BSBMGT617 Develop and implement a business plan

Assessment 1 – Project

STUDENT NAME: GURPREET KAUR

STUDENT ID: 4480

(if applicable)

DOB:

ASSESSMENT DATE:

STUDENT DECLARATION: I certify that this is my own work.

STUDENT’S SIGNATURE:

ASSESSOR’S NAME:

ASSESSOR’S COMMENTS:

SATISFACTORY NOT YET SATISFACTORY

ASSESSOR’S SIGNATURE:

DATE:
Please Note:

Ideally there are provisions for consultation “key stake holders”. This provision however must
be considered by the Registered Training Organisation that facilitates this assessment as it is
beyond the control of the author of the resources and assessment materials for this unit of
competency.

ASSESSMENT INSTRUCTIONS

Please complete the student details section.

This project consists of 2 parts:

Part A – requires you to evaluate (if applicable) and plan and develop a business plan for your
workplace or as determined by your trainer or teacher.

Part B – requires you to provide an overview how you will monitor performance of the business
plan during implementation and how you will respond to performance data once the business
plan has been implemented.

This assessment is one form of assessment type that is used to collect evidence and will count
towards gaining competence toward this unit.

To demonstrate competence each question must be answered by the student.

You will be required to complete other relevant assessment tasks for this unit.

This project– requires you to plan for and develop a complete business plan.

Essentials Requirements as outlined in the “Context of and specific resources for assessment in the TP for this unit”

Assessment must ensure:

• access to appropriate documentation and resources normally used in the workplace.

You are required to use an existing business plan in your workplace or at a minimum have the
recent trading figures and financial details to review the business’ operation.

Alternatively your trainer or teacher may provide you with a realistic business plan to be
applied to an operation with which you are familiar.
Additional Resources provided for the purpose of this assessment:

• A business plan template (Word File: BusinessPlanTemplate xx) and a Business Plan
Guide (Wordfile: BusinessPlanGuide xx) which provides detailed instructions for the
completion of each section of the business plan template sourced from
www.business.gov.au

• A template for a 5 year balance sheet forecast which may be used if desired (Excel
sheet: BalanceSheet_5Year).

• A sample business plan (Word File: Cafe-Paradiso-sample-business-plan) sourced from

https://www.business.qld.gov.au/business/support-tools-grants/tools/business-
planning-kit

• An online template with instructions to prepare a step-by-step business plan can be

used by registering for free with http://toolkit.smallbiz.nsw.gov.au/planning

Part A – Plan and develop the business plan

Your Task:
You are required to review the existing business plan where available and plan and develop
anew business plan for the organisation, addressing all criteria outlined below:

Where the organisation has a an existing business plan, review and evaluate the following
documentation if there is no existing business plan these need to be developed using for
example the provided resources listed above. Create a draft and consult with your selected
stakeholders to clarify or verify each aspect.

Attach a briefing document which outlines with whom you have consulted and details of what
was discussed.

You need to reference each source you access to research information like statistics, products,
legislation etc. and attach this as a bibliography to completed work.

Ans. a business pal

As a guideline the following key points need to be addressed (based on the Business template
xx) – your format may however vary:

• Summary

• The Business- a business plan is a formal statement of a set of business goals , the
reasons they are belived attainble and the plan for reaching those goals . it may also
contain background information aboutbthe organisation or team attempting to reach
 those goals
• The Market
• The Future
• The Finances

• The Business

• Business details
• Registration details
• Business premises
• Organisation chart
• Management & ownership
• Key personnel
• Products/services
• Innovation
• Insurance
• Risk management
• Legal considerations
• Operations
• Sustainability plan

• The Market

• Market research
• Market targets
• Environmental/industry analysis
• Your customers
• S.W.O.T. analysis
• Your competitors
• Advertising & sales

• The Future

• Vision statement
• Mission statement
• Goals/objectives
• Action plan

• The Finances

• Key objectives & financial review

• Assumptions
• Start-up costs for [YEAR]
• Balance sheet forecast
• Profit and loss forecast
• Expected cash flow
• Break-even analysis
• Supporting documentation

• Executive summary

The executive summary of your business plan introduces your company , explain what you do ,
and lays out what you are looking for from your readers .ideally the executive summary can act
as a stand alone document that covers the highlights of your details plan . in fact it is very
common for investors to ask for only the executive summary when they are evaluating your
business . if they like what they see in the executive summary , they will often follow up with a
request for a complete plan , a pitch presentation and more in depth financials

Because your executive summary is such a critical component of your business plan , you will
want to make sure that it is as clear and concise as possible .cover the key highlights of your
business , but do not into too much details . ideally your executive summary will be one to two
pages at most , designed to be quick read that sparks interest and makes your investors feel
eager to hear more

The critical components of wining executive summary –

Business overviews = your business that sums up the essence of what you are doing but is often
more effective if the sentence describe what your company actually does .

Problem – summarize the problem you are solving in the market . every business is solving a
problem for its customers and filling a need in the market

Solution - this is your product or service . how are you addressing the problem you have
identified in the market ?

Target market –

Who is your target market , or your ideal customer ? how many of them are there ? its important
here to be specific

If you are a shoe company, you are not targeting everyone just because everyone has feet . you
are most likely targeting a specific market segment such as style –conscious men or runners . this
will make it much easier for you to target your marketing and sales efforts and attract the kinds
of customers that are most likely to buy from you

Competition – how is your target market solving their problem today ? and it is critical to provide
an overview in your executive summary

Company overview and team – provides a brief overview of your team and short explanation of
why you and your team are the right people to take your idea to market
Investors put an enormous amount of weight on the team –even more than on the idea because
even a great idea needs great executions in order to become a reality

Financial summary – highlight the key aspects of your financial plan , ideally with a chart that
shows your planned sales , expenses and profitability

Funding requirement – if you are writing a business plan to get bank loan or because you are
asking angel investors or venue capitalists for funding , you must include the details of what you
need in the executive summary

Milestone and traction – the last key element of an executive summary that investors will want
to see is the progress that you have made so far and future milestone that you intend to hit . if
you can show that your potential customers are already interested in – or perhaps already
buying – your product or service , this is great to highlight

Opportunity – there are four main chapters in a business plan- opportunity , execution ,
company overview and financial plan. the opportunity chapter of your business plan is where
the real meat of your plan lives – it includes information about the problem that you are solving ,
your solution , who you plan to sell to , how you product or service fita into the existing
competitive landscape

you will also use this section of your business plan to demonstrate what sets your solution apart
from others, and how you plan to expand your offerings in the future

people who read your business plan will already know a little bit about your business because
they read your executive summary

the problem and solution – start the opportunity by describing the problem that you are solving
for your customers . what is the primary pain point for them ? how are they solving their
problem today? May be the existing solutions to your customer’s problem are very expensive or
cumbersome . for a business with a physical location , perhaps there are not any existing
solution within reasonable driving distance .

defining the problem you are solving for your customers is far and away the most critical
element of your business plan and crucial for your business success. If you cannot pinpoint a
problem that your potential customers have , then you might not have a viable business concept.

Target market – now that you have detailed your problem and solution in your business plan , it
is time to turn your focus towards targets market ; who are selling to ?

Depending on the type of business you are starting and the type of plan you are writing , you
may not need to go into too much details here . no matter what , you need to know who your
customer is and have a rough estimate of how many oof them there are . if there are not enough
customers for your product or service , that could be a warning sign.

Market analysis and market search – if you are going to do a market analysis , start with some
research . first, identify your market segments and determine how big each segment is . a
market segments is a group of people that you could potentially sell to

Do not fall into the trap , through , of defining the market as “ everyone “ . the classic example is
a shoe company . while it would be tempting for a shoe company to say that their target market
is everyone who has feet , realistically they need to target a specific segment of the market in
order to be successful .

Your ideal customer – when you have your target market segment defined , it is time to define
your ideal customer for each segments.

Key customers – the final section of your market chapter should discuss customers. This section
is really only required for enterprise companies that have very few customers . most small
business and typical start-ups can skip this and move on . but if you selling to other businesses ,
you may have a few key customers that are critical to the success of your business , or a handful
of important customers that are trend leaders in your space . if so, use this final portion of your
target market to provides details about those customers and how they are important to your
business ‘s success

Competition- the simple fact is that all business have competition . competitors may not always
come in the form of direct completion , which is when you have a competitor offering a similar
solution to your offering . often times , you may be dealing with indirect competition , which is
when consumers solve their problem with an entirely different kind of solution.

Future product and service - all entrepreneurs have a vision of where they want to take the
business in the future if they are successful.

While it is tempting to spend a lot of time exploring future opportunities for new products and
services , you should not expand to much on these ideas in your business plan . it is certainly
useful to include a paragraphs or two about potential future plans . to show inverters where you
are headed in the long term , but you do not want your plan to be dominated by long – range
plans that may or may not come to fruition. The focus should be on bringing your first product
and service to market

Marketing and sales plan –the marketing and sales plan section of yours business plan details
how you plan to reach your targets markets segments , how you plan on selling to these targets
markets , what your pricing plan is and what types of activities and partnerships you need to
make your business a success

Advertising – your business plan should include an overview of the kinds of advertising you plan
to spend money on . will you be advertising online? Or perhaps in traditional , offline media ? . a
key components to your advertising plan is your plan for measuring the success of your
advertising.
Example -

Start-up requirements

Start up expenses

Legal $2,000

Stationary etc $500

Brochures $500

Consultant $1,500

Insurance $1,745

Debt service $5,000

Licenses /tax/deposits $12,000

Expensed equipment $36,600

Employee /payroll $26,834

Accounting $1,000

Soft opening expense $4,000

Grand opening advertising $3,000

Misc expenses $2,000

Total start –up expenses $96,679

Start up assets

Cash required $100,000

Start up inventory $61,157

Other current assets $0

Long term assets $595,040

Total assets $756,197

Total requirements $852,876

Create financial for your own business plan-

START UP FUNDING

Start up expenses to fund $96,679

Start up assets to fund $756,197

Total funding required $852,876

Assets

Non cash assets from start up $656,197

Cash requirements from start up $100,000

Additional cash raised $0

Cash balance on starting date $100,000

TOTAL ASSETS $756,197

Liabilities and capital

Liabilities

Current borrowing $29,850

Long term liabilities $695,399

Accounts payable (outstanding bills ) $29,627

OTHER CURRENT LIABILITIES $0

(INTEREST FREE)

Total liabilities $754,876

Capital

Planned investment

Investor 1 (home equity /pre- develop, $64000

invest )

Investor 2 (pre –development $34,000

investment)

Other $0

Additional investment requirements $0

TOTAL PLANNED INVESTMENT $98000

Loss at start –up (start –up expenses) $96,679

Total capital $1,321

Total capital and liabilities $756,197

Total funding $852,876

MARKET ANALYSIS

YEAR YEAR YEAR YEAR YEAR

1 2 3 4 5

Potential Customers Grow CAGR

th

Atlanta Area 10% 91,56 100,7 110,7 121,8 134,0 10.00

Residents 8 25 98 78 66 %

Hotel/Convention/Vi 15% 32,10 36,91 42,45 48,82 56,14 15.00

sitors 0 5 2 0 3 %

Downtown Workers 20% 23,35 28,02 33,62 40,34 48,41 20.00

0 0 4 9 9 %

Total 12.87 147,0 165,6 186,8 211,0 238,6 12.87

% 18 60 74 47 28 %

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plan.
SALES FORECAST

YEAR 1 YEAR 2 YEAR 3

Sales

Restaurant $1,926,217 $2,078,138 $2,285,951

Coffeehouse $260,384 $273,403 $287,073

TOTAL SALES $2,186,601 $2,351,541 $2,573,024

Direct Cost of Sales Year 1 Year 2 Year 3

Restaurant $1,270,196 $1,277,010 $1,340,860

Coffeehouse $78,112 $0 $0

Subtotal Direct Cost of Sales $1,348,308 $1,277,010 $1,340,860

MILESTONES

Milestone Start Date End Date Budget Manager Departmen

t
Leasehold 11/1/200 2/1/2001 $30,000 David Patton Owner
Buildout 0

Equipment 1/1/2001 2/1/2001 $75,000 David Patton Owner

Installation

Marketing 1/1/2001 5/1/2001 $4,500 Cindy Abel Marketing

Plan

Fixture/table 12/1/200 5/1/2001 $3,500 David Patton DNP/PTC

Construction 0

Begin 10/1/200 3/1/2001 $0 M.Syphoe HDDC

Construction 0
Process

Design 5/1/2000 12/1/2000 $0 R.Rauh R.Architect

Management s

Legal 1/1/2000 4/1/2000 $1,000 Patton/Mos Legal

Research er

Interior 10/1/200 7/1/2000 $0 K.Brown C.Concepts

Design 0

Entertainment 2/1/2000 12/31/200 $0 David Patton Owner

Research 0

Purchasing 1/1/2000 10/1/2000 $0 David Patton Owner

Research

Totals $114,000
Employee salaries are as follows:

Position Salary

Owner/General Manager $39,900

Chef $30,000

Manager $28,000

Sous-chef/Line Cook $23,000

Assistant Mgr/Senior Server $14,560 + Tips

Barristas/Bartenders $7/Hour

Servers $3/Hour + Tips

Dishwashers/Bussers $6/Hour

PERSONNEL PLAN

YEAR 1 YEAR 2 YEAR 3

Owner/Manager $39,996 $39,996 $39,996

Employees $282,012 $282,012 $282,012

TOTAL PEOPLE 21 21 21

Total Payroll $322,008 $322,008 $322,008

Important Assumptions
The financial plan depends on important assumptions, most of which are shown in the
following table. The key underlying assumptions are:

· We assume a slow-growth economy, without major recession.

· We assume of course that there are no unforeseen changes in technology to

make equipment immediately obsolete.

· We assume access to equity capital and financing sufficient to maintain our

financial plan as shown in the tables.

GENERAL ASSUMPTIONS

YEAR 1 YEAR 2 YEAR 3

Plan Month 1 2 3

Current Interest Rate 12.25% 12.25% 12.25%

Long-term Interest Rate 6.75% 6.75% 6.75%

Tax Rate 25.42% 25.00% 25.42%

Other 0 0 0
Projected Cash Flow

We expect to manage cash flow over the next three years with minimal new investment
required over the first two years. It is our expectation that revenue beyond projected
sales will be invested in retiring long-term debt early.

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PRO FORMA CASH FLOW

YEAR 1 YEAR 2 YEAR 3

Cash Received

Cash from Operations

Cash Sales $2,186,601 $2,351,541 $2,573,024

SUBTOTAL CASH FROM $2,186,601 $2,351,541 $2,573,024

OPERATIONS

Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0

New Current Borrowing $0 $0 $29,559

New Other Liabilities (interest- $0 $0 $0

free)

New Long-term Liabilities $0 $0 $0

Sales of Other Current Assets $0 $0 $0

Sales of Long-term Assets $0 $0 $0

New Investment Received $0 $0 $0

SUBTOTAL CASH RECEIVED $2,186,601 $2,351,541 $2,602,583

Expenditures Year 1 Year 2 Year 3

Expenditures from Operations

Cash Spending $322,008 $322,008 $322,008

Bill Payments $1,633,772 $1,677,517 $1,773,221

SUBTOTAL SPENT ON OPERATIONS $1,955,780 $1,999,525 $2,095,229

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0

Principal Repayment of Current $23,160 $26,435 $0

Borrowing

Other Liabilities Principal $0 $0 $0

Repayment

Long-term Liabilities Principal $27,430 $29,329 $31,339

Repayment

Purchase Other Current Assets $0 $0 $0

Purchase Long-term Assets $0 $0 $0

Dividends $0 $0 $0

SUBTOTAL CASH SPENT $2,006,370 $2,055,289 $2,126,568

Net Cash Flow $180,231 $296,252 $476,015

Cash Balance $280,231 $576,483 $1,052,498

3 Key Financial Indicators

The most important indicators in our case are are daily seating "counts" and weekly
sales numbers. We must also make sure that we are turning our inventory rapidly so as
to avoid food spoilage.

We must target net profit/sales figures toward the 14% level with gross margins never
dipping below 38%. Marketing costs should never exceed three percent of sales.

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7.4 Break-even Analysis

The Break-even Analysis shows that The Watertower has a good balance of fixed costs
and sufficient sales strength to remain healthy. Our break-even point is $106,101 on
sales averaging $12.54 per patron. This break-even position is achieved on a monthly
fixed cost of $57,873 and and per unit/patron variable cost of $5.70.

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BREAK-EVEN ANALYSIS

Monthly Revenue Break-even $122,179

Assumptions:

Average Percent Variable Cost 62%

Estimated Monthly Fixed Cost $46,841

7.5 Projected Profit and Loss

We expect income to approach $2.1 million for calendar year 2002. It should increase to
$2.57 million by the end of the years covered in this plan.

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PRO FORMA PROFIT AND LOSS

YEAR 1 YEAR 2 YEAR 3

Sales $2,186,601 $2,351,541 $2,573,024

Direct Cost of Sales $1,348,308 $1,277,010 $1,340,860

Other $0 $0 $0

TOTAL COST OF SALES $1,348,308 $1,277,010 $1,340,860

Gross Margin $838,293 $1,074,531 $1,232,164

Gross Margin % 38.34% 45.69% 47.89%

Expenses

Payroll $322,008 $322,008 $322,008

Sales and Marketing and Other $80,800 $80,800 $80,800

Expenses

Depreciation $6,900 $6,900 $6,900

Leased Equip/Van/Dispensing $12,600 $12,600 $12,600

Systems

Utilities $24,000 $24,000 $24,000

Insurance $20,940 $22,000 $23,000

Other Taxes $24,000 $24,000 $24,000

Payroll Taxes $70,842 $70,842 $70,842

Other $0 $0 $0

Total Operating Expenses $562,090 $563,150 $564,150

Profit Before Interest and Taxes $276,203 $511,381 $668,014

EBITDA $283,103 $518,281 $674,914

Interest Expense $48,095 $43,298 $41,442

Taxes Incurred $55,675 $117,021 $159,254

Net Profit $172,433 $351,062 $467,318

Net Profit/Sales 7.89% 14.93% 18.16%

7.6 Projected Balance Sheet

As shown in the Balance Sheet, we expect a healthy growth in net worth from
approximately $172,000 at the end of 2002 to almost $1 million by the end of the plan
period.
PRO FORMA BALANCE SHEET

YEAR 1 YEAR 2 YEAR 3

Assets

Current Assets

Cash $280,231 $576,483 $1,052,498

Inventory $129,671 $122,814 $128,955

Other Current Assets $0 $0 $0

TOTAL CURRENT ASSETS $409,902 $699,297 $1,181,453

Long-term Assets

Long-term Assets $595,040 $595,040 $595,040

Accumulated Depreciation $6,900 $13,800 $20,700

TOTAL LONG-TERM ASSETS $588,140 $581,240 $574,340

TOTAL ASSETS $998,042 $1,280,537 $1,755,793

Liabilities and Capital Year 1 Year 2 Year 3

Current Liabilities

Accounts Payable $149,628 $136,826 $146,543

Current Borrowing $6,690 ($19,745) $9,814

Other Current Liabilities $0 $0 $0

SUBTOTAL CURRENT LIABILITIES $156,318 $117,081 $156,357

Long-term Liabilities $667,969 $638,640 $607,301

TOTAL LIABILITIES $824,287 $755,721 $763,658

Paid-in Capital $98,000 $98,000 $98,000

Retained Earnings ($96,679) $75,754 $426,817

Earnings $172,433 $351,062 $467,318

TOTAL CAPITAL $173,754 $524,817 $992,135

TOTAL LIABILITIES AND CAPITAL $998,042 $1,280,537 $1,755,793

Net Worth $173,754 $524,817 $992,135

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7.7 Business Ratios

Business ratios for the years of this plan are shown below. Industry profile ratios based
on the Standard Industrial Classification (SIC) code 5812, Eating Places, are shown for
comparison. The ratios show a plan for balanced, healthy growth.

RATIO ANALYSIS

YEAR 1 YEAR 2 YEAR 3 INDUSTRY

PROFILE

Sales Growth 0.00% 7.54% 9.42% 7.60%

Percent of Total Assets

Inventory 12.99% 9.59% 7.34% 3.60%

Other Current Assets 0.00% 0.00% 0.00% 35.60%

Total Current Assets 41.07% 54.61% 67.29% 43.70%

Long-term Assets 58.93% 45.39% 32.71% 56.30%

TOTAL ASSETS 100.00% 100.00% 100.00% 100.00%

Current Liabilities 15.66% 9.14% 8.91% 32.70%

Long-term Liabilities 66.93% 49.87% 34.59% 28.50%

Total Liabilities 82.59% 59.02% 43.49% 61.20%

NET WORTH 17.41% 40.98% 56.51% 38.80%

Percent of Sales

Sales 100.00% 100.00% 100.00% 100.00%

Gross Margin 38.34% 45.69% 47.89% 60.50%

Selling, General & 30.51% 30.77% 29.62% 39.80%
Administrative Expenses

Advertising Expenses 0.73% 0.68% 0.62% 3.20%

Profit Before Interest and 12.63% 21.75% 25.96% 0.70%

Taxes

Main Ratios

Current 2.62 5.97 7.56 0.98

Quick 1.79 4.92 6.73 0.65

Total Debt to Total Assets 82.59% 59.02% 43.49% 61.20%

Pre-tax Return on Net 131.28% 89.19% 63.15% 1.70%

Worth

Pre-tax Return on Assets 22.86% 36.55% 35.69% 4.30%

Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin 7.89% 14.93% 18.16% n.a

Return on Equity 99.24% 66.89% 47.10% n.a

Activity Ratios

Inventory Turnover 10.91 10.12 10.65 n.a

Accounts Payable 11.72 12.17 12.17 n.a

Turnover

Payment Days 28 31 29 n.a

Total Asset Turnover 2.19 1.84 1.47 n.a

Debt Ratios

Debt to Net Worth 4.74 1.44 0.77 n.a

Current Liab. to Liab. 0.19 0.15 0.20 n.a

Liquidity Ratios

Net Working Capital $253,583 $582,217 $1,025,096 n.a

Interest Coverage 5.74 11.81 16.12 n.a

Additional Ratios

Assets to Sales 0.46 0.54 0.68 n.a

 Current Debt/Total Assets 16% 9% 9% n.a

Acid Test 1.79 4.92 6.73 n.a

Sales/Net Worth 12.58 4.48 2.59 n.a

Dividend Payout 0.00 0.00 0.00 n.a

Appendix

SALES FORECAST

MON MON MON MON MON MON MON MON MON MON MON MON
TH 1 TH 2 TH 3 TH 4 TH 5 TH 6 TH 7 TH 8 TH 9 TH 10 TH 11 TH 12

Sales

Restau 0 $116, $126, $132, $150, $142, $153, $164, $190, $184, $184, $189, $190,
rant % 330 271 163 898 787 458 320 700 871 871 120 428

Coffee 0 $14,5 $14,5 $16,8 $16,8 $19,8 $19,8 $22,7 $22,7 $26,1 $26,1 $30,1 $30,1
house % 25 25 00 00 00 00 70 70 85 85 12 12

TOTAL $130, $140, $148, $167, $162, $173, $187, $213, $211, $211, $219, $220,
SALES 855 796 963 698 587 258 090 470 056 056 232 540

Direct Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont
Cost of h1 h2 h3 h4 h5 h6 h7 h8 h 9 h 10 h 11 h 12
Sales

Restau $101, $102, $103, $105, $104, $105, $106, $108, $107, $107, $108, $108,
rant 350 363 386 419 420 850 908 850 350 350 100 850

Coffee $4,35 $4,35 $5,04 $5,04 $5,94 $5,94 $6,83 $6,83 $7,85 $7,85 $9,03 $9,03
house 7 7 0 0 0 0 1 1 5 5 3 3
Subtot $105, $106, $108, $110, $110, $111, $113, $115, $115, $115, $117, $117,
al 707 720 426 459 360 790 739 681 205 205 133 883
Direct
Cost of
Sales

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PERSONNEL PLAN

MO MO MO MO MO MO MO MO MO MO MO MO
NTH NTH NTH NTH NTH NTH NTH NTH NTH NTH NTH NTH
1 2 3 4 5 6 7 8 9 10 11 12

Owner/M 0 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3 $3,3
anager % 33 33 33 33 33 33 33 33 33 33 33 33

Employee 0 $23, $23, $23, $23, $23, $23, $23, $23, $23, $23, $23, $23,
s % 501 501 501 501 501 501 501 501 501 501 501 501

TOTAL 21 21 21 21 21 21 21 21 21 21 21 21
PEOPLE

Total $26, $26, $26, $26, $26, $26, $26, $26, $26, $26, $26, $26,
Payroll 834 834 834 834 834 834 834 834 834 834 834 834

GENERAL ASSUMPTIONS

MON MON MON MON MON MON MON MON MON MON MON MON
TH 1 TH 2 TH 3 TH 4 TH 5 TH 6 TH 7 TH 8 TH 9 TH TH TH
10 11 12
Plan 1 2 3 4 5 6 7 8 9 10 11 12
Mont
h

Curre 12.25 12.25 12.25 12.25 12.25 12.25 12.25 12.25 12.25 12.25 12.25 12.25
nt % % % % % % % % % % % %
Intere
st
Rate

Long- 6.75 6.75 6.75 6.75 6.75 6.75 6.75 6.75 6.75 6.75 6.75 6.75
term % % % % % % % % % % % %
Intere
st
Rate

Tax 30.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00
Rate % % % % % % % % % % % %

Other 0 0 0 0 0 0 0 0 0 0 0 0

PRO FORMA PROFIT AND LOSS

MON MON MON MON MON MON MON MON MON MON MON MON
TH 1 TH 2 TH 3 TH 4 TH 5 TH 6 TH 7 TH 8 TH 9 TH TH TH
10 11 12

Sales $130, $140, $148, $167, $162, $173, $187, $213, $211, $211, $219, $220,
855 796 963 698 587 258 090 470 056 056 232 540

Direct Cost $105, $106, $108, $110, $110, $111, $113, $115, $115, $115, $117, $117,
of Sales 707 720 426 459 360 790 739 681 205 205 133 883

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

TOTAL $105 $106 $108 $110 $110 $111 $113 $115 $115 $115 $117 $117
COST OF ,707 ,720 ,426 ,459 ,360 ,790 ,739 ,681 ,205 ,205 ,133 ,883
SALES

Gross $25,1 $34,0 $40,5 $57,2 $52,2 $61,4 $73,3 $97,7 $95,8 $95,8 $102, $102,
Margin 48 76 37 39 27 68 51 89 51 51 099 657
Gross 19.22 24.2 27.2 34.1 32.1 35.4 39.2 45.8 45.4 45.4 46.5 46.55
Margin % % 0% 1% 3% 2% 8% 1% 1% 1% 1% 7% %

Expenses

Payroll $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8
34 34 34 34 34 34 34 34 34 34 34 34

Sales and $7,90 $6,50 $7,90 $6,50 $6,50 $6,50 $6,50 $6,50 $6,50 $6,50 $6,50 $6,50
Marketing 0 0 0 0 0 0 0 0 0 0 0 0
and Other
Expenses

Depreciatio $575 $575 $575 $575 $575 $575 $575 $575 $575 $575 $575 $575
n

Leased $1,05 $1,05 $1,05 $1,05 $1,05 $1,05 $1,05 $1,05 $1,05 $1,05 $1,05 $1,05
Equip/Van/ 0 0 0 0 0 0 0 0 0 0 0 0
Dispensing
Systems

Utilities $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00
0 0 0 0 0 0 0 0 0 0 0 0

Insurance $1,74 $1,74 $1,74 $1,74 $1,74 $1,74 $1,74 $1,74 $1,74 $1,74 $1,74 $1,74
5 5 5 5 5 5 5 5 5 5 5 5

Other Taxes $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00 $2,00
0 0 0 0 0 0 0 0 0 0 0 0

Payroll 2 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90 $5,90
Taxes 2 3 3 3 3 3 3 3 3 3 3 3 3
%

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total $48,0 $46,6 $48,0 $46,6 $46,6 $46,6 $46,6 $46,6 $46,6 $46,6 $46,6 $46,6
Operating 07 07 07 07 07 07 07 07 07 07 07 07
Expenses

Profit ($22, ($12, ($7,4 $10,6 $5,62 $14,8 $26,7 $51,1 $49,2 $49,2 $55,4 $56,0
Before 859) 531) 70) 32 0 61 44 82 44 44 92 50
Interest
and Taxes

EBITDA ($22, ($11, ($6,8 $11,2 $6,19 $15,4 $27,3 $51,7 $49,8 $49,8 $56,0 $56,6
284) 956) 95) 07 5 36 19 57 19 19 67 25

Interest $4,18 $4,15 $4,12 $4,09 $4,05 $4,02 $3,99 $3,96 $3,92 $3,89 $3,86 $3,82
Expense 5 4 2 0 8 6 3 0 7 3 0 6

Taxes ($8,1 ($4,1 ($2,8 $1,63 $390 $2,70 $5,68 $11,8 $11,3 $11,3 $12,9 $13,0
Incurred 13) 71) 98) 5 9 8 05 29 38 08 56

Net Profit ($18, ($12, ($8,6 $4,90 $1,17 $8,12 $17,0 $35,4 $33,9 $34,0 $38,7 $39,1
931) 514) 95) 6 1 6 63 16 87 13 24 68

Net - - - 2.93 0.72 4.69 9.12 16.5 16.1 16.1 17.6 17.76
Profit/Sales 14.47 8.89 5.84 % % % % 9% 0% 2% 6% %
% % %

PRO FORMA CASH FLOW

MON MON MON MON MON MON MON MON MON MON MON MON
TH 1 TH 2 TH 3 TH 4 TH 5 TH 6 TH 7 TH 8 TH 9 TH TH TH
10 11 12

Cash
Receive
d

Cash
from
Operati
ons

Cash $130, $140, $148, $167, $162, $173, $187, $213, $211, $211, $219, $220,
Sales 855 796 963 698 587 258 090 470 056 056 232 540
SUBTOT $130, $140, $148, $167, $162, $173, $187, $213, $211, $211, $219, $220,
AL 855 796 963 698 587 258 090 470 056 056 232 540
CASH
FROM
OPERAT
IONS

Additio
nal
Cash
Receive
d

Sales 0.0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tax, 0%
VAT,
HST/GS
T
Receive
d

New $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current
Borrowi
ng

New $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other
Liabiliti
es
(interes
t-free)

New $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-
term
Liabiliti
es

Sales of $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other
Current
Assets

Sales of $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-
term
Assets

New $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Investm
ent
Receive
d

SUBTOT $130, $140, $148, $167, $162, $173, $187, $213, $211, $211, $219, $220,
AL 855 796 963 698 587 258 090 470 056 056 232 540
CASH
RECEIV
ED

Expendi Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont
tures h 1 h 2 h 3 h 4 h 5 h 6 h 7 h 8 h 9 h 10 h 11 h 12

Expendi
tures
from
Operati
ons

Cash $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8 $26,8
Spendin 34 34 34 34 34 34 34 34 34 34 34 34
g

Bill $35,5 $175, $127, $132, $137, $134, $139, $145, $152, $149, $149, $155,
Paymen 44 815 186 308 495 078 478 029 660 153 821 206
ts

SUBTOT $62,3 $202, $154, $159, $164, $160, $166, $171, $179, $175, $176, $182,
AL 78 649 020 142 329 912 312 863 494 987 655 040
SPENT
ON
OPERAT
IONS

Additio
nal
Cash
Spent
Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tax,
VAT,
HST/GS
T Paid
Out

Principa $1,82 $1,84 $1,86 $1,88 $1,90 $1,91 $1,93 $1,95 $1,97 $1,99 $2,01 $2,04
l 4 3 1 0 0 9 9 8 8 9 9 0
Repaym
ent of
Current
Borrowi
ng

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabiliti
es
Principa
l
Repaym
ent

Long- $2,22 $2,22 $2,24 $2,25 $2,26 $2,28 $2,29 $2,30 $2,31 $2,32 $2,34 $2,35
term 1 3 3 7 8 1 2 5 7 8 1 4
Liabiliti
es
Principa
l
Repaym
ent

Purchas $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
e Other
Current
Assets

Purchas $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
e Other
Current
Assets

Purchas $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
e Long-
term
Assets
Dividen $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ds

SUBTOT $66,4 $206, $158, $163, $168, $165, $170, $176, $183, $180, $181, $186,
AL 23 715 124 279 497 112 543 126 789 314 015 434
CASH
SPENT

Net $64,4 ($65, ($9,1 $4,41 ($5,9 $8,14 $16,5 $37,3 $27,2 $30,7 $38,2 $34,1
Cash 32 919) 61) 9 10) 6 47 44 67 42 17 06
Flow

Cash $164, $98,5 $89,3 $93,7 $87,8 $96,0 $112, $149, $177, $207, $246, $280,
Balance 432 13 52 71 61 07 553 897 164 907 124 231

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PRO FORMA BALANCE SHEET

MON MON MON MON MON MON MON MON MON MON MON MON
TH 1 TH 2 TH 3 TH 4 TH 5 TH 6 TH 7 TH 8 TH 9 TH TH TH
10 11 12

Assets Starti
ng
Bala
nces

Curren
t
Assets

Cash $100 $164, $98,5 $89,3 $93,7 $87,8 $96,0 $112 $149 $177 $207 $246 $280
,000 432 13 52 71 61 07 ,553 ,897 ,164 ,907 ,124 ,231
Invent $61, $116, $117, $119, $121, $121, $122, $125 $127 $126 $126 $128 $129
ory 157 278 392 269 505 396 969 ,113 ,249 ,726 ,726 ,846 ,671

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Curren
t
Assets

TOTAL $161 $280, $215, $208, $215, $209, $218, $237 $277 $303 $334 $374 $409
CURRE ,157 710 905 621 276 257 976 ,666 ,146 ,890 ,632 ,970 ,902
NT
ASSET
S

Long-
term
Assets

Long- $595 $595, $595, $595, $595, $595, $595, $595 $595 $595 $595 $595 $595
term ,040 040 040 040 040 040 040 ,040 ,040 ,040 ,040 ,040 ,040
Assets

Accum $0 $575 $1,15 $1,72 $2,30 $2,87 $3,45 $4,0 $4,6 $5,1 $5,7 $6,3 $6,9
ulated 0 5 0 5 0 25 00 75 50 25 00
Deprec
iation

TOTAL $595 $594, $593, $593, $592, $592, $591, $591 $590 $589 $589 $588 $588
LONG- ,040 465 890 315 740 165 590 ,015 ,440 ,865 ,290 ,715 ,140
TERM
ASSET
S

TOTAL $756 $875, $809, $801, $808, $801, $810, $828 $867 $893 $923 $963 $998
ASSET ,197 175 795 936 016 422 566 ,681 ,586 ,755 ,922 ,685 ,042
S

Liabiliti Mont Mont Mont Mont Mont Mont Mon Mon Mont Mon Mon Mon
es and h1 h2 h 3 h 4 h 5 h 6 th 7 th 8 h 9 th 10 th 11 th 12
Capital

Curren
t
Liabiliti
es

Accoun $29, $171, $122, $127, $133, $129, $134, $139 $147 $144 $144 $150 $149
ts 627 581 781 721 032 435 653 ,937 ,688 ,165 ,647 ,046 ,628
Payabl
e

Curren $29, $28,0 $26,1 $24,3 $22,4 $20,5 $18,6 $16, $14, $12, $10, $8,7 $6,6
t 850 26 83 22 42 42 23 684 726 748 749 30 90
Borrow
ing

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Curren
t
Liabiliti
es

SUBTO $59, $199, $148, $152, $155, $149, $153, $156 $162 $156 $155 $158 $156
TAL 477 607 964 043 474 977 276 ,621 ,414 ,913 ,396 ,776 ,318
CURRE
NT
LIABILI
TIES

Long- $695 $693, $690, $688, $686, $684, $681, $679 $677 $674 $672 $670 $667
term ,399 178 955 712 455 187 906 ,614 ,309 ,992 ,664 ,323 ,969
Liabiliti
es

TOTAL $754 $892, $839, $840, $841, $834, $835, $836 $839 $831 $828 $829 $824
LIABILI ,876 785 919 755 929 164 182 ,235 ,723 ,905 ,060 ,099 ,287
TIES

Paid-in $98, $98,0 $98,0 $98,0 $98,0 $98,0 $98,0 $98, $98, $98, $98, $98, $98,
Capital 000 00 00 00 00 00 00 000 000 000 000 000 000

Retain ($96, ($96, ($96, ($96, ($96, ($96, ($96, ($96, ($96, ($96, ($96, ($96, ($96,
ed 679) 679) 679) 679) 679) 679) 679) 679) 679) 679) 679) 679) 679)
Earnin
gs

Earnin $0 ($18, ($31, ($40, ($35, ($34, ($25, ($8,8 $26, $60, $94, $133 $172
gs 931) 445) 140) 234) 063) 937) 74) 542 529 542 ,266 ,433
TOTAL $1,3 ($17, ($30, ($38, ($33, ($32, ($24, ($7,5 $27, $61, $95, $134 $173
CAPITA 21 610) 124) 819) 913) 742) 616) 53) 863 850 863 ,587 ,754
L

TOTAL $756 $875, $809, $801, $808, $801, $810, $828 $867 $893 $923 $963 $998
LIABILI ,197 175 795 936 016 422 566 ,681 ,586 ,755 ,922 ,685 ,042
TIES
AND
CAPITA
L

Net $1,3 ($17, ($30, ($38, ($33, ($32, ($24, ($7,5 $27, $61, $95, $134 $173
Worth 21 610) 124) 819) 913) 742) 616) 53) 863 850 863 ,587 ,754
•
• Part B –Monitoring the performance and responding to performance data post
implementation
•
• Your Task:
•
• This section of the project requires you to answer a series of questions and scenarios
relating to monitoring
• performance and responding to performance data. Each question must be answered.
•
•
•
• Using your completed business plan, who are the relevant parties to whom you need to
communicate the business plan? Which details does this need to include for each party
in terms of performance requirements and timeframes?
• Who you need to communicate-
• Owners and business partners
• Strategic partners business contacts and associates
• Government agencies
• Manager
• Local council
•
• Communications technology has a major impact on how you keep people in the loop.
method of communication can take many form such as written methods of
communication can take many form such as written reports , conversations , email ,
formal status reports , meeting .
•
•
• What are the skilled labour requirements in the organisation to implement the business
plan? Provide an overview of skilled labour in each department.
If there are activities or tasks that cannot be performed by up skilling existing staff , the
organisation may need to recruit new full or part – time staff or engage contractor to
complete specialised activities . all recruitment or contracting should be managed in line
with the organisation’s policies and procedures . the decision to recruit or contract
depend on the level of knowledge and skills required for activity or task and how long
the task is expected to take . for example , the existing marketing team may have limited
capacity and experience in market analysis , so they may decide to contract a market
analysis , so they may decide to contact a market analyst for six weeks to determine the
market requirements for a new line of products
 Skill labour –

Team leader

Administrator

Engineer

Technical staff

• Provide 2 examples how you could test the performance measurements you have set for
your business plan.
Productivity to measure the overall output of good or service , which is divided by the
total cost of all the inputs

• Output is measured by sales revenue .

• Input is measured by calculating the total costs of acquiring and using resource to
product outputs

• To increase the ratio of outputs to inputs , productivity needs to be increased.

• Performance apreasal

• Turnover

• Losses

• Absenteeism

Organisational effectiveness , which is a measure of the of the appropriates of strategic

goals or objectives and to what extent they are meeting these goals or objective . a
common method that incorporates cost and effectiveness measure is the balanced
scorecard

• List 5 examples for reports and when these would have to be provided to the various
departments in your organisation in terms of timelines and importance.
• Annual financial reports
• government and industry report
• sakes and profit figures
• marketing strategies report
• analysis report
• action taken report
• risk and issue report
• You have noticed that an important product line offered by your organisation becomes
inconsistent due to supply issues. Which actions do you need to take?
• Improve cost accounting
• Allocate resources to popular product
• Research consumer behaviour
• Coordinate market efforts
• Work with channel partner

• On occasion it may be necessary to refine performance indicators as the set target is

exceeded or can no longer be achieved. List 2 examples where a performance indicator
needs to be refined.
• Communicates effectively and appropriately
• Greets others appropriately
• Questions effectively to gain appropriate information
• Listen carefully and empathic to view of client and relevant others
• Respects cultural and personal difference of others
• Provide clear instructions
• Use suitable language and avoids jargon
• Demonstrates an understanding of client right and consent
• Obtain and record informed consent according to protocol
• Recognises clients heath and care right
• Priorities clients rights , needs and interest
• Allow sufficient time to discuss the risks and benefits of the proposal
treatment with clients and carers
• Refers clients to a more senior staff member for consent when
appropriate .
•
 • Your Food and Beverage department showed an underperformance of targeted sales by
5 % last month and again by 7 % this month. The occupancy rate at the hotel for the
same period showed an increase of average 4% with high profile customers and the
number of covers in the restaurant increased on average by 7 %. There have been also a
number of indications from customers that service attendance is average. Which
potential factors for training could this indicate?
• Organisational analysis – an analysis of the business needs or other reasons the
training is desired . an analysis of the organisation’s strategies , goals , and objective .
the important question about being answered by this analysis are who decides that
training should be conducted
• Performance analysis –if performance is below expectation , can training help
to improve this performance
• Customer focus
• Leadership
• Interpersonal skill
• Project management
• Teamwork
• Technology
• Communication
• Planning
•
• What is the purpose of continuous improvement? How would this be reflected in a
business plan? Provide 2 examples.
• Increase competition
• Help to access global market
• Help to increase information between all staff member
• Dynamics of company change and company become more flexible
• It gets using the same language . this is key when you are looking to deploy
lessens learned and best practice across your facility process and business unit
• It create mindset
• It makes people accountable
• Continuous process improvement needs to be treated as an integral foundation
for your organisation and formalizing how you approach it makes it more
concrete.
•
•
Criteria S/NYS Date S/NYS Date Comment/Initia

Part A

Provides an overview of the Business

• Business name
 • Business Premises
• Business structure
• ABN
• ACN
• GST Registration
• Business location
• Date established
• Owners
• Relevant owner experience
Provides and Organisation chart which lists all relevant key staff
Provides a Management & ownership overview detailing who runs the
business, shares/ involvement of partners, experience
Provides an overview of the experience of business owners and major
achievements
Provides an overview of Key personnel, including expected tstaff turnover,
skills and strenghths
Provides an overview of required staff for the operation to achieve set
objectives
Provides a statement fro recruitment options, training of staff and skills
retention
Provides an overview and description of products and services provided by
the organisation including Pricing
Provides an overview ofmarket position of the organisation including:
• How will products and services succeed in the market
• Anticipated demand
• Pricing strategy
• Value to customer
• Growth Potential
Provides a statement for research and innovation provisons and alloctaed
budget
Provides a strategy to protect intellectual property
Provides a detailed overview of all insurance taken out to protect the business
including details of cover
Provides a completed risk management plan – this should be informed by the
SWOT analyses and competitor analyses undertaken
Provides a detailed overview of legal considerations essntial for the operation
of the business including lisensing
Provides a description of the process involved ind producing the
organisation’s products and services
Provides an overview of suppliers, their services and relationship
Criteria S/NYS Date S/NYS Date Comment/Initia

Provides an list of equipment including purchase price, date and approximate

running costs
Provides an overview of technology requirements of the organisation, their
purpose and fuctions and how these will be acquired.
Provides a statement for each of the following organisational policies and
procedures:
• Payment types accepted
• Warranties and refunds
• Quality control and processes in place
Provides a sustainability plan that describes the business’s environmental
resource impacts
The sustainability plan includes a community impact and engagement
provision
The sustainability plan lists any risks or constraints to the business
The sustainability plan includes strategies to minimise impacts and risks
including actions.
Provides details and evidence for market research
Provides an outline for planned sales targets for specified periods
Provides an environmental/industry analysis including size, trends, the
organisation’s position within
Provides a customer analysis including demographics, key customer markets
Provides a statement for effective customer management
Provides a complete SWOT analysis of the business
Provides strategies to address identified weaknesses and threats – This
maybe combined with the risk management criteria above.
Provides a realistic competitor analysis
Provides details for planned advertising and promotions
Provides an overview of marketing team, sales techniques, tools and set goals
Provides a list of planned sales and distribution channels
Provides a vision statement including planned goals, how these will be
achieved and which measures will be used
Provides a clear action plan which details milestones, dates and persons
responsible
Provides an overview of key financial objectives (profit targets/cost reduction)
and finance requirements
Provides an overview of assumptions – what are they based on? Are factors
realistic
Provides financial forecast based on data provided to student
Balance Sheet Forecast
Profit and Loss Forecast
Expected Cash flow
Break-Even analysis
Provides a bibliography for all sources referenced
Provides briefing details for consultation that occurred
Feedback to Student
•
•
• Part B
•
• Your Task:
•
• This section of the project requires you to answer a series of questions and scenarios
relating to monitoring
• performance and responding to performance data. Each question must be answered.
• are indicative only and it is suggested to use industry practice and best practice as a
reference
• point.
•
• Using your completed business plan, who are the relevant parties to whom you need to
communicate the business plan? Which details does this need to include for each party
in terms of performance requirements and timeframes?
•
•
•
• What are the skilled labour requirements in the organisation to implement the business
plan. Provide an overview of skilled labour in each department.

• Provide 2 examples how you could test the performance measurements you have set for
your business plan.

• List 5 examples for reports and when these would have to be provided to the various
departments in your organisation in terms of timelines and importance.

• You have noticed that an important product line offered by your organisation becomes
inconsistent due to supply issues. Which actions do you need to take?
•
•
•
•
• On occasion it may be necessary to refine performance indicators as the set target is
exceeded or can no longer be achieved. List 2 examples where a performance indicator
needs to be refined.

• Your Food and Beverage department showed an underperformance of targeted sales by

5 % last month and again by 7 % this month. The occupancy rate at the hotel for the
same period showed an increase of average 4% with high profile customers and the
number of covers in the restaurant increased on average by 7 %. There have been also a
number of indications from customers that service attendance is average. Which
potential factors for training could this indicate?

• What is the purpose of continuous improvement? How would this be reflected in a

business plan? Provide 2 examples.
•
•