations. and as well as alleviating manpower shortage during peak periods of the day. Operations Before the first outlet is launched. and practically anything with regard to their course of work. which costs up to $1. An additional liquor license. The machinery that would be required to produce our miniature desserts would be acquired depending on our needs and the menu. Any simmering unhappiness should be nipped in the bud as early as possible. Hopefully.
other than tying bonuses to sales. Staff will also conduct daily stock take to generate purchase order to ensure freshness of ingredients based on a first-in first-out policy. we aim to launch the very first outlet along Ann Siang Hill. The CEO will taste one item from the menu daily to ensure quality and any fault will be corrected immediately. FACILITIES The pioneer outlet will say a lot about us. Polices will be reviewed every year and staff will undergo relevant courses to upgrade themselves to constantly achieve greater service standards. to enable him to look over both shifts. using a combination of machinery and the chefs’ artistic flair. when the management decides that it is time to expand. we will peg it to our net promoter score (NPS). new dishes will be introduced every quarter and during festive occasions. Food quality will be the hallmark for Glacage and we will make every effort to ensure that only the finest is served to our customers. With this in mind. we will have staff role-playing as customers and service staff to find out what customers really look out for. There will also be a no barrier policy such that even the lowest ranking service staff can call or email the CEO directly should there be any changes to be made. we can find out how to shorten service time and handle customers complains better. 8|Page . QUALITY CONTROL As part of our drive to constantly improve our service standards. these places are hotspots for where our target group congregates. Subsequently. We will also enforce a no-compromise policy by treating an item as “sold out” once we are short of a certain ingredient due to seasonal or other factors. it paves the way for our brand and dictates the kind of demography we are targeting. the Executive Pastry Chef’s creativity and experience will be heavily relied upon to come up with a diversified menu. There will also be a hassle-free system for customers to ask for a replacement if the dishes are not up to their expectations. A positive NPS based on customer’s feedback will ensure that we only earn good profits as customers are happy with our services and our staff will not engage in hard selling. Given that a wide variety is part of Glaçage’s unique selling point. Staff will be accorded a budget to entice unhappy customers in the form of vouchers or free dessert to empower our staff and hence raise their sense of ownership in the company. The Executive Pastry Chef will be given flexible working hours. other potential locations would include Robertson Quay. Orchard Road. Dempsey Hill. As part of our R&D efforts. For example. with each shift making an average of 3 batches. Similar to the Ann Siang Hill flagship outlet. The desserts will be produced in small batches to ensure freshness. they have to be approved by the management first and can only become standard items if there is overwhelming customers’ feedback as they are the best judge for quality.DESSERT PRODUCTION & MENU CREATION The head chef and the Director of Product Innovation & Visual Merchandising will work closely in the production of the menu. as well as Marina Bay Sands. Moving forward. Desserts will be produced in batches. However. Staff will also be required to address all customers by their first name so that there will be service intimacy.
who will contribute $37. Our break-even analysis shows that we need unit sales of at least 9.648 per month to break even.5% of the share. and provide the business with a cash cushion for possible expansion. 9|Page . without major recession There are no unforeseen changes in technology to make products immediately obsolete Our products will be well received due to the trend of bite-sized desserts across the globe BREAK-EVEN ANALYSIS For our break-even analysis. we assume running costs such as our full payroll. utilities. Key assumptions We assume that o o o There is a slow-growth economy. and an estimation of other costs . rent.Financial Plan START-UP FUNDING The company will be owned by the original 8 founders.500 and 12. This will cover start-up requirements.
000 $50. losses are expected for the first few months due to lack of visibility but will take off once marketing efforts and word of mouth takes off.000 -$100.000 $300.000 -$50.000 -$20.000 FY 2011 FY 2012 FY 2013 PROJECTED YEARLY GROSS MARGIN FY2011-2013 $700. However we project a positive profit at the end of the third as we establish a loyal customer base.000 $0 -$10.000 $0 -$50.000 $0 FY 2011 FY 2012 FY 2013 10 | P a g e .000 $500.000 -$150. As the graph shows.PROJECTED PROFIT & LOSS We expect to suffer a loss in the first two years.000 $600.000 -$30.000 $200.000 $400.000 -$40. for FY2011.000 JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC PROJECTED YEARLY PROFIT FY2011-2013 $100.000 $100. PROJECTED MONTHLY PROFIT FY 2011 $10.
Appendices APPENDIX 1 Name: Specialty Desserts Data from Segment Rankings Enter H for a high force. L for a low Match 0 1 0 0 0 1 0 1 Intensity of Competitive Rivalry Number of competitors Industry growth rate Fixed costs Storage costs Product differentiation Switching costs Exit barriers Strategic stakes l l l l h l l h Threat of a New Entrant Economies of scale Product differentiation Capital requirements Switching costs Incumbent's control of distribution channels Incumbent's proprietary knowledge Incumbent's access to raw materials Incumbent's access to government subsidies l h l l l h h h 1 0 1 1 1 0 0 0 Threat of a Substitute Product Rate of improvement in price/perf. relationship of substitute product Profitability of industry producing substitutes Switching costs for the buyer of a product h l l 1 0 1 Concentration of buyers relative to industry members h l h h 1 0 0 1 Power of Buyers Volume of purchase Product differentiation of industry members Threat of backward migration by buyers Buyer's knowledge about industry members' cost structure Extent of buyer's profits h h 1 0 Cost savings from the industry members' products l 1 11 | P a g e .
As such. we cannot ignore the fact that there is still demand for places where people can go to hang out and enjoy good desserts. The fact that product differentiation is high also makes it difficult for potential entrants to offer products that can stand out and steal market share away from existing companies. raw materials are not only cheap but easy to obtain as well. the implicit barriers to entry are relatively high.Low The explicit barrier to entry for new companies is low since setting up a cafe does not require a lot of capital or resources.Importance of the industry members' input to the quality of buyer's final product Percentage of total buyer's cost spent on the industry members' input h 0 l l h l 0 0 0 1 Power of Suppliers Concentration relative to industry members Availability of substitute products Importance of industry members to the supplier Differentiation of the supplier's products and services Switching costs of the industry member Threat of forward integration by the supplier l l l 0 0 0 Specialty Desserts Intensity of Competitive Rivalry 5 4 3 Power of Suppliers 2 1 0 Threat of a New Entrant Power of Buyers Threat of a Substitute Product Threat of New Entrants . Brand loyalty in this industry is low and consumers enjoy trying out new places. popular café chains and dessert houses play a huge role in deterring potential entrants from planning on entering the market. Nonetheless. the threat of new entrants is relatively low. The presence of well-established. Moreover. However. 12 | P a g e .
Power of Suppliers – Low The major supplies required for the specialty desserts industry include flour. Typically. pancakes and/or waffles are becoming widely available. as firms are keen to differentiate themselves from competitors and cater to specific consumer demands. the specialty dessert industry in Singapore has relatively fewer direct competitors. This prevents the buyers from being able to influence the specialty dessert restaurants’ business decisions on a large extent. specialty offerings differ from firms to firms eg. while smaller names like Kki and Cheesecake Café dot the residential and business districts. eggs etc. Intensity of Competitive Rivalry – Low As compared to the hairdressing industry. As such supplies are readily available in the form of markets and distributors. Increasingly. The Marmalade Pantry and Laurent Bernard. The definition of a specialty dessert café would be one which sells desserts as its main business operations. the threat of a substitute product is further amplified. sugar.Threat of a Substitute Product . as compared to the missiles system industry whereby the buyers are large organizations like the army. new kinds of “desserts” in the form of yogurts. the switching costs for firms in the specialty dessert industry are relatively low as well. Going by this definition. Power of Buyers – Low The power of buyers in the specialty dessert industry is relatively low as most buyers are individuals who patronize the various desserts outlets.High Known as a food haven. These factors contribute to a relatively low intensity of competitive rivalry within the specialty dessert industry. Suppliers of these materials generally also do not have the expertise in baking or production of specialty desserts. consumers demand for desserts such as chocolates and cakes to satisfy their sweet tooth cravings after meals. Canele is reknowned for its Opera cake and Laurent Bernard for its chocolate-themed desserts etc. Differentiation between these different supplies is relatively low. which tends to be situated in the central districts. As a result. Thus. 13 | P a g e . Hence the threat of forward integration by these suppliers is generally low. Singapore offers a wide variety of food choices besides desserts. Product differentiation within this industry is also considerably high. Assuming that dessert consumers have a preference to variety where desserts are concerned. incumbents in the specialty dessert industry would include the higher-end businesses like Canele. the volume of purchase per consumer is relatively low. Bakerzin.
As the consumer market in Singapore has not been exposed to such miniature offerings. As such. it would be an exciting new concept that could potentially stimulate the growth of such a trend here in Singapore as well. Moreover. bite-size desserts are the No.APPENDIX 2 External (Opportunities & Threats) Consumer spending on food in Singapore has been on a constant rise in recent years. but also a variety of desserts and cakes in that same miniature size. it may not be too prominent a threat as consumers enjoy trying new things and often source for new places to patronize. Glacage would not only be able to provide traditional pieces of chocolate. This increasing affluence and changing spending habits provide a very promising market to tap into. they prize experience and are not only receptive to new ideas and experiences. 14 | P a g e . With chocolate consumption increasing at 25% annually in Asia Pacific.2 food trend. Considering that the target market places an increasing emphasis on lifestyle. Although the number of established competitors is a concern and may seem intimidating. the company would be able to satisfy this growing consumption and satiate all sorts of sweet cravings. According to the USA 2009 National Restaurant Association's "What's Hot" chefs’ survey. there is clearly a demand for such sweet desserts. but relish them as well.
Against a comfortable and chic setting. 15 | P a g e . our sizes allow the weight or health-conscious to enjoy a little taste without having to feel guilty. we are currently relatively inexperienced. being limited to only desserts could also be a potential stumbling block. in an effort to stimulate tourism. Despite the diversity of expertise and dedication of the directors. Catering services could be a potentially lucrative market to enter as most of these functions prefer offering small treats instead of full meals. Internal (Strengths & Weaknesses) Being the only place in Singapore that exclusively offers exquisite bite-sized desserts. while our stringent hiring process and training for service staff will help maintain excellent service from passionate and engaging staff. the increasing emphasis on a healthy lifestyle could prove to be a threat for Glaçage as people tend look to become more weight and health-conscious. The employment of top class chefs ensure product quality and consistency. and also drawing in huge events such as the Formula One night races. or the option of having food along with some desserts. Glaçage would be looking to create healthier offerings in the form of low-fat or less sugar desserts. Also. Consumers may prefer the convenience of being able to have a full meal at one place. With a low level of capital. and may also take some time to familiarize ourselves with the industry. and instead allows customers to enjoy a variety of desserts at any given time. As such. Nonetheless. Only when we have a better understanding and position in the market would we consider expanding our business.Furthermore. Such miniature portions eliminate dilemmas when deciding what to eat. parties and events are becoming more widespread. Moreover. which is why we are planning to start conservatively by opening one outlet first. However. As a result. we would provide an all-rounded personal experience for customers that not many places offer. the government has been promoting Singapore as a business and fashion hub. tourism receipts have been increasing at an average of 10% annually. starting up may prove to be difficult. the uniqueness of the concept itself sets Glaçage apart from its competitors. we might not be able to secure the best deals from suppliers at the start. In a bid to mitigate this threat. Specializing on desserts alone would also raise our credibility.
000 72. 16 | P a g e .000 3.606 88.594 120.650 10.000 3.800 429.594 89.400 567.000 2.000 429.000 2.8% 12.400 567.594 120.200 429.000 2.2% -4.200 540.000 2.3% FYF 2013 S$ 740.600 10.800 657.000 82.1% (1) Under the tax exemption scheme for new start-up companies.6% -28.794) (26.600 10.400 569.644) 85.606 89.794) 87.644) (141.APPENDIX 3 Projected Pro Forma Profit & Loss FYF 2011 S$ Sales Less: Direct Cost of Sales Less: Other Production Expenses Gross Margin Payroll and other employee expenses Occupany expenses Sales and Marketing expenses Leased Equipment Expenses Utilities Insurance Other expenses Total Operating Expenses Profit / (loss) before Interest and taxation Interest Expense Taxation (1) Profit / (loss) for the year Gross Margin % Net Profit/Sales 500.000 2.594 120.000 428.000 79.594 (26. a newly incorporated company that satisfies the qualifying conditions can claim for full tax exemption on the first $100.000 3.000 of normal chargeable income* (excluding Singapore franked dividends) for each of its first three consecutive YAs.000 4.3% FYF 2012 S$ 620.644 (141.
406 Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year 70.594) (18.000 - Net Cash Flow 70. plant and equipment Proceeds from the sale of property.762 167.406 FYF 2012 S$ FYF 2013 S$ Cash flows from investing activities Purchases of property.000) (429.000 (40.644) 620.050) (229.762 268.000) (429.000) (429.406 100.000) 100.356 70.000 (72.000 300.000) 97. plant and equipment Net cash provided by (used in) invsting activities - Cash flows from financing activities Long-term borrowings Cash received from the issuance of stock or equity Dividend payments Net cash provided by (used in) financing activities 300.356 167.APPENDIX 4 Projected Cash Flow FYF 2011 S$ Cash flows from operating activities Cash receipts from customers Cash paid to suppliers Cash paid to employees Cash paid for operating expenses Interest paid Taxes paid Net cash provided by (used in) operating activities 500.406 740.356 97.594) (260.000 (75.594) (138.168 17 | P a g e .
168 271.000 (168.356 3.356 167.356 171.000 193.000 Paid-in Capital Retained Earnings Earnings Total Shareholders' Equity 300.644) (26.356 193.APPENDIX 5 Projected Balance Sheet FYF 2011 S$ ASSETS Cash Inventory Acccounts receivable Prepaid Expenses Total Current Assets Fixed Assets Gross Less: Accumulated Depreciation Total Fixed Assets Other Total Assets 70.000 120.000 40.000 271.562 268.168 Total Liabilities and Shareholders' Equity 193.000 50.562 171.000 (141.168 18 | P a g e .000 35.562 300.794) 131.168 FYF 2012 S$ FYF 2013 S$ LIABILITIES & SHAREHOLDERS' EQUITY Accounts Payable Wages Payable Current Borrowing Total Current Liabilities Long-term Borrowing Others Total Liabilities 35.168 3.356 300.000 (141.000 50.000 40.606 221.644) 158.000 50.800 171.000 35.562 271.762 3.438) 89.000 40.
000 $750 $30.000 $750 $30.000 $9.250 Month 12 $6.000 $750 $30.250 Month 5 $6.000 $9.000 $4.000 $4.000 $4.000 $750 $30.000 $750 $30.500 $10.500 $10.000 $750 $30.000 $9.000 $9.000 $4.000 $4.250 19 | P a g e .000 $9.250 Month 10 $6.500 $10.000 $4.000 $4.250 Month 9 $6.500 $10.250 Month 6 $6.000 $9.500 $10.000 $750 $30.500 $10.000 $9.000 $9.500 $10.000 $750 $30.000 $750 $30.000 $4.000 $9.250 Month 2 $6.250 Month 11 $6.500 $10.000 $750 $30.500 $10.000 $4.500 $10.250 Month 8 $6.000 $750 $30.000 $4.500 $10.250 Month 3 $6.APPENDIX 6 Personnel Plan Month 1 Executive Chef (1) Assistant Chef (4) Servers (6) Manager (2) Dishwasher (1) Total payroll $6.000 $4.500 $10.250 Month 7 $6.250 Month 4 $6.000 $4.000 $750 $30.000 $9.000 $9.000 $9.
APPENDIX 7 List of Equipment Rented Under Operation Lease Dining Furniture Shelving Unit Sofa Dining table w/ 2 chairs Kitchen Equipment Electric oven Microwave Electronic scale Fruit juice extractor Waffle baker Hot water dispenser (2 Litre) Ice cream display freezer Under counter refrigerator service counter Ice machines Large refrigerators Milk Coolers Cash Register Expresso machine Tea makers Coffee brewers 1 4 20 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 20 | P a g e .
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