Coffee Roaster Business Plan

Confidentiality Agreement
The undersigned reader acknowledges that the information provided by @Elmar in this business
plan is confidential; therefore, reader agrees not to disclose it without the express written
permission of the owner Upon request, this document is to be immediately returned to the owner
of the business hands man
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
Table of Contents
1.0 Executive Summary.....................................................................................................................1

Chart: Highlights...........................................................................................................................2
1.1 Mission...........................................................................................................................................2
1.2 Objectives....................................................................................................................................2
1.3 Keys to Success.........................................................................................................................2
2.0 Company Summary......................................................................................................................3
2.1 Company Ownership................................................................................................................3
2.2 Start-up Summary....................................................................................................................3
Table: Start-up..............................................................................................................................3
Table: Start-up Funding.............................................................................................................4
Chart: Start-up..............................................................................................................................5
3.0 Products............................................................................................................................................5
4.0 Market Analysis Summary.........................................................................................................6
4.1 Market Segmentation..............................................................................................................6
Table: Market Analysis................................................................................................................7
Chart: Market Analysis (Pie).....................................................................................................8
4.2 Target Market Segment Strategy.......................................................................................8
4.3 Industry Analysis.......................................................................................................................9
4.3.1 Competition and Buying Patterns.............................................................................11
5.0 Strategy and Implementation Summary...........................................................................11
5.1 Competitive Edge....................................................................................................................11
5.2 Marketing Strategy.................................................................................................................12
5.3 Sales Strategy..........................................................................................................................12
5.3.1 Sales Forecast..................................................................................................................13
Table: Sales Forecast............................................................................................................13
Chart: Sales Monthly.............................................................................................................14
Chart: Sales by Year..............................................................................................................14
5.4 Milestones..................................................................................................................................15
Table: Milestones........................................................................................................................15
Chart: Milestones........................................................................................................................15
6.0 Web Plan Summary....................................................................................................................16
6.1 Website Marketing Strategy...............................................................................................16
6.2 Development Requirements................................................................................................16
7.0 Management Summary.............................................................................................................16
7.1 Personnel Plan..........................................................................................................................17
Table: Personnel..........................................................................................................................17
8.0 Financial Plan................................................................................................................................18
8.1 Important Assumptions........................................................................................................18
Table: General Assumptions...................................................................................................18
8.2 Break-even Analysis...............................................................................................................19
Table: Break-even Analysis....................................................................................................19
Chart: Break-even Analysis....................................................................................................19
8.3 Projected Profit and Loss.....................................................................................................20
Table: Profit and Loss................................................................................................................20
Page
Table of Contents
Chart: Profit Monthly.................................................................................................................21

Chart: Profit Yearly.....................................................................................................................21
Chart: Gross Margin Yearly.....................................................................................................22
8.4 Projected Cash Flow...............................................................................................................23
Table: Cash Flow.........................................................................................................................23
Chart: Cash...................................................................................................................................24
8.5 Projected Balance Sheet......................................................................................................25
Table: Balance Sheet.................................................................................................................25
8.6 Business Ratios........................................................................................................................25
Table: Ratios.................................................................................................................................26
Table: Sales Forecast..........................................................................................................................1
Table: Personnel....................................................................................................................................2
Table: Personnel....................................................................................................................................2
Table: General Assumptions.............................................................................................................3
Table: General Assumptions.............................................................................................................3
Table: Profit and Loss..........................................................................................................................4
Table: Profit and Loss..........................................................................................................................4
Table: Cash Flow...................................................................................................................................5
Table: Cash Flow...................................................................................................................................5
Table: Balance Sheet...........................................................................................................................6
Page
Emanda Coffee Roaster
1.0 Executive Summary
Emanda Coffee is a start up business, based on coffee roaster that has developed a line of premium
coffees. Emanda Coffee has been formed as an team by the founder Biruk tiruha to meet the market
need for premium coffees.
Keys to Success
Emanada Coffee has identified three keys that will be instrumental to its success. The first is the
need to develop the finest coffee available. The second requirement to develop a top notch customer
service organization that exceeds customer expectations. The last element is to employ strict
financial controls. The development and implementation of finance and accounting controls will
help ensure fiscal success.
Target Market Segments
Emanada Coffee has identified three distinct customer segments that it will actively pursue. The first
group is made up of coffee houses, drive thru establishments, and espresso carts. This customer
segment has 187 potential customers and is growing at a 7% annual rate. The second group is
restaurants with 107 possible customers and is growing at an 8% annual rate. The last segment is
super market that sell unprepared beans to their customers in either whole bean or ground forms.
This segment has 97 potential customers and a 7% growth rate.
Management
Emanada Coffee is being lead by Biruk Tiruha. Biruk has its own educational background and a
wealth of applicable industry experience. Biruk received his Bsc degree from Arsi University. Biruk
has worked at several coffee shops,
Through a combination of a solid business model, strong educational credentials, and proprietary
coffee roasting techniques, Biruk will be able to turn Emanada Coffee from a start-up business to a
significant market player in the high-end coffee market in the kolfe sub city. Sales for year two are
forecasted to be $312,000 rising to $355,000 in year three. Net profit is projected to be 7.58% for
year two and will jump to 9.58% in year three.
Page 1
Chart: Highlights
Highlights
$400,000
$350,000
$300,000
$250,000
Sales
$200,000
Gross Margin
$150,000
$100,000 Net Profit
$50,000
$0
($50,000)
Year 1 Year 2 Year 3
1.1 Mission
It is Emanada Coffee's mission to offer the finest selection of coffees. By using the customs from a
master roaster, Emanada Coffee's products will surpass all of its competition. A strong customer
service ethic will support the fantastic product.
1.2 Objectives
Emanada Coffee's objectives are to build brand awareness and customer service excellence,
while increasing sales. Emanda Coffee intends to utilize the following strategies to achieve these
objectives:
 Develop a high-quality menu of different coffee blends.

 Provide an excellent service experience, anticipating the needs of the customers and delivering
the best service.
 Leverage the old traditional Ethiopian roasting methods to increase market penetration with the
finest product available.
1.3 Keys to Success
Emanda Coffee has identified several keys which will be instrumental in the success of the company.
 Develop the finest product.

 Exceed customer expectations.
 Employ strict financial controls.
Page 2
2.0 Company Summary
Beanisimo Coffee is a start up Salem, Oregon based coffee roaster that has developed a line of
premium coffees and espressos. Beanisimo Coffee has been formed as an Oregon S Corporation
by the founder Frank Jones. Frank has brought old world Italian traditions and recipes to meet
the market need for premium coffees.
2.1 Company Ownership
Beanisimo Coffee is an Oregon S Corporation. The primary stockholder and founder is Frank
Jones.
2.2 Start-up Summary
The following equipment will be needed for the start up of the company:
 Three workstation computers and one central file server.

 Two laser printers.
 Computer software: Microsoft Office, and Peachtree Accounting.
 Assorted office furniture and equipment.
 Assorted buckets, labels, bags, labels, and hooks.
 Topre Izmir perforated drum roaster.
 Heat based bag sealer.
 Hobart scale.
 Van.
Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $5,000
Stationery etc. $500
Brochures $1,000
Consultants $1,500
Research and Development $3,000
Total Start-up Expenses $11,000
Start-up Assets
Cash Required $116,000
Start-up Inventory $0
Other Current Assets $0
Long-term Assets $78,000
Total Assets $194,000
Total Requirements $205,000
Page 3
Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund $11,000
Start-up Assets to Fund $194,000
Total Funding Required $205,000
Assets
Non-cash Assets from Start-up $78,000
Cash Requirements from Start-up $116,000
Additional Cash Raised $0
Cash Balance on Starting Date $116,000
Total Assets $194,000
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $0
Capital
Planned Investment
Investor 1 $80,000
Investor 2 $65,000
Other $60,000
Additional Investment Requirement $0
Total Planned Investment $205,000
Loss at Start-up (Start-up Expenses) ($11,000)

Total Capital $194,000
Total Capital and Liabilities $194,000
Total Funding $205,000
Page 4
Chart: Start-up
Start-up
$210,000
$180,000
$150,000
$120,000
$90,000
$60,000
$30,000
$0
Expenses Assets Investment Loans
3.0 Products
Beanisimo Coffee offers a wide range of specially blended and roasted coffees. Beanisimo
Coffee will be using customs passed down from a 54 year old Italian master coffee roaster.
Beanisimo Coffee first will select and cup the coffee, then blend different beans before roasting.
The key to a wonderful bag of roasted beans is the blending of different coffee beans. Coffee
beans are a global commodity. There are many different types of beans, distinctive in the genre
of plant that the bean comes from as well as the region that the bean is grown. Beyond these
distinctions, beans are still a commodity.
Blending different types of beans makes huge differences. Beanisimo Coffee is privy to decades
old blending recipes from old world Italy.The roasting technique also plays a role in the taste of
the coffee.
Beanisimo Coffee will offer a wide range of coffees including:
 Italian Roast
 French Roast
 Columbian Dark
 African Roast
 Sumatra
 Bistro Blend
 Kona
 Kenya
 Decaf- available in the following blends: Bistro, Sumatra, French and Italian Roasts
 Espresso and Decaf Espresso
Page 5
Each coffee is available in one pound and five pound packages, in both whole bean and ground
versions. Every product that Beanisimo Coffee produces attempts to be the best in its
respective product category based on quality and taste.
4.0 Market Analysis Summary
Beanisimo Coffee has decided to concentrate on three distinct customer segments. The first is
coffee houses/drive thru/espresso carts, restaurants, and the last is grocery stores. Each of the
customers is distinct. The first segment prepares beverages for their clients, as does the second
group along with meals, and the third segment sells the whole bean and ground coffee
unprepared to their customers.
While the coffee industry as a whole has been stagnate for a while, the high-end gourmet
coffee market is still growing. This can be attributed to a number of factors including the
maturing and increased sophistication of the American palette. Beanisimo Coffee faces
competition from several competitors who focus on convenience or price as opposed to product
quality which is the strength of Beanisimo Coffee.
4.1 Market Segmentation
Beanisimo Coffee has segmented their market into three distinct customer segments:
1. Coffee houses/drive thrus/carts: These customers are purchasing coffee beans for the
preparation and sale of coffee and espresso based drinks. Their establishments serve a wide
variety of coffee and espresso beverages to customers that visit the coffee houses, drive
thrus, or cart based servers.
2. Restaurants: These establishments are purchasing coffee and espresso to serve to their
retail food customers.
3. Grocery Stores: These customers are purchasing the beans for either prepackaged, or bulk,
resale to their customers. The grocers do not prepare the drinks for the customers like the
other customer segments, they only sell the Beanisimo product as is purchased from
Beanisimo Coffee.
Below is some demographic information of the end consumers of the above customer
segments.
Page 6
U.S. Demographic Coffee Consumption Patterns

2001- 2002 U.S. Coffee Drinking Trends Survey (according to the National Coffee Association):
2002 2003
U.S. adults who drank coffee every day 107 million 108.7 million
U.S. adults who drank coffee occasionally 57 million 52 million
Gender:
 Men and women consume the same number of cups per day.
 Women are more excited about varieties and source of relaxation (social).
 Men like that coffee helps them "get things done."
 Women are more price conscious than men.
Age:
 18-25: prefer high caffeine, hot or iced drinks, all high octane, richer blends.
 30-60: prefer premium and espresso with half the caffeine. Lite blends and half-caffeinated
grew approximately 7% in 2001.
Other:
 64% of all coffee is consumed at breakfast; 28% between meals; 8% at all other meals.
 Sweetened or plain: 35% drink coffee black; 65% add sweetener and/or creamer.
 The average daily coffee drinker consumes 3.1 cups per day.
 In 2002, there were 29 million people who drank gourmet coffee every day. Gourmet is
defined as specialty coffee (premium), espresso-based beverages (cappuccino, latte, café
mocha, espresso), or frozen and iced coffee beverages.
Table: Market Analysis
Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Coffee houses, etc. 7% 120 128 137 147 157 6.95%
Restaurants 8% 107 207 224 242 261 24.97%
Grocery stores 7% 97 104 111 119 127 6.97%
Total 13.88% 324 439 472 508 545 13.88%
Page 7
Chart: Market Analysis (Pie)
Market Analysis (Pie)
Coffee houses, etc.
Restaurants
Grocery stores
4.2 Target Market Segment Strategy
Beanisimo Coffee will be focusing on the three previously mentioned customer segments
because of their desire of having a high-quality product.
The coffee shops/drive thrus/carts segment often appreciates the finest quality coffee/espresso
product. Restaurants are another customer segment that is attractive because they have a
constant need for coffee and coffee/espresso is a common beverage served with meals,
especially when people eat out.
Additionally, restaurants are a year round business that serves coffee at all times during the
day. Lastly, Beanisimo Coffee will target grocery stores which sell coffee in unprepared forms to
a wide range of customers. Grocery stores are a natural customer since many people buy the
bulk of the food they consume during the week from a grocery store, including coffee.
Page 8
4.3 Industry Analysis
Global Coffee Market: Coffee is the second-largest commodity traded after oil, with the
worldwide retail coffee market being a $56 billion industry.
The coffee belt is roughly bounded by the Tropics of Cancer and Capricorn and is mainly
comprised of 28 countries. The top-ten coffee-producing countries are, in descending order:
Brazil, Vietnam, Columbia, Indonesia, Mexico, Ethiopia, India, Guatemala, Ivory Coast, and
Uganda.
During the 1990's, Vietnam moved from fourth largest to second largest producer of coffee in
the world, with most of its production in robusta beans. Coffee is available in several forms:
bean, ground, liquid, and soluble: powdered, granules, freeze-dried. Worldwide, with the
exception of North America, people prefer instant coffee and coffee is mainly prepared at home.
Top coffee-importing countries as a % of world supplies:
USA 55.6%
Germany 14.0%
Japan 7.7%
France 7.5%
Italy 6.2%
Spain 3.8%
Holland 3.4%
UK 3.4%
Sweden 2.2%
Top coffee-consuming regions (by pounds consumed per capita per year):
Northern Europe* 23
Central Europe 16
South America 7
Southern Europe 10
North America 10
Australia 5
Japan 5
* Does not include the UK, which only consumes 5 pounds per capita per year.
U.S. Coffee Market: The total U.S. coffee market is projected to exceed $25 billion in
2002:
1993 1999 2001

Revenues $13 B $18.5 B $20.7 B
The overall U.S. consumption of coffee has stagnated in recent years. However, consumers'
purchase of gourmet coffee (specialty and premium) is increasing, according to the National
Coffee Association.
Page 9
Consumers are choosing to drink higher-grade coffees, moving away from price-based
purchasing to trends that focus on increased quality in a wide variety of products. In the U.S.,
the coffee market has been segmented into two major categories: mass-market and specialty
coffees.
1. Mass-Market: Mainly lower-priced product sold through grocery retail outlets and
convenience stores. Mass-market coffee consumption is declining approximately 5% per
year as people of all ages embrace out-of-home specialty coffees. Grocery retail outlets are
providing the consumer with more premium coffee choices and are partnering with specialty
coffee roasters capturing an increasing share of the mass-market sales channels.
2. Specialty Coffee: Characterized by a quality grade product with branding, historically sold
only through coffee shops. Five years ago, there was a clear line between mass-market and
specialty coffees in quality, price and distribution channels. Today, there are two sub-
categories that make the positioning more blurred: Premium and Specialty coffees.
Specialty coffee retailers sell higher quality coffee at premium prices. Now, premium coffees
have been introduced into other distribution channels to sell below specialty coffee retailer
prices, undercutting the exclusive advantage coffee retailers once had. Specialty coffee
sales grew 38% from $7.76 billion in 2000 to $10.71 billion in 2001, comprising 30% of the
total U.S. coffee market. The specialty coffee market is characterized by being high
fragmented with one large player, several mid-tier companies, and thousands of small
regional companies.
Before the success of the specialty coffee retailers in the 90's, coffee was a breakfast drink and
choices were caffeinated or decaffeinated. The incredible success of the specialty coffee retailer
can be attributed to introducing coffee as a social drink and providing the consumer with new
unimagined choices of coffee drinks while introducing and conditioning the consumer to the
taste of specialty coffees.
Trends within the Industry:
 In the U.S., Specialty coffee sales grew 38% from $7.76 billion in 2000 to $10.71 billion in
2001, comprising 30% of the market. Thanks in large part to the marketing efforts of
Starbucks, specialty coffee has become mainstream. It is the primary growth driver in the
otherwise flat or declining coffee industry. Specialty coffee, which was once limited to coffee
shops, is now available in a wide variety of mass-market channels.
 Specialty coffee is moving into mass-market channels. Coffee is no longer being viewed as
just a breakfast beverage; it is now a social beverage, and people like to drink premium
branded coffee throughout the day.
This has spurred partnerships with convenience stores and service companies that provide
coffee to offices and throughout the hospitality industry. There is also a change in the type
and quality of vending machines. Coffee vending companies are converting their vending
machines to branded coffee.
Page 10
4.3.1 Competition and Buying Patterns
Beanisimo Coffee several different competitors:
 Allan Brothers: This Oregon based company operates as both a roaster as well as running
coffee houses in Salem, Eugene, and Corvalis. The price point for their coffee is midway.
The quality is decent, particularly at its price point.
 Caffetto: This company widely distributes their roasted coffee throughout the Willamette
River Valley. The quality and price point is pretty low. This company's coffees are attractive
if the customer is very price sensitive and need an inexpensive product.
 Assorted varieties distributed by food service vendors (e.g., Food Service of America and
Sysco): These varieties are offered at a mid-price point with a low product quality. What
you do get with these offerings is individual serving sizes. For a lot of restaurants this is
advantageous, but the costs is carried over to the customer for this feature.
The buying patterns for customers is based on convenience, cost, and quality. Some customers
are willing to pay more for the convenience of individual sized servings and the benefit of
buying coffee from their existing food product vendor. For others coffee is just one more thing
on the menu and quality is not that important. Lastly, there are many companies that recognize
high quality coffee and espresso and will not settle for anything less.
5.0 Strategy and Implementation Summary
Beanisimo Coffee will leverage its competitive edge of the highest quality product to quickly
gain market penetration. This competitive edge is sustainable because it is based on the
traditional roasting techniques of an old Italian master roaster. Beanisimo Coffee's marketing
effort will be based on the communications that assert that Beanisimo Coffee has by far the
best products. Beanisimo Coffee will be vocal in their assertion of the message that while its
coffee costs a bit more, the variance is not material and the difference in quality is
immeasurable. The sales strategy will work on converting perspective customers into long-term
customers by emphasizing high-quality products and high levels of customer service. This
strategy recognizes the fact that even though the company may have the best product, without
excellent customer service the organization will not succeed.
5.1 Competitive Edge
Beanisimo Coffee's competitive edge is its market leading product quality. By leveraging
personal relationships, Beanisimo Coffee has gained the recipes and knowledge of an old Italian
master roaster. Part of Beanisimo Coffee's secret is the old world roasting techniques, part of
the winning formula is the art of blending different green beans to come up with special recipes.
Green coffee beans are a commodity, therefore any variations in one company's coffee to
another is based on roasting techniques if they are using the same types of beans. Beanisimo
Coffee is able to stand out among its competitors by using time tested blends of different green
beans to come up with compelling final products. This competitive edge is sustainable in the
sense that this information that Beanisimo Coffee possesses is a trade secret and not available
to other roasters. This will ensure Beanisimo Coffee will always have the finest products.
Page 11
5.2 Marketing Strategy
Beanisimo Coffee's marketing strategy will communicate to the target customer segments
that its product clearly exceeds all of the competitors. The strategy will employ several methods
to communicate the message. The first will be a print advertising campaign. Several different
sources will be used including a local restaurant industry journal as well as a regional coffee
shop trade publication. Advertisements in these publications will be effective in reaching the
target audience.
A second method that Beanisimo Coffee will use to "get out the word" will be by having several
different cuppings. A cupping is analogous to a wine tasting where many different varieties are
tasted, compared, and analyzed. The cuppings will be a perfect opportunity for Beanisimo
Coffee to have prospective customers taste the difference between its products and the
competition. To develop awareness of the superior product offerings, Beanisimo Coffee must
offer a superior level of customer service to support the products. Beanisimo Coffee recognizes
that you cannot solely compete on product alone, that much of the transaction involves
excellent customer service.
5.3 Sales Strategy
The sales strategy recognizes the need for the company as a whole to back up its superior
product offerings with excellent service. This mantra is important because if there was not a
service organization to back up the product, there would be no customers after the second or
third purchase. Consequently, the sales strategy will focus on customer support and making the
customer's experience with Beanisimo Coffee as positive as possible. This strategy will use
account managers that look after individual customers, ensuring that their needs are being
met. The account managers will be responsible for a certain number of existing accounts as well
as will be provided the resources to attract new accounts.
Page 12
5.3.1 Sales Forecast
The sales forecast, described graphically in the following charts, is conservative in order to
prevent unrealistic expectations and to help ensure the achievement of these goals. Sales will
grow slowly but incrementally. As a start-up organization, it is realistic to expect that it will take
time to grow the customer base so that it is at a sustainable level.
As mentioned in the previous section, account managers will be used to service existing
customers as well as generate new accounts. Having account managers with a vested interest
in the satisfaction of the customers will help ensure disciplined sales growth. Without account
managers, the management believes that it would be too easy for customers to "fall through
the cracks."
Table: Sales Forecast
Sales Forecast
Sales
Coffee houses $35,824 $136,004 $154,545
Restaurants $22,211 $84,322 $95,818
Grocery stores $24,360 $92,483 $105,091
Total Sales $82,395 $312,809 $355,454
Direct Cost of Sales Year 1 Year 2 Year 3

Coffee houses $11,822 $44,881 $51,000
Restaurants $7,330 $27,826 $31,620
Grocery stores $8,039 $30,519 $34,680
Subtotal Direct Cost of Sales $27,190 $103,227 $117,300
Page 13
Mont
3
MonthMonth
1 Month
2
Chart: Sales Monthly
Sales Monthly
$14,000
$12,000
$10,000
Coffee houses
$8,000
Restaurants
$6,000
Grocery stores
$4,000
$2,000
$0
Chart: Sales by Year
Sales by Year
$360,000
$320,000
$280,000
$240,000 Coffee houses
$200,000 Restaurants
$160,000 Grocery stores
$120,000
$80,000
$40,000
$0
Page 14
5.4 Milestones
Beanisimo Coffee has developed several milestones that will serve as a goal to which the entire
organization will strive to achieve. All of the milestones are measurable allowing the
responsible department to track progress and assess their ability to reach the milestone.
 Business plan completion.

 First major account: This will be the first large account that provides the company with a
material recurring revenue stream.
 Profitability: For the accounting/finance department, this is a significant milestone.
 Revenue exceeding $300,000.
Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department

Business plan completion 1/1/2004 2/15/2004 $0 Frank Operations
First major account 1/1/2004 6/15/2004 $0 Sales Manager Sales
Profitability 1/1/2004 10/30/2005 $0 Frank Accounting
Revenue >$500,000 1/1/2004 6/15/2006 $0 Sales Manager Sales
Totals $0
Chart: Milestones
Milestones
Business plan completion
First major account
Profitability
Revenue >$500,000
Q1 `04 Q2 Q3 Q4 Q1 `05 Q2 Q3 Q4 Q1 `06 Q2
Page 15
6.0 Web Plan Summary
A website will be used to provide information regarding Beanisimo Coffee and the offered
products to current and prospective customers. The site will be used for informational purposes,
it will be not initially used for commerce purposes. Once the organization has been operating
for a while they will reconsider the demand for coffee to be sold via the website.
6.1 Website Marketing Strategy
The marketing strategy for the website will attempt to develop awareness for the website
thereby directing people to the site for more information regarding the complete line of coffees
and espressos that Beanisimo Coffee offers. Beanisimo Coffee will make submissions to search
engines such as Google! to ensure that when a perspective customer types in "gourmet coffee"
or some other such key word that Beanisimo Coffee's site is high up on the list of hits. In
addition to search engine submissions, all of Beanisimo Coffee's promotional material will have
the URL for the website, encouraging people to visit the site.
6.2 Development Requirements
As mentioned before, the website will be used as a source of information. Because it will not, at
least initially, have an e-commerce component to it, the development requirements will not be
that significant. Beanisimo Coffee will leverage the technical expertise of a computer science
graduate student (who typically work at below market wages) to develop the informational site.
7.0 Management Summary
Frank Jones, the founder and driving force of Beanisimo Coffee will be the main component of
the management team. Frank received his Bachelor of Arts and MBA from Willamette
University. Frank has worked as a barista at several different coffee houses, and with an Italian
master roaster who took him under his wing and showed him all aspects of the business. After
one year in Italy Frank returned to the states and began to work on a business plan for a coffee
roasting company.
Page 16
7.1 Personnel Plan
Responsibilities within Beanisimo Coffee will be delegated as follows:
 Frank: Business development, some accounting, some sales, and roasting.
 Sales manager: This person is responsible for the sales effort and will be the account
manager for all of the accounts initially and will develop new sales accounts as well.
 Sales: As the business grows a sales person will be hired for account management
responsibilities as well as some new sales development.
 Shipping: One person will be hired for the position of shipping and delivery. For delivery
within the Willamette River Valley, deliveries will be made by the company vehicle. Other
shipments that are of greater distance from Beanisimo Coffee will be sent via UPS. This
position will coordinate all aspects of order fulfillment.
 Support staff: This position will employ initially one person in a capacity of supporting
operations in a multitude of ways based on need. At times they will help support production
and shipping.
 Administrative support: This position will help with some of the accounting activities as well
as other administrative support functions.
Table: Personnel
Personnel Plan
Frank $24,000 $24,000 $30,000
Sales manager $20,000 $24,000 $30,000
Sales $10,500 $18,000 $18,000
Support $11,520 $15,360 $15,360
Shipping $7,680 $15,360 $15,360
Administration $10,240 $15,360 $15,360
Total People 6 6 6
Total Payroll $83,940 $112,080 $124,080
Page 17
8.0 Financial Plan
The following sections will outline important financial information.
8.1 Important Assumptions
The following table details important Financial Assumptions.
Table: General Assumptions
General Assumptions
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00%
Other 0 0 0
Page 18
8.2 Break-even Analysis
The Break-even Analysis indicates that approximately $19,000 will be needed in monthly
revenue to reach the break-even point.
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even $19,170
Assumptions:
Average Percent Variable Cost 33%
Estimated Monthly Fixed Cost $12,844
Chart: Break-even Analysis
Break-even Analysis
$9,000
$6,000
$3,000
$0
($3,000)
($6,000)
($9,000)
($12,000)
$0 $6,000 $12,000 $18,000 $24,000 $30,000

$3,000 $9,000 $15,000 $21,000 $27,000 $33,000
Page 19
8.3 Projected Profit and Loss
The following table will indicate Projected Profit and Loss.
Table: Profit and Loss
Pro Forma Profit and Loss

Sales $82,395 $312,809 $355,454
Direct Cost of Sales $27,190 $103,227 $117,300
Other Costs of Goods $0 $0 $0
Total Cost of Sales $27,190 $103,227 $117,300
Gross Margin $55,205 $209,582 $238,154

Gross Margin % 67.00% 67.00% 67.00%
Expenses
Payroll $83,940 $112,080 $124,080
Sales and Marketing and Other Expenses $8,394 $11,208 $12,408
Depreciation $15,600 $15,600 $15,600
Rent $14,400 $14,400 $14,400
Utilities $7,800 $7,800 $7,800
Insurance $9,000 $9,000 $9,000
Payroll Taxes $12,591 $16,812 $18,612
Other $2,400 $2,400 $2,400
Total Operating Expenses $154,125 $189,300 $204,300
Profit Before Interest and Taxes ($98,920) $20,282 $33,854

EBITDA ($83,320) $35,882 $49,454
Interest Expense $0 $0 $0
Taxes Incurred $0 $6,085 $10,156
Net Profit ($98,920) $14,198 $23,698

Net Profit/Sales -120.06% 4.54% 6.67%
Page 20
Chart: Profit Monthly
Profit Monthly
$0
($1,000)
($2,000)
($3,000)
($4,000)
($5,000)
($6,000)
($7,000)
($8,000)
($9,000)
($10,000)
Month 1 Month 3 Month 5 Month 7 Month 9 Month 11

Month 2 Month 4 Month 6 Month 8 Month 10 Month 12
Chart: Profit Yearly
Profit Yearly
$20,000
$0
($20,000)
($40,000)
($60,000)
($80,000)
Page 21
Chart: Gross Margin Yearly
Gross Margin Yearly
$240,000
$210,000
$180,000
$150,000
$120,000
$90,000
$60,000
$30,000
$0
Page 22
8.4 Projected Cash Flow
The following table and chart will detail information regarding Cash Flow.
Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $20,599 $78,202 $88,863
Cash from Receivables $43,327 $182,958 $257,031
Subtotal Cash from Operations $63,926 $261,161 $345,895
Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
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 $20,000 $0
Subtotal Cash Received $63,926 $281,161 $345,895
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations

Cash Spending $83,940 $112,080 $124,080
Bill Payments $77,036 $178,464 $193,667
Subtotal Spent on Operations $160,976 $290,544 $317,747
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $0 $0 $0
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $160,976 $290,544 $317,747
Net Cash Flow ($97,050) ($9,383) $28,148

Cash Balance $18,950 $9,567 $37,715
Page 23
Month
2
MonthMonth
1
Chart: Cash
Cash
$120,000
$100,000
$80,000
$60,000
Net Cash Flow
Cash Balance
$40,000
$20,000
$0
Page 24
8.5 Projected Balance Sheet
The following table displays the Projected Balance Sheet.
Table: Balance Sheet
Pro Forma Balance Sheet

Assets
Current Assets
Cash $18,950 $9,567 $37,715
Accounts Receivable $18,469 $70,118 $79,677
Inventory $4,722 $17,927 $20,372
Other Current Assets $0 $0 $0
Total Current Assets $42,141 $97,612 $137,763
Long-term Assets
Long-term Assets $78,000 $78,000 $78,000
Accumulated Depreciation $15,600 $31,200 $46,800
Total Long-term Assets $62,400 $46,800 $31,200
Total Assets $104,541 $144,412 $168,963
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable $9,461 $15,135 $15,988
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $9,461 $15,135 $15,988
Long-term Liabilities $0 $0 $0
Total Liabilities $9,461 $15,135 $15,988
Paid-in Capital $205,000 $225,000 $225,000

Retained Earnings ($11,000) ($109,920) ($95,723)
Earnings ($98,920) $14,198 $23,698
Total Capital $95,080 $129,277 $152,975
Total Liabilities and Capital $104,541 $144,412 $168,963
Net Worth $95,080 $129,277 $152,975
8.6 Business Ratios
The following table shows important Business Ratios, specific to Beanisimo as well as the
industry as a whole.
Page 25
Table: Ratios
Ratio Analysis
Year 1 Year 2 Year 3 Industry Profile
Sales Growth n.a. 279.64% 13.63% -2.25%
Percent of Total Assets

Accounts Receivable 17.67% 48.55% 47.16% 20.65%
Inventory 4.52% 12.41% 12.06% 16.07%
Other Current Assets 0.00% 0.00% 0.00% 21.35%
Total Current Assets 40.31% 67.59% 81.53% 58.07%
Long-term Assets 59.69% 32.41% 18.47% 41.93%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 9.05% 10.48% 9.46% 21.87%

Long-term Liabilities 0.00% 0.00% 0.00% 19.28%
Total Liabilities 9.05% 10.48% 9.46% 41.15%
Net Worth 90.95% 89.52% 90.54% 58.85%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 67.00% 67.00% 67.00% 32.41%
Selling, General & Administrative Expenses 187.06% 62.46% 60.33% 21.65%
Advertising Expenses 0.00% 0.00% 0.00% 1.81%
Profit Before Interest and Taxes -120.06% 6.48% 9.52% 1.84%
Main Ratios
Current 4.45 6.45 8.62 2.24
Quick 3.95 5.27 7.34 1.31
Total Debt to Total Assets 9.05% 10.48% 9.46% 3.37%
Pre-tax Return on Net Worth -104.04% 15.69% 22.13% 45.32%
Pre-tax Return on Assets -94.62% 14.04% 20.04% 6.17%
Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin -120.06% 4.54% 6.67% n.a
Return on Equity -104.04% 10.98% 15.49% n.a
Activity Ratios
Accounts Receivable Turnover 3.35 3.35 3.35 n.a
Collection Days 55 69 103 n.a
Inventory Turnover 10.91 9.12 6.13 n.a
Accounts Payable Turnover 9.14 12.17 12.17 n.a
Payment Days 27 24 29 n.a
Total Asset Turnover 0.79 2.17 2.10 n.a
Debt Ratios
Debt to Net Worth 0.10 0.12 0.10 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a
Liquidity Ratios
Net Working Capital $32,680 $82,477 $121,775 n.a
Interest Coverage 0.00 0.00 0.00 n.a
Additional Ratios
Assets to Sales 1.27 0.46 0.48 n.a
Current Debt/Total Assets 9% 10% 9% n.a
Acid Test 2.00 0.63 2.36 n.a
Sales/Net Worth 0.87 2.42 2.32 n.a
Page 26
Dividend Payout 0.00 0.00 0.00 n.a
Page 27
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
Sales
Coffee houses 0% $0 $0 $0 $2,500 $2,656 $2,899 $3,365 $3,989 $4,545 $4,989 $5,225 $5,656
Restaurants 0% $0 $0 $0 $1,550 $1,647 $1,797 $2,086 $2,473 $2,818 $3,093 $3,240 $3,507
Grocery stores 0% $0 $0 $0 $1,700 $1,806 $1,971 $2,288 $2,713 $3,091 $3,393 $3,553 $3,846
Total Sales $0 $0 $0 $5,750 $6,109 $6,668 $7,740 $9,175 $10,454 $11,475 $12,018 $13,009
Direct Cost of Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Coffee houses $0 $0 $0 $825 $876 $957 $1,110 $1,316 $1,500 $1,646 $1,724 $1,866
Restaurants $0 $0 $0 $512 $543 $593 $688 $816 $930 $1,021 $1,069 $1,157
Grocery stores $0 $0 $0 $561 $596 $651 $755 $895 $1,020 $1,120 $1,172 $1,269
Subtotal Direct Cost of Sales $0 $0 $0 $1,898 $2,016 $2,200 $2,554 $3,028 $3,450 $3,787 $3,966 $4,293
Page 1
Appendix
Table: Personnel
Personnel Plan
Frank 0% $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Sales manager 0% $0 $0 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Sales 0% $0 $0 $0 $0 $0 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500
Support 0% $0 $0 $0 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280
Shipping 0% $0 $0 $0 $0 $0 $0 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280
Administration 0% $0 $0 $0 $0 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280 $1,280
Total People 1 1 2 2 3 5 6 6 6 6 6 6
Total Payroll $2,000 $2,000 $4,000 $5,280 $6,560 $8,060 $9,340 $9,340 $9,340 $9,340 $9,340 $9,340
Page 2
Appendix
Table: General Assumptions
General Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss

Sales $0 $0 $0 $5,750 $6,109 $6,668 $7,740 $9,175 $10,454 $11,475 $12,018 $13,009
Direct Cost of Sales $0 $0 $0 $1,898 $2,016 $2,200 $2,554 $3,028 $3,450 $3,787 $3,966 $4,293
Other Costs of Goods $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Cost of Sales $0 $0 $0 $1,898 $2,016 $2,200 $2,554 $3,028 $3,450 $3,787 $3,966 $4,293
Gross Margin $0 $0 $0 $3,853 $4,093 $4,467 $5,185 $6,147 $7,004 $7,688 $8,052 $8,716
Gross Margin % 0.00% 0.00% 0.00% 67.00% 67.00% 67.00% 67.00% 67.00% 67.00% 67.00% 67.00% 67.00%
Expenses
Payroll $2,000 $2,000 $4,000 $5,280 $6,560 $8,060 $9,340 $9,340 $9,340 $9,340 $9,340 $9,340
Sales and Marketing and Other
$200 $200 $400 $528 $656 $806 $934 $934 $934 $934 $934 $934
Expenses
Depreciation $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300
Rent $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Utilities $650 $650 $650 $650 $650 $650 $650 $650 $650 $650 $650 $650
Insurance $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750
Payroll Taxes 15% $300 $300 $600 $792 $984 $1,209 $1,401 $1,401 $1,401 $1,401 $1,401 $1,401
Other $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200
Total Operating Expenses $6,600 $6,600 $9,100 $10,700 $12,300 $14,175 $15,775 $15,775 $15,775 $15,775 $15,775 $15,775
Profit Before Interest and Taxes ($6,600) ($6,600) ($9,100) ($6,848) ($8,207) ($9,708) ($10,590) ($9,628) ($8,771) ($8,087) ($7,723) ($7,059)
EBITDA ($5,300) ($5,300) ($7,800) ($5,548) ($6,907) ($8,408) ($9,290) ($8,328) ($7,471) ($6,787) ($6,423) ($5,759)
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 ($6,600) ($6,600) ($9,100) ($6,848) ($8,207) ($9,708) ($10,590) ($9,628) ($8,771) ($8,087) ($7,723) ($7,059)
Net Profit/Sales 0.00% 0.00% 0.00% -119.09% -134.35% -145.59% -136.82% -104.94% -83.91% -70.48% -64.27% -54.26%
Page 4
Appendix
Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $0 $0 $0 $1,438 $1,527 $1,667 $1,935 $2,294 $2,613 $2,869 $3,004 $3,252
Cash from Receivables $0 $0 $0 $0 $144 $4,321 $4,596 $5,028 $5,841 $6,913 $7,866 $8,620
Subtotal Cash from Operations $0 $0 $0 $1,438 $1,671 $5,988 $6,530 $7,321 $8,454 $9,782 $10,870 $11,872
Additional Cash Received

Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $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
Subtotal Cash Received $0 $0 $0 $1,438 $1,671 $5,988 $6,530 $7,321 $8,454 $9,782 $10,870 $11,872
Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Expenditures from Operations

Cash Spending $2,000 $2,000 $4,000 $5,280 $6,560 $8,060 $9,340 $9,340 $9,340 $9,340 $9,340 $9,340
Bill Payments $110 $3,300 $3,317 $3,943 $8,054 $6,607 $7,247 $8,098 $8,696 $9,057 $9,293 $9,314
Subtotal Spent on Operations $2,110 $5,300 $7,317 $9,223 $14,614 $14,667 $16,587 $17,438 $18,036 $18,397 $18,633 $18,654
Additional Cash Spent

Sales Tax, VAT, 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 $2,110 $5,300 $7,317 $9,223 $14,614 $14,667 $16,587 $17,438 $18,036 $18,397 $18,633 $18,654
Net Cash Flow ($2,110) ($5,300) ($7,317) ($7,786) ($12,943) ($8,679) ($10,056) ($10,117) ($9,582) ($8,615) ($7,762) ($6,782)
Cash Balance $113,890 $108,590 $101,273 $93,487 $80,544 $71,865 $61,809 $51,692 $42,110 $33,495 $25,732 $18,950
Page 5
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet

Assets Starting Balances
Current Assets
Cash $116,000 $113,890 $108,590 $101,273 $93,487 $80,544 $71,865 $61,809 $51,692 $42,110 $33,495 $25,732 $18,950
Accounts Receivable $0 $0 $0 $0 $4,313 $8,750 $9,430 $10,639 $12,492 $14,492 $16,185 $17,332 $18,469
Inventory $0 $0 $0 $0 $2,087 $2,217 $2,420 $2,809 $3,330 $3,795 $4,165 $4,362 $4,722
Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Current Assets $116,000 $113,890 $108,590 $101,273 $99,887 $91,512 $83,715 $75,257 $67,514 $60,396 $53,845 $47,427 $42,141
Long-term Assets
Long-term Assets $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000 $78,000
Accumulated Depreciation $0 $1,300 $2,600 $3,900 $5,200 $6,500 $7,800 $9,100 $10,400 $11,700 $13,000 $14,300 $15,600
Total Long-term Assets $78,000 $76,700 $75,400 $74,100 $72,800 $71,500 $70,200 $68,900 $67,600 $66,300 $65,000 $63,700 $62,400
Total Assets $194,000 $190,590 $183,990 $175,373 $172,687 $163,012 $153,915 $144,157 $135,114 $126,696 $118,845 $111,127 $104,541
Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Current Liabilities
Accounts Payable $0 $3,190 $3,190 $3,673 $7,835 $6,367 $6,978 $7,809 $8,394 $8,747 $8,983 $8,988 $9,461
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $0 $3,190 $3,190 $3,673 $7,835 $6,367 $6,978 $7,809 $8,394 $8,747 $8,983 $8,988 $9,461
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Liabilities $0 $3,190 $3,190 $3,673 $7,835 $6,367 $6,978 $7,809 $8,394 $8,747 $8,983 $8,988 $9,461
Paid-in Capital $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000 $205,000
Retained Earnings ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000) ($11,000)
Earnings $0 ($6,600) ($13,200) ($22,300) ($29,148) ($37,355) ($47,062) ($57,652) ($67,280) ($76,051) ($84,138) ($91,861) ($98,920)
Total Capital $194,000 $187,400 $180,800 $171,700 $164,853 $156,645 $146,938 $136,348 $126,720 $117,949 $109,862 $102,139 $95,080
Total Liabilities and Capital $194,000 $190,590 $183,990 $175,373 $172,687 $163,012 $153,915 $144,157 $135,114 $126,696 $118,845 $111,127 $104,541
Net Worth $194,000 $187,400 $180,800 $171,700 $164,853 $156,645 $146,938 $136,348 $126,720 $117,949 $109,862 $102,139 $95,080
Page 6
Appendix
Page 1

Coffee Roaster Business Plan

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Coffee Roaster Business Plan

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Confidentiality Agreement

1.0 Executive Summary.....................................................................................................................1

Chart: Profit Monthly.................................................................................................................21

1.0 Executive Summary

Target Market Segments

$100,000 Net Profit

Year 1 Year 2 Year 3

 Develop a high-quality menu of different coffee blends.

1.3 Keys to Success

 Develop the finest product.

2.0 Company Summary

2.1 Company Ownership

2.2 Start-up Summary

 Three workstation computers and one central file server.

Total Requirements $205,000

Table: Start-up Funding

Liabilities and Capital

Loss at Start-up (Start-up Expenses) ($11,000)

Total Capital and Liabilities $194,000

Total Funding $205,000

Beanisimo Coffee will offer a wide range of coffees including:

4.0 Market Analysis Summary

4.1 Market Segmentation

U.S. Demographic Coffee Consumption Patterns

Table: Market Analysis

Chart: Market Analysis (Pie)

Market Analysis (Pie)

Coffee houses, etc.

4.2 Target Market Segment Strategy

4.3 Industry Analysis

Top coffee-importing countries as a % of world supplies:

1993 1999 2001

Trends within the Industry:

4.3.1 Competition and Buying Patterns

Beanisimo Coffee several different competitors:

5.0 Strategy and Implementation Summary

5.1 Competitive Edge

5.2 Marketing Strategy

5.3 Sales Strategy

5.3.1 Sales Forecast

Table: Sales Forecast

Direct Cost of Sales Year 1 Year 2 Year 3

Chart: Sales by Year

$240,000 Coffee houses

$160,000 Grocery stores

 Business plan completion.

Milestone Start Date End Date Budget Manager Department

Business plan completion

First major account

Q1 `04 Q2 Q3 Q4 Q1 `05 Q2 Q3 Q4 Q1 `06 Q2

6.0 Web Plan Summary

6.1 Website Marketing Strategy

6.2 Development Requirements

7.0 Management Summary

7.1 Personnel Plan

Responsibilities within Beanisimo Coffee will be delegated as follows:

 Frank: Business development, some accounting, some sales, and roasting.

Total Payroll $83,940 $112,080 $124,080

8.0 Financial Plan

The following sections will outline important financial information.

8.1 Important Assumptions

The following table details important Financial Assumptions.

Table: General Assumptions