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Table of Contents

1.0 Executive Summary....................................................................................................................................1 1.1 Objectives................................................................................................................................................2 1.2 Mission....................................................................................................................................................2 Chart: Highlights.......................................................................................................................................3 1.3 Keys to Success.......................................................................................................................................3 2.0 Company Summary.....................................................................................................................................3 2.1 Company Ownership..............................................................................................................................3 2.2 Start-up Summary...................................................................................................................................4 Chart: Start-up...........................................................................................................................................4 Table: Start-up...........................................................................................................................................4 Table: Start-up Funding............................................................................................................................5 2.3 Company Locations and Facilities..........................................................................................................6 3.0 Products.......................................................................................................................................................6 3.1 Product Description................................................................................................................................6 3.2 Competitive Comparison........................................................................................................................6 3.3 Sourcing..................................................................................................................................................7 3.4 Technology..............................................................................................................................................7 3.5 Future Products.......................................................................................................................................7 4.0 Market Analysis Summary.........................................................................................................................7 4.1 Market Segmentation..............................................................................................................................8 Table: Market Analysis.............................................................................................................................8 Chart: Market Analysis (Pie)....................................................................................................................9 4.2 Target Market Segment Strategy............................................................................................................9 4.2.1 Market Trends..................................................................................................................................9 4.2.2 Market Growth...............................................................................................................................10 4.2.3 Market Needs.................................................................................................................................10 4.3 Industry Analysis..................................................................................................................................10 4.3.1 Distribution Patterns......................................................................................................................11 4.3.2 Competition and Buying Patterns..................................................................................................11 4.3.3 Main Competitors..........................................................................................................................11 4.3.4 Industry Participants......................................................................................................................13 5.0 Strategy and Implementation Summary...................................................................................................13 5.1 Strategy Pyramid...................................................................................................................................13 5.2 Value Proposition..................................................................................................................................14 5.3 Competitive Edge..................................................................................................................................14 5.4 Marketing Strategy................................................................................................................................14 5.4.1 Promotion Strategy........................................................................................................................14 5.4.2 Distribution Strategy......................................................................................................................15 5.4.3 Marketing Programs......................................................................................................................15 5.4.4 Positioning Statement....................................................................................................................16 5.4.5 Pricing Strategy..............................................................................................................................16 5.5 Sales Strategy........................................................................................................................................16 5.5.1 Sales Forecast.................................................................................................................................16 Chart: Sales Monthly..........................................................................................................................17 Chart: Sales by Year...........................................................................................................................17 Page 1

................................................................................................................................................................................19 5.................................................................................................................25 Table: Break-even Analysis..............................................................................................19 Chart: Milestones............................................................................................................................................................2 Key Financial Indicators............................21 6.............26 Chart: Gross Margin Yearly........25 7..33 Table: Sales Forecast................................................................4 Projected Profit and Loss..........8 Exit Strategy.............................................................................................................................................................................................................22 Table: Personnel..............................24 Table: General Assumptions......25 Chart: Break-even Analysis................................................................................................................................................29 Table: Cash Flow..............................................................................26 7..............................................0 Financial Plan.....................................................................................5 Projected Cash Flow................................27 Table: Profit and Loss.............................................1 Important Assumptions.................................................................................................................................................................................................................................................3 ......20 6................................................................................21 6....3 Organizational Structure.........................................................................................................................20 6................................................................................................................................31 7.............................................................................................................................................................................................................................................2 Table: Personnel...........................................................................................................................19 5..........................................................................2 Sales Programs..............7 Milestones............................4 Personnel Plan.......................................................................6 Strategic Alliances.....7 Business Ratios....................................................23 7.........................................................................................28 Chart: Profit Yearly..............................................27 Chart: Profit Monthly....................................................................................23 7..............................................Table of Contents Table: Sales Forecast......................................................................1 Management Team.............................................................24 Chart: Benchmarks.........................................................................................6 Projected Balance Sheet............................................................22 6........................................................................................................................................30 Chart: Cash........................................................29 7.............................32 Table: Ratios..............................................................................................................................................................................3 Table: General Assumptions................................................................................................................................................................................................................................................................................................1 ...........................................................................................................................32 7...............................................2 Management Team Gaps.....................31 7.................4 Page 2 ...................................................................................................................................................................19 Table: Milestones...............................................5..................................................................................................18 5..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................29 Chart: Gross Margin Monthly..................................................31 Table: Balance Sheet.......................................................................................................................3 Break-even Analysis........................................0 Management Summary.................................................................................................................................24 7....

............................................................................................................................................................................................7 Table: Balance Sheet............................................4 Table: Profit and Loss.........8 Page 3 ...................................................................................................................................................................................................................................................................................................................................................................................................................................Table of Contents .....6 Table: Cash Flow...........................................................................5 .................

The Daily Perc 1. delivering goods or services. The Daily Perc will penetrate the commuter and captive consumer markets by deploying Drivethru facilities and Mobile Cafes in the most logical and accessible locations. or where refreshments stands are an integral part of the environment. the capital expenditures of facilities and equipment are financed. Seasonally. TDP uses a system that is new to the beverage and food service industry to provide hot and cold beverages in a convenient and timeefficient way. TDP will add beverages such as hot apple cider.someone who is in a restricted environment that does not allow convenient departure and return while searching for refreshments. For the purpose of this pro-forma plan. In addition. specially ordered cups of premium coffees in less time than required for a visit to the locally owned cafe or one of the national chains. gas station. obtaining several million dollars through an initial public or private offering that would allow the company to open twenty to thirty facilities per year in all metropolitan communities in the North. frozen coffees.0 Executive Summary The Daily Perc (TDP) is a specialty beverage retailer. when and if they should occur. The Daily Perc will focus on two markets: The Daily Commuter. and more. The Drive-thru facilities are designed to handle two-sided traffic and dispense customer-designed. we will be donating up to 7. beyond the purchase of equipment or facilities. Midwest. specializing in specialty coffees. The Daily Perc anticipates the initial combination of investments and long term financing of $425. the initial cost is significantly less than many start-ups these days. TDP will offer soft drinks. to ensure customer awareness and loyalty. and South with a population of over 150. TDP provides its customers the ability to drive up and order (from a trained Barista) their choice of a custom-blended espresso drink. as well as good publicity coverage and media support.5% of revenue to local charities based upon customer choices. or institutional coffee. Since TDP is operating a cash business. freshly brewed coffee. The Daily Perc's financial picture is quite promising. In addition to providing a quality product and an extensive menu of delicious items. The process is labor intensive and TDP recognizes that a higher level of talent is required. The Daily Perc offers its patrons the finest hot and cold beverages. out shopping. and other custom drinks. but it will be a solid. The Captive Consumer. The financial investment in its employees will be one of the greatest differentiators between it and TDP's competition. There will be minimum inventory on hand so as to keep the product fresh and to take advantage of price drops. This is the preferred Exit Strategy of the Management Team. The danger in this is that competitors would rise up and Page 1 . or other beverage. TDP is offering a high-quality option to the fast-food.000 to carry it without the need for any additional equity or debt investment. blended teas. This will mean growing a bit more slowly than might be otherwise possible. freshbaked pastries and other confections. or just out for a drive. hot chocolate. The Daily Perc chooses to become the Drive-thru version of Starbucks between the mountains.someone traveling to/from work. financially-sound growth based on customer request and product demand.000.

1. Page 2 . Net After-tax Profit above 15% of Sales. based on 13 Drive-thrus and four Mobile Cafes. • • • Product Mission . 3.2 Mission The Daily Perc Mission is three-fold. such companies are trading in multiples of four to 10 times earnings.The Daily Perc establish a foothold on a community before--or in the midst of--the arrival of The Daily Perc. Gross Margin of 45% or more. and it is simple mathematics to multiply the success of TDP by the number of major and smaller metropolitan areas between the mountain ranges of the United States.623 and earnings of $860.075.Provide community support through customer involvement.428. The balance sheet estimates a Net Worth of $1. At present. 1. Economic Mission . Thirteen Drive-thru locations and four fully booked Mobile Cafes by the end of the third year. it is not unrealistic to put a market value of between $4 and $9 million on the company. causing a potential for a drain on revenues and a dramatic increase in advertising expenditures to maintain market share.1 Objectives The Daily Perc has established three firm objectives it wishes to achieve in the next three years: 1. Knowing these risks--and planning for them--gives TDP the edge needed to make this scenario work.Operate and grow at a profitable rate through sound economic decisions. 2.969 for the third year. with each being as integral to our success as the next. cash balances of $773. Community Mission .Provide customers the finest quality beverage in the most efficient time.

2.000 Sales Gross Margin Net Profit $3.cheerful. 2. promotion of our community mission of charitable giving. The finest reputation . 3. or other beverage. consistent flavor.000. friends.000. three of which are virtually the same as any food service business. 4.freshest coffee beans. cleanest equipment. TDP provides its customers the ability to drive up and order from a trained Barista their choice of a custom blended espresso drink. TDP is offering a high quality option to the fast-food.000. gas station. premium serving containers.000 $4. Each membership unit in the company is priced at $4. with the intent of using a portion of the shares to raise capital. It is our fourth key--the Community Mission--that will give us that extra measure of respect in the public eye. The friendliest servers . 1. freshly brewed coffee. All membership shares are currently owned by Bart and Teresa Fisher.1 Company Ownership The Daily Perc is a Limited Liability Corporation.0 Company Summary The Daily Perc is a specialty beverage retailer.250 per investor.000 $5.250.word-of-mouth advertising. TDP uses a system that is new to the beverage and food service industry to provide hot and cold beverages in a convenient and time-efficient way. professional. convenient access. or a minimum investment of $21.visibility. Page 3 . and Angel Investors. skilled.000. The greatest locations .000 $1. The plan calls for the sale of 100 membership units in the company to family members.000. with a minimum of five units per membership certificate. articulate. high traffic pattern. 2.000.000 $0 Year 1 Year 2 Year 3 1.000 $2.3 Keys to Success There are four keys to success in this business. The best products . and institutional coffee.The Daily Perc Chart: Highlights Highlights $6.

600 $4.The Daily Perc If all funds are raised.000 $173.520 $7. Chart: Start-up Start-up $210.300 $8.500 $4.950 $65.770 Page 4 .2 Start-up Summary The Daily Perc's start-up expenses and funding are shown in the tables and chart below.000 $0 Expenses Assets Investment Loans Table: Start-up Start-up Requirements Start-up Expenses Legal Office Equipment Drive-thru Labor (6 months) Drive-thru Finance Payment (6 months) Drive-thru expenses (6 months) Land Lease (6 months) Vehicle Finance (6 months) Administration Labor (6 months) Website Development & Hosting Identity/Logos/Stationary Other Total Start-up Expenses $3.200 $3.000 $120. 2. pay deposits. based on the pricing established in the financial section of this plan. Bart and Terri Fisher will maintain ownership of no less than 51% of the company.000 $150. initial inventory and other one-time expenses. The Daily Perc anticipates the need for operating capital for the first few months of operation.000 $5.700 $54.000 $30.000 $60.000 $5.000 $12. and provide capital for six months of operating expenses.000 $180. The majority of these funds will be used to build the first facility.000 $90.

500 $10.400 $0 $0 $140.500 $191.770) $51.400 $25.500 $35.900 $365.000 $10.900 $365.000 $11.900 $365.400 $191.400 Total Capital and Liabilities Total Funding $191.770 $0 $225.770 $191.500 $97.670 Table: Start-up Funding Start-up Funding Start-up Expenses to Fund Start-up Assets to Fund Total Funding Required Assets Non-cash Assets from Start-up Cash Requirements from Start-up Additional Cash Raised Cash Balance on Starting Date Total Assets $166.270 ($173.670 Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities Capital Planned Investment Partner 1 Partner 2 Partner 3 Partner 4 Partner 5 Partner 6 Partner 7 Partner 8 Partner 9 Partner 10 Partner 11 Partner 12 Other Additional Investment Requirement Total Planned Investment Loss at Start-up (Start-up Expenses) Total Capital $10.000 $11.900 $173.670 Page 5 .500 $11.000 $131.500 $0 $25.500 $9.The Daily Perc Start-up Assets Cash Required Start-up Inventory Other Current Assets Long-term Assets Total Assets Total Requirements $25.000 $0 $131.500 $10.000 $10.000 $11.000 $10.500 $10.000 $11.

In addition. specializing in specialty coffees and custom blended teas. The Daily Perc's primary competition will come from three sources: 1. pastries.000 cars.3 Company Locations and Facilities The Daily Perc will open its first drive-thru facility on Manchester Road in the Colonial Square Shopping Center. and other confections. domestic and Italian sodas. TDP will market premium items such as coffee mugs. The Daily Perc will offer teas.0 Products The Daily Perc provides its patrons the finest hot and cold beverages. Seasonally.2 Competitive Comparison The Daily Perc considers itself to be a player in the retail coffee house industry. 3. fresh-baked pastries. Locally owned and operated cafes. 3.The Daily Perc 2. blending. Established retail shops in area. and serving the highest quality hot and cold beverages. Easy entry with light if less than 30. Two things will make The Daily Perc stand out from all its competitors: The Daily Perc will be providing products in the most convenient and efficient way available-either at one of the two-sided Drive-thru shops. 2. This separates TDP from the competition in that its customers won't need to find a parking place. it knows that competition for its products range from soft drinks to milk shakes to adult beverages. Through the website and certain locations. However. ball caps. Besides coffees.1 Product Description TDP provides its customers. with exceptional attention to detail. or at one of the Mobile Cafes. whether at a Drive-thru facility or one of the Mobile Cafes. T-shirts and sweatshirts. seasonal specialty drinks. and other baked goods. TDP will add beverages such as hot apple cider. Fast food chains and convenience stores. and more. and more. 3. Each of TDP's Baristas will be trained in the fine art of brewing. hot chocolate. wait in a Page 6 . 3.000+ on store side. National coffee houses such as Starbucks and Panera. Italian sodas. frozen coffee beverages. Twelve more drive-thru facilities will be placed throughout the metropolitan area over the next three years. Visible from roadway. the ability to custom order a coffee beverage that will be blended to their exact specifications. The demographic and physical requirements for a Drive-thru location are: • • • • Traffic of 40. frozen coffees. The drive-thru in the Colonial Square Shopping Center will serve as the commissary for the first mobile unit. TDP will offer select domestic soft drinks.

3.someone who is in a restricted environment that does not allow convenient departure and return while searching for refreshments. The Daily Perc's primary desire will be to listen to its customers to ascertain what they are looking for most. City Stations. schools. and other cold beverages. Drive-thru facilities to provide convenience and efficiency for its clientele. 3. L&N Products. such as Egg Nog during the Christmas season and Hot Apple Cider in the Fall. 3. The Daily Perc has also designed state-of-the-art Mobile Cafes that will be deployed from time to time on high school and college campuses. Coca-Cola.3 Sourcing The Daily Perc purchases its coffees from PJ's Coffee. An architectural exterior diagram of the Drive Thru building can be found on the following page (removed from this sample plan). The second differentiator is The Daily Perc's focus on providing a significant benefit to the community through a possible 7. The Drive-thru facilities are manufactured by City Stations and the Mobile Cafes are manufactured by Tow Tech Industries. TDP will subsidize lower hot beverage sales with frozen coffee drinks. TDP is using state-of-the-art. Big Train. Al's Famous Filled Bagels. Page 7 . receive and pay for the beverage.0 Market Analysis Summary The Daily Perc will focus on two markets: 1. corporate campuses. 2. The Daily Commuter . as well as soft drinks. order their beverage. The Captive Consumer . The Daily Perc's computer equipment and Internet connectivity is provided by NSI Communications. and drive off. TDP also has wholesale purchasing agreements for other products with Major Brands.someone traveling to or from work.5 Future Products As seasons change. and Retail Image Programs.4 Technology The Daily Perc's delivery system is based on its technology. During summer months.5% contribution to customer-identified charities. and at special events. jockey for a seat. TDP will also have special beverages during holiday seasons.The Daily Perc long line. or other institutions. TDP customers can drive or walk up. or where refreshments stands are an integral part of the environment. delivering goods or services. twosided. and provide it. 4. and Royal Distribution. Fulfillment equipment suppliers include PJ's Coffee. Talbert Ford. out shopping. or just out for a drive. The Daily Perc will be offering products that will enhance sales and satisfy its customers' desires. and clean up the mess left by a previous patron.

There are over 1.00% 2. giving us an additional 1.582 locations at which we could place a Mobile Cafe. or those out on their lunch break. It can also be assumed that these commuters do not make only one purchase in a day. The chart reflects college and high school campuses. Captive Consumers would include those who are tethered to a campus environment. TDP has the Drive-thru coffee house.000 commuters in the metropolitan area. hospital campuses.00% 0. Table: Market Analysis Market Analysis Year 1 Potential Customers Public High School Campuses Private High Schools College Campuses Golf Courses Special Events Non-Profits w/$500K+ Budgets Hospital Campuses Total Growth 1% 0% 0% 0% 3% 2% 0% 1.00% 1. in the first year. but in many cases. or where refreshments are an integral part of the festivities.000 prospective customers.25% 2. special events.582 venues at which we might position a Mobile Cafe. For the captive consumer." The Daily Perc's greatest concentration will be on commuters heading to or from work. As an example. For the commuters. A segment that is not reflected in the chart (since it would skew the chart so greatly) is the number of corporate campuses in the metropolitan area. but regarding meetings and project deadlines. multiply the total number of venues in the year by 1. but exiting would mean another admission fee.700.10% Page 8 . vacationers. To access both of these markets. two and even three beverage purchases. The Daily Perc is showing that there are a total of 2.000.The Daily Perc 4. TDP has the Mobile Cafe. The following chart and table reflect the potential numbers of venues available for the Mobile Cafes and what growth could be expected in those markets over the next five years. Examples would include high school and college campuses.23% 0. fairs or festivals--where there is an admission price to enter the gate.01% 0. and various charitable organizations. TDP has two different delivery systems.582. or in a restricted entry environment that does not allow free movement to and from. and corporate campuses where the same time constraints are involved.500. Commuters are defined as any one or more individuals in a motorized vehicle traveling from point "A" to point "B.700 corporate facilities that house more than 500 employees. That would equate to a Captive Consumer potential of 2. there are well over 2. Similarly. For a conservative estimate of the number of Captive Consumers this represents. or total of 2.000.10% 80 88 77 99 43 362 100 849 81 88 77 99 44 369 100 858 82 88 77 99 45 376 100 867 83 88 77 99 46 384 100 877 84 88 77 99 47 392 100 887 Year 2 Year 3 Year 4 Year 5 CAGR 1. and special events--such as carnivals. and others.00% 0. where there is limited time between classes.1 Market Segmentation The Daily Perc will focus on two different market segments: Commuters and Captive Consumers. as well as visitors.

but no time to linger in a cafe.2 Target Market Segment Strategy TDP's target market is the mobile individual who has more money than time.1 Market Trends Nearly twenty years ago. and excellent taste in a choice of beverage. 4. Those same consumers who helped push Starbucks to $2.S. To penetrate the target market for the Mobile Cafes. It becomes a tremendous. we have also become more rushed for time during that same period. The Daily Perc will take the cafe to the customer! By using the community support program TDP is instituting. painless way for the institution to gain a financial reward while providing a pleasant and fulfilling benefit to their students or employees. a trend towards more unique coffees began to develop in the U. And. college campus. However. they still have the desire for that refreshing. By locating the Drive-Thrus in high traffic/high visibility areas. or corporate open houses).. running to the grocery and trying to get to work on time and back home in time for dinner . for every cup or baked good sold. inevitably. such as Gloria Jeans and others. There had always been specialty coffee stores. or a corporate campus once or twice a month (Even visit these facilities for special games. the quintessential bastion of the upwardly mobile professional who wanted to take control over how their beverage would taste and smell. tournaments. along came Starbucks . specially blended coffee each morning. a portion is returned to the high school or college. but people began to buy espresso machines for their homes and offices.2 billion in global sales are now rushing kids to soccer and basketball games. and people began to have coffee tastings. these units will do what they were designed to do.. recruiting events... or to get to the next soccer game. Then espresso bars began to appear and. arrangements will be made to visit a high school. Page 9 .2. this unique--and abundant--consumer will seek The Daily Perc out and become a regular guest. Yet.The Daily Perc Chart: Market Analysis (Pie) Market Analysis (Pie) Public High School Campuses Private High Schools College Campuses Golf Courses Special Events Non-Profits w/$500K+ Budgets Hospital Campuses 4.

The largest national brand for retail coffee outlets achieved $2.2 billion in sales in 2000 with 3. we've seen the introduction of beverage dispensers at convenience stores that spit out overly-sweet. the national leader.5 million commuters driving to and from work each day in our market. The market is primed for the introduction of a company that offers a superior quality. That is an increase of 32% over Fiscal 1999. Statistically.2. It is estimated that there are well over 2.2 Market Growth According to industry statistics. or too poor to drive an automobile. a desire for quality. In the metropolitan area. There are over 250 million men. 4. there is a migration away from the cities. they still have the desire for the uniquely blended beverage as they hurry through their busy lives. there are more licensed vehicles in the country than people.2 billion. and consumers are paying as much as $3. the consumption of coffee and flavored coffee products is growing rapidly. That gives The Daily Perc a significant daily target for its products. and Safari coffee reporting higher sales and greater profits. Even general coffee sales have increased with international brands such as Folgers.000 more outlets in the next five years and increasing revenues to over $6 billion. Our market is made up of consumers who have busy schedules. They are anticipating opening 7. Maxwell House. too young. half of whom are too old. Yet. had revenues in fiscal 2000 of $2. With the introduction of the automobile.2. women and children in America.000 retail outlets by 2005. at least 50% of those are coffee drinkers.3 Industry Analysis The coffee industry has grown by tremendous amounts in the U. However. America is definitely a coffee drinking country and the coffee industry is reaping the rewards. The segment of that market we are targeting is the commuter and that number is increasing.3 Market Needs The United States is a very mobile society.00 for these sub-standard beverages.6 billion from 10. Page 10 .S. poorly blended cappuccinos in flavors such as french vanilla or mocha. It has only gotten worse. 4. and disposable income. Starbucks plans to increase revenues to over $6. we became a nation that thrived on the further freedom of going where we wanted when we wanted. they don't have the time. as with many metropolitan areas in the country. over the past five years. That is the coffee consumer market.The Daily Perc Lately. drive-thru environment at a price that is competitive to the national coffee houses. Starbucks. And that mobility has created a unique need in our society. As much as they would like the opportunity to sit in an upscale coffee house and sip a uniquely blended coffee beverage and read the morning paper.000 retail outlets. Those numbers are growing by 6% per year. specially blended product in a convenient. 4.

There is a dramatic distinction among the patrons of each of these outlets. the national leader.3. However. or to one of the local cafes. Competitors to the Mobile Cafes at events such as festivals and fairs would include all the other vendors who are licensed to sell refreshments. They want the ability to "design" their coffee. Page 11 . That is an increase of 32% over fiscal year 1999. convenient. National Chains: Starbucks. Although they have the desire and good taste to know good from bad. It is a relaxing. Patrons of the fast food restaurants or the convenience stores are just the opposite. 4. Competitors to the Mobile Cafes on campuses would include fast food restaurants--assuming they are close enough to the consumer that they can get there and back in the minimal allotted time. Panera had revenues of $151 million from corporate owned stores and $350 million from franchised locations in fiscal year 2000. as long as it's quick. and convenience stores. we have found that there are none in the metropolitan area. They are the national specialty beverage chains. the proliferation of cafes in the United States proves the viability of the market. Starbucks plans to increase revenues to over $6. Patrons to a Starbucks. fast food restaurants. vending machines. However. time is more valuable to them.6 billion from 10. had revenues in fiscal year 2000 of $2.3. smell the fresh pastry. there is still significant competition from traditional coffee houses and other retailers. slow paced environment. They pay for their gas and they are back on the road to work.The Daily Perc 4.000 retail outlets by 2005. listen to the soothing Italian music. more often than not.3. and read the local paper or visit with an acquaintance. drive-thru coffee house in the metropolitan area. such as Starbucks and Panera. Attendees to such events expect to pay a premium price for a quality product. masks an average product at a premium price.2 Competition and Buying Patterns There are four general competitors in The Daily Perc's drive-thru market. 4.9% on a per store basis versus fiscal year 1999. It is a duplication of the same delivery process as currently exists in Europe. The customer comes in to a beautifully decorated facility. surrounded by wondrous aromas and finds himself involved in a sensory experience that. quality refreshment that will allow them to purchase the product and return to work. are looking for the "experience" of the coffee house. local coffee houses--or cafes--with an established clientele and a quality product.2 billion.3 Main Competitors When measuring head-to-head. The Daily Perc will be the first double-sided. direct competitors.1 Distribution Patterns The cafe experience comes from the Italian origins of espresso. The consumers in this environment are looking for a quick. fairly priced. class. and company or school cafeterias. They have no time for idle chatter and are willing to over-pay for whatever beverage the machine can spit out. This fiscal year revenue was an increase in 28. or other activity.

due to: • • • • • • • Mobile Cafes Consistent Menu Community Benefit Quality Product Supply Discounts Valued Image Greater Product Selection Fast Food and Convenience Stores: These are two industries where The Daily Perc will experience a certain level of competition. The quality of beverages served at an established cafe will surpass any of the regional or national chains. Page 12 . gives it a competitive edge over fast food and convenience stores. Quikava has limited its corporate footprint to the East Coast and the Great Lakes Region. and some breakfast foods. The Daily Perc has a competitive edge over the smaller retailers. and even Quikava. The competitive edge The Daily Perc has on the local cafes is based on the attributes of: • • • • • • Drive-thru Service Supply Discounts Mobile Cafe Consistent Menu Community Benefit Quality Product Drive-thru Coffee Houses: There is not a drive-thru specialty beverage retailer with significant market presence in the central United States. TDP knows the quality and pride that the local cafe has in the product purchase by their customers. TDP knows that within the specialty coffee and tea market. a wholly owned subsidiary of Chock Full 'o Nuts. In the drive-thru specialty beverage market. TDP knows the quality of our products. However. The only company with similar depth to that of The Daily Perc is Quikava. Any local cafe has a customer base that is dedicated and highly educated. The national fast food chains obviously know the benefits and value to customers of drive-thru. along with the addition of domestic soda and the ease of drive-thru.The Daily Perc The Daily Perc believes it has a significant competitive advantage over these chains because of the following benefits: • • • • • • Drive-thru Service More Substantial Customer Service Community Benefit Mobile Cafes Selection Higher Product Quality Local Cafes: The toughest competitor for The Daily Perc is the established locally owned cafe. the quality of the products sold will be much greater than what can currently be purchased at fast food and convenience stores. soda. The national fast food chains and national convenience store chains already serve coffee. The addition of domestic soda sales for these stores is a large part of revenue.

4. Crane Coffee. However. Provided the customer with a more convenient method for obtaining their desired product. Gloria Jean's.4 Industry Participants There is only one national Drive-thru coffee franchise operation in the U. and Caffe Diva. Java Drive.S. The Drive-thrus are designed to handle two-sided traffic and dispense customer-designed. Caribou Coffee. others will try to follow. The Daily Perc has identified its market as busy. to ensure customer awareness and loyalty. 2. 5. other players in the premium coffee service industry would include Starbucks. Demonstrated how TDP appreciates their loyalty and patronage by donating money to their personal cause. but never duplicated. through coupons and display ads at the locations. mobile people whose time is already at a premium. locations. In addition to providing a quality product and an extensive menu of delicious items. as well as positive public and media support. TDP believes that the corporate missions and even the organizational design will be imitated. TDP will constantly evaluate its products. Sunrise Coffee. TDP is pricing its product competitively and training the production staff to be among the best Baristas in the country. TDP is placing the Drive-thrus and Mobile Cafes at easily accessible locations throughout the metropolitan area. However. To execute on this strategy. service. Provided a customer with a quality product at a competitive price. Java Espress. The East and West coasts. TDP will involve the customers in community support efforts by explaining that a portion of their purchase price will be donated to a charity of their choosing. with any legs. and with a community benefit. In so doing. Then. TDP has: 1. Quikava operates predominantly on the East Coast and in the Upper Great Lakes. 3. have smaller local drive-thru chains such as Caffino.0 Strategy and Implementation Summary The Daily Perc will penetrate the commuter and captive consumer markets by deploying Drivethru facilities and Mobile Cafes in the most logical and accessible locations.The Daily Perc Other competition: The Daily Perc knows that once it has entered the market and established a presence. Page 13 . Panera and locally owned and operated coffee shops or "cafes.3. The Daily Perc could be donating up to 7.1 Strategy Pyramid The Daily Perc's strategy is to show people that TDP has an excellent product. and even some Mountain and Midwest states. and that is a subsidiary of Chock Full 'o Nuts called Quikava. high quality beverage or baked item while commuting to or from work or school.5% of revenue from each cup sold in individual Drive-thrus to the charities of the customers' choice. specially ordered cups of specialty beverages in less time than required for a visit to the locally owned cafe or one of the national chains. and corporate missions to ensure that it remains a leader in the specialty beverage industry. convenient accessibility." 5. but desire a refreshing.

They will be located on high traffic commuter routes and close to shopping facilities in order to catch customers going to or from work.3 Competitive Edge The Daily Perc's competitive edge is simple. find a place to sit. It is anticipated that the school fundraising program will generate a fair amount of publicity on its own and will. or on a shopping expedition. TDP provides a high quality product at a competitive price in a Drive-thru environment that saves time. receives a high quality product at a competitive price. TDP expects the facilities and signage to be a substantial portion of • Page 14 . having wasted little time in the process. pay a premium price for average product. reviews. To do that... they will get the word out to their students/faculty/employees/partners about TDP. Advertising at $1. As with the school fundraising program. the media will be more than willing to promote the charitable aspects of TDP and provide the opportunity for more exposure every time TDP writes a check to another organization. Word of mouth has always proven to be the greatest advertising program a company can instill. The Drive-thrus are very unique and eye-catching. stand in line to order. The Daily Perc will experiment with different stations. The Daily Perc is also providing a significant community value to patronizing TDP. places the order. wait for the beverages ahead of him to be produced.5% of the sale to the local charity selected by the customer. In addition. etc. charities and corporations to provide significant free publicity because of its community support program. but not much more.2 Value Proposition The Drive-thru facilities provide a substantial value proposition in that the customer does not have to find a parking place. 5. then enjoy their coffee . The Daily Perc will be placing its Drive-thru facilities in locations of very high visibility and great ease of access. By giving charitable contributions to these institutions.4.4 Marketing Strategy First and foremost.The Daily Perc 5. assuming they have sufficient time to linger over the cup.000 per month concentrating on drive time radio. keeping careful track of results. and drives away. or while they are out for lunch. minimize--or even eliminate--the need for a publicist.1 Promotion Strategy The long-range goal is to gain enough visibility to leverage the product line into other regions and generate inquiries from potential inventors. perhaps. The Daily Perc concept is that the customer drives up. The Daily Perc will be implementing a low cost advertising/promotion campaign which could involve drive-time radio. The Daily Perc needs: • Public relations services at $1. For every purchase a customer makes from us. 5. TDP will donate up to 7. exit the vehicle. clean up the previous patron's mess. which will be a branding feature of its own. 5. The Daily Perc will rely on building relationships with schools.000 per month for the next year intended to generate awareness of editors and product information insertions.

can be reached and those who didn't have the time to stop off that morning at their favorite Daily Perc. 5. The sun touches every human being every day. This will give those patrons an opportunity to taste the products and become a regular customer of the Drive-thru facilities. The Mobile Cafes will also be appearing at community events such as fairs. The Daily Perc plans to spend moderately on advertising and promotion. TDP will continue to use publicity as a key component of the marketing program. but TDP feels the exposure will come from publicity and promotion. The similarities between the Mobile Cafes and the Drive-thru facilities will be unmistakable.000 to local schools and charities. The exposure these units will provide cannot be measured in dollars. In the second year. so that new customers. so that it is easy to recognize. TDP wants to touch every customer every day. corporations and other entities. Papo won in the New Artist Category of the 2001 Not Just Another Art Director's Club (NJAADC). businesses. Page 15 . The Fund-raising and Catering Trailer: The Mobile Cafe will be a key marketing tool. However. The organization would promote its presence to their constituency and encourage them to frequent the Drive-thru establishments so that their charitable cause is nurtured.The Daily Perc our advertising. The sun is one of infinite mental pictures.2 Distribution Strategy The Daily Perc will locate Drive-thru facilities in high traffic areas of the city where it knows working commuters will be passing. with particular emphasis on announcing these openings and all the other locations. and other charitable events. The Daily Perc is increasing the budget. Obviously. and events as possible every year. The Daily Perc will also make arrangements for the Mobile Cafes to be at as many schools. hospitals. This would not be considered a serious advertising budget for any business. Papo is already an awarding winning logo. Distinctive Buildings: TDP is using diner style buildings for its Drive-thru facilities. a portion of all sales made while on their campus could go to a program of their choice.4. since it will need to promote several locations.4. and functional. with the program beginning in September. The Daily Perc will negotiate visits with the Mobile Units at schools.3 Marketing Programs Distinctive Logo: "Papo" is a very happy and conspicuous sun. TDP has worked closely with the manufacturer to make the building distinctive. That is why the use of the sun lends itself to being the corporate identifier. 5. In the case of schools and certain corporations. festivals. TDP also believes that word-of-mouth advertising and free beverage coupons will be better ways to drive people to the first and second locations. those who come in from areas where TDP may not have a Drive-thru facility. Advertising and Promotion: In the first year. since TDP could be contributing over $70. in the start-up phase. after the opening of the first Drive-thru. TDP needs to let people know where to look for the facilities. so most of the funds will be spent on a good publicist who will get the word out about the charitable contribution program and how it works in conjunction with the website.

In addition to the Drive-thrus. TDP expects this mobile unit to generate 10.5 Pricing Strategy The Daily Perc pricing will be comparable to the competition. As in the previous years. high quality beverage or baked item while commuting to or from work or school. 5. but it is an integral part of the marketing plan -. The first location will open in the third month of this plan and be fully operational beginning on the 1st day of September. In the second quarter of the second fiscal year. but desire a refreshing.000 tickets each. 5. TDP expects all three mobile units to generate 150. TDP expects to see 264. with an additional fourth mobile unit deployed. TDP will also develop window sales techniques such as the Baristas asking if the customer would like a fresh-baked item with their coffee. The second Drive-thru will open six months later. TDP will get substantial publicity from the donation of nearly $200.675.000 to local schools and charities. The Daily Perc will deploy one mobile unit in the fourth quarter of the first fiscal year. with the majority of the advertising budget being spent on drive time radio. drive-thru service and convenience. including posting specials on high-profit items at the drive-up window.000. The Daily Perc is also showing revenue from the commerce portion of our website. pre-packaged coffee beans. and other premium items.The Daily Perc In the third year. insulated coffee mugs.000 tickets in the second year. to reach as much as $3. 5.4. In the second year.4 Positioning Statement For busy.4. In the third fiscal year. The addition of these facilities will increase the revenue from Drive-thrus with a total of over 1. The Daily Perc will add two more Drive-thrus and. mobile people whose time is already at a premium.5. TDP expects revenues from this portion.1 Sales Forecast In the first year. 5.000 tickets in the second year and 2. The Daily Perc will double its advertising and promotion budget. in the third year. The Daily Perc anticipates having two Drive-thru locations in operation. where it will sell "The Daily Perc" t-shirts. Page 16 . sweatshirts. to begin in the second fiscal year.45.000 tickets in the third.5 Sales Strategy There will be several sales strategies put into place. TDP will add an additional nine Drive-thru facilities.as a function of developing our brand and building product awareness. TDP is building in a certain amount of ramp-up for each facility while commuters become familiar with its presence. but with the value-added feature of immediate. The Drive-thrus will generate 288.000 per month in the third fiscal year.000 mobile unit tickets. The Daily Perc will deploy a second and third mobile unit. at an average ticket price of $2.000 tickets in the first year of operation. TDP is not expecting this to be a significant profit center. The Baristas will also hand out free drink coupons to those who have purchased a certain number of cups or something similar.

000 $20. & #13 Mobile Cafe #1 Chart: Sales by Year Sales by Year $6.000 $5.000 $4. The third year. The second year will see unit sales increase to 1.The Daily Perc Total first year unit sales should reach 298. & #13 Mobile Cafe #1 Page 17 .992.000.000 $40.000 $70.402.000.177.400. #12. #9.000.000 $50.000 $60.000 $10. we will see unit sales increase to 2. & #10 Drive-thrus #11. with the addition of such a significant number of outlets.000 $1.000 $0 Month 2 Month 4 Month 6 Month 8 Month 10 Month 12 Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8. #9.000.000 $30. & #10 Drive-thrus #11.000.000.000 $90. #12.000.000 $3.000 $80. Chart: Sales Monthly Sales Monthly $100.000 $2.000 $0 Year 1 Year 2 Year 3 Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.

500 $438.50 $2.50 202.55 $2.61 $0.00 $0.50 $11.55 $2.90 $1.61 $0.00 $0.000 66.00 $0.45 $0.000 0 0 0 0 60.400 1.95 $1.59 $0.000 $112. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Total Sales Direct Unit Costs Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8. #12.64 $0.61 $0.043 Year 1 $0.000 275.55 $2.000 300.992.000 66.00 $0. & #10 Drive-thrus #11. #9. & #10 Drive-thrus #11.90 $1.750 $375. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Direct Cost of Sales Drive-thru #1 Drive-thru #2 $129.00 $0. #12.90 $1.000 66.64 $0.400 Year 2 $1.59 $0.95 $1.489 0 0 0 0 0 0 10.750 $633. #9.00 $0.00 $0.95 $1.59 $6.59 $0.864 $54. & #10 Drive-thrus #11.300 $168.000 Year 3 $1.61 $0.00 $0.000 450.00 $0.000 $183.50 $2.000 45.000 325.00 $0.950 Year 3 $0.750 $168.000 450.61 $0.59 $0.The Daily Perc Table: Sales Forecast Sales Forecast Year 1 Unit Sales Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.500 $877.59 $0.000 3.90 $1.00 $570.389 $158.95 $1.402 Year 1 $1.000 $570. #12.90 $1.400 $2.750 $633.348.500 $112.61 $0.000 66.300 $168. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Total Unit Sales Unit Prices Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.500 $0 $26.750 $633.61 $6.61 $0. & #10 Drive-thrus #11.95 $1.59 $0.000 $191.750 $191.55 $12.500 $0 $0 $0 $0 $558.750 $585.000 $0 $0 $0 $0 $150.00 $0.59 $0.00 300.000 0 2.00 $0.95 $1.000 45.000 225.59 $0.61 $0.000 0 0 0 0 298.95 $2.85 $1.90 $2.154 $0 $0 $0 $0 $0 $0 $24.61 $0.00 Year 2 Year 3 Page 18 .300 $168.90 $1. #12.61 $0.913 85.50 $2.00 325.90 $1.00 $0.95 $1.64 $0.000 300.00 $0.713 $183.022.85 $0. #9.000 $877.900 Year 2 $0. #9.59 $0.59 $0.000 325.000 $6.00 $2.00 $0.50 $633.61 $0.000 2.000 $522.00 $0. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Sales Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.00 $0.300 $36.500 $285.59 $0.000 325.000 150.177.

600 $732. & #10 Drive-thrus #11.400 $0 $0 $0 $0 $190. our website launch and subsequent visitor interaction function. local Chambers of Commerce.450 $27. and other key markers that will help us measure our success in time and accomplishment. TDP will be adjusting its menu to reflect the changes in the flavors served.940 $38. The Drive Thru units will also be distributing coupons for special menu items or new product introductions. 5.The Daily Perc Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8. Each quarter.6 Strategic Alliances The Daily Perc has and will continue to depend heavily on our alliance with PJ's Coffees.010 5.450 $0 $15. Drink Coupons .500 $265.Because of the need to sell the Mobile Cafe services. we will always be looking for better quality products.350 $191.500 $132.940 $19. TDP will be an active participant in the Regional Chamber.500 $0 $0 $0 $0 $36.783.750 $38.940 $38. launching the first Drivethru and subsequent Drive-thrus. Table: Milestones Milestones Page 19 . #9. and Specialty Beverage Associations.At fundraising events for schools and corporate events.TDP plans to host tasting events for customers on a quarterly basis. However.600 $27. Food Service Associations.977 $167. since they are providing exposure to our products and we are providing them a financial benefit.750 $91. and even corporations who host one of our Mobile Cafes as a strategic alliances. This encourages the person to come in for their free beverage and bring a friend or buy a baked item or a package of our premium coffee. but equally important are the contacts and opportunities made available for deploying a Mobile Cafe--or even two--at a special event. 5. #12. more favorable pricing. or more timely delivery from other potential alliances.940 $38. we will be giving away drink coupons as door prizes or awards.750 $177. at the introduction of each season. The exposure and education that these organizations provide is outstanding. We also consider the schools.2 Sales Programs Corporate Tasting Events .000 $265. as well as our alliances with the Mobile Cafe and Drive-thru facility manufacturers and consumable products providers.7 Milestones The Milestone table reflects critical dates for occupying headquarters. The Daily Perc also defines our break-even month.5. as well as deployment of the mobile units.500 $1. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Subtotal Direct Cost of Sales $0 $0 $0 $0 $0 $0 $6. non-profit organizations. Chamber of Commerce and Professional Memberships .750 $191.

400 $86.000 $45. There will be other mid-management positions. Mgnt. and director of marketing.122. Admin. Admin.200 $316. 12.400 $86.450 $210. COO/Dir. Mktg.000 $2. there will be four "Executive" positions: chief operating officer. and a Page 20 .600 $105. COO/Dir. such as district managers for every four Drive-thrus. and 13 Expand to Kansas City Open First Franchise Initiate Exit Strategy Totals Start Date 6/1/2001 7/15/2001 12/1/2001 12/15/2001 3/1/2002 5/1/2002 4/15/2002 7/15/2002 12/15/2002 12/1/2002 4/1/2003 4/15/2003 4/15/2003 7/15/2003 10/15/2003 1/15/2004 1/15/2004 10/31/2003 10/1/2004 End Date 8/15/2001 8/31/2001 12/31/2001 2/1/2002 3/30/2002 6/1/2002 6/1/2002 9/1/2002 2/1/2003 2/1/2003 5/15/2003 6/1/2003 6/1/2003 9/15/2003 12/15/2003 3/1/2004 6/1/2004 9/1/2004 1/1/2005 Budget $5.000 $105. 12.500 $105. Finance Mgnt.943 $45. At the zenith of this three-year plan.400 $0 $105. COO COO CFO CFO Department Mktg.200 $176.400 $21. Admin.800 $316. Finance Admin.The Daily Perc Milestone Light Website Open First Drive-thru First Break-even Month Open Second Drive-thru Receive First Mobile Unit Launch Website Voting Open Third Drive-thru Receive Second and Third Mobile Units Open Fourth Drive-thru Install Point-of-Sale System Occupy Headquarters Open Fifth Drive-thru Receive Fourth Mobile Unit Open Drive-thrus 6 and 7 Open Drive-thrus 8.000 $100. MIS Admin. Mgnt. Admin. 9 and 10 Open Drive-thrus 11. Mgnt.043 Manager COO COO COO COO COO COO COO COO COO CIO COO COO Equip. Admin.900 $105. Chart: Milestones Milestones Open First Drive-thru Open Second Drive-thru Launch Website Voting Receive Second and Third Mobile Units Install Point-of-Sale System Open Fifth Drive-thru Open Drive-thrus 6 and 7 Open Drive-thrus 11. and 13 Open First Franchise 5/31/2001 11/30/2001 5/31/2002 11/30/2002 5/31/2003 11/30/2003 5/31/2004 11/30/2004 6. chief financial officer. Admin.450 $12. There is no intention of having a top-heavy organization that drains profits and complicates decisions. chief information officer. Overhead for management will be kept to a minimum and all senior managers will be "hands-on" workers. Admin.0 Management Summary The Daily Perc is a relatively flat organization.400 $172. Admin.

merchandising. Chuck's domain will be the headquarters. Mary has been the business administrator of Jones International. This individual will be responsible for the operation of up to four drive-thrus under his/her management. The Daily Perc considers Mary to be a great addition to the team when she becomes available in November of 2001. the company had again paid off all debt and was running a profit monthly.) that ran in the black within three months of inception. 6. beginning with a district manager for every four Drive-thrus. The warehouse manager is responsible for inventory of all products sold by The Daily Perc. knowledge of ergonomics and health issues would be important. Inc. Mr. Mary Jamison has been selected to fulfill the position of bookkeeper and office manager. Working with the mobile and drive-thru Baristas will be integral to his task as well. and desire with three years of research in speciality drinks and drive-thru service. Over those four years.2 Management Team Gaps The Daily Perc knows that it is going to require several quality management team members over the next three years. Ms. and customer satisfaction.The Daily Perc facilities manager to oversee the maintenance and stocking of the Mobile Cafes. and paid off all initial debt within six months. Ideally. Inc. the trailers. Bart has a highly entrepreneurial spirit and has already started a company from scratch (NetCom Services. Guy has over five years in the business-to-business sales realm. and inventory control is a welcome addition to The Daily Perc team. Fisher on a part-time basis to help establish the corporate accounts and policies. as a service representative for over ten years. This person will oversee the quality of product. Mr. Tony Guy has been selected to perform the duties of corporate events coordinator on a part time basis. these individuals will ideally be selected from the Mobile Cafe or Drive-Thru team. it will be able to promote from within for this position. Combine his experience. Chuck McNulty has been selected to fulfill the position of warehouse/trailer manager. 6. Upon leaving NSI in April 2001. Last year he was responsible for over $250. Mary has written numerous corporate policies and directed the financial reporting and reconciliation. she will be working with Mr. as the need arises. as The Daily Perc grows. They will be required to visit between locations and possibly even join administrative personnel on training or marketing travel. and the drive-thrus--ensuring that minimum and maximum inventories are maintained. Until that time. Some merchandising experience is a welcome addition. Barton Fisher to perform the duties of chief operating officer. Chuck will use his knowledge in conjunction with the rest of the team to establish inventory and warehouse policies. Jones is a $4 million company that retails vitamins and other betterment products. for the past four years. Page 21 . leadership. Mr. and TDP knows that Bart is the individual who will get the company out of the gate and up to full speed for a long time to come. Chuck has been working for Nabisco. Clearly. the training of the Baristas. Inc. Training in the First In First Out (FIFO) style of inventory control is a requirement.000 in sales of promotional material to corporate and educational clients. the inventory management. Also. His experience in account services. as well as overseeing the maintenance and replacement of equipment in the Drive-thru facilities.1 Management Team The Daily Perc has selected Mr.

3 Organizational Structure The organization will be a relatively flat one. including an Inventory Clerk. and General and Administrative. There are three functioning groups within the company: Production. there will also be an increase of 180% over the previous year. Total personnel will reach 81. since there will only be two locations and one mobile unit--none of which will be deployed for the entire year.4 Personnel Plan The Daily Perc expects the first year to be rather lean. Also. administrative support. The role of each of these individuals will be discussed in subsequent sections of this plan. as well as the promotion of the Drive-thrus and the Community Contribution program. inventory. Ideally. For purposes of this plan--and to show the details of adding senior level management--The Daily Perc has broken management down as a separate segment. The total headcount for the first year. General and Administrative manage the facilities. including management. and administrative support. or Customer Service Specialists. with a proportionale increase in payroll of and payroll burden. and a director of marketing. a chief information officer. Total payroll and payroll burden for the third year will reflect this. In the third year. this individual will have a large amount of point of sale and Internet experience. a chief information officer. Page 22 .The Daily Perc By the beginning of the third year. and other basic. due to the addition of nine Drive-thrus and another mobile unit. payroll. Specifically. since the majority of personnel are involved in production and there will be a relatively low headcount in management. The Daily Perc will hire three key senior managers. who will be manning the Drive-thrus and Mobile Cafes and blending the beverages for the customers. Equipment Technician. how to tie in POS systems to the Internet and inventory controls. 6. with a payroll and payroll burden total expenditure as shown in the following table and in the monthly breakdowns appendices. This individual will also be added in fiscal year three. The chief information officer will be brought in to help us with the deployment of a Point-of-Sale computerized cash register system that will make tracking and managing receipts and charitable contributions more robust. as well as a district manager and some additional support staff at headquarters. knowledge in establishing technology guidelines for the company and franchisees in the future. and a corporate events sales executive. but it is an integral part of the General and Administrative function. There will also be a second and third district manager. as well as the significant increase in the senior management team. Production involves the Baristas. with the addition of two Drive-thrus and two mobile units. with the addition of a chief financial officer. and a director of marketing. 6. will be 15. operational processes. The third year will see the most dramatic growth in headcount. The second year. equipment. Sales and Marketing. They are: a chief financial officer. The chief financial officer will be brought on to oversee the increase in numbers of retail outlets and to manage a dramatically more detailed P&L statement and to manage the Balance Sheet. and customer service (production). Sales and Marketing will handle the promotion and scheduling of the Mobile Cafes. The Daily Perc will add customer service personnel. The headcount will increase by nearly 100% in the second year to 29.

The Daily Perc The director of marketing will be charged with managing the relationships with advertising agencies.500 $46.000 $12.000 $12.000 $0 $0 $0 $66.000 $54.425.000 $1. Page 23 .0 Financial Plan The Daily Perc's financial picture is quite promising.000 $12.000 $24. This will mean growing a bit more slowly than might be otherwise possible.000 $0 $258.000 $77.000 $72.874 $439. The Daily Perc anticipates the initial combination of investments and long-term financing to carry it without the need for any additional equity or debt investment.098. The financial investment in its employees will be one of the greatest differentiators between it and TDP's competition. when and if they should occur.000 $0 $185.000 $106. Since TDP is operating a cash business.250 Year 2 Year 3 7. These items are capital expenditures and will be available for financing. beyond the purchase of equipment or facilities.250 $172.000 $84.000 $0 $0 $0 $0 $0 $22. public relations firms. but it will be a solid.000 81 $2.000 $6.000 $48.400 $0 $0 $144.000 $0 $0 $0 $72. The process is labor intensive and TDP recognizes that a higher level of talent is required.000 $156.000 $96.650 $225. the media.000 $0 $0 $31.000 $42.000 $36. and our website. financially sound growth based on customer request and product demand. There will be a minimum of inventory on hand so as to keep the product fresh and to take advantage of price drops.000 $42. the facilities and equipment are financed.050 $1.024.000 15 $242.000 29 $846. For the purpose of this pro-forma plan.474 $9.000 $646.000 $135.000 $0 $0 $0 $22.250 $24. Table: Personnel Personnel Plan Year 1 Production Personnel Drive-thru Team Mobile Cafe Team Equipment Care Specialist (Headquarters) Other Subtotal Sales and Marketing Personnel District Manager (Four Drive-thrus) Corporate Events Sales Exec Director of Marketing Other Subtotal General and Administrative Personnel Bookkeeper/Office Administrator Warehouse/Site Manager Inventory Clerk Other Subtotal Other Personnel Chief Operating Officer Chief Financial Officer Chief Information Officer Other Subtotal Total People Total Payroll $66.050 $78.600 $77.500 $7. the initial cost is significantly less than many start-ups these days.374 $72.800 $22.

but no more than three weeks. gross margin. TDP expects to keep gross margin above the 38% projected for the first year. without major recession. The Daily Perc assumes of course that there are no unforeseen changes in public health perceptions of its general products. collection days. and inventory turnover.00% 9.2 Key Financial Indicators The following chart shows changes in key financial indicators: sales. The Daily Perc assumes access to equity capital and financing sufficient to maintain its financial plan as shown in the tables.The Daily Perc 7.00% 9.00% 0 Year 2 2 10. Table: General Assumptions General Assumptions Year 1 Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other 1 10. in order to keep products fresh. operating expenses. most of which are shown in the following table.00% 0. Page 24 .1 Important Assumptions The financial plan depends on important assumptions.00% 0. since our payroll expenses will increase substantially as it grows into new areas and faces new competition.00% 0.00% 0 Year 3 3 10. The only time it would consider holding larger stores of inventory is if there was some catastrophic event that could cause a dramatic rise in the price of its coffees or teas. but it doesn't anticipate anything higher than 46%.00% 9.00% 0 7. The growth in sales exceeds 250% each year. The key underlying assumptions are: • • • The Daily Perc assumes a slow-growth economy. The projections for inventory turnover show that TDP will maintain a relatively stable amount of inventory in its headquarters warehouse so that it has no less than two weeks of inventory on hand.

0 7.457 15.0 9.0 3.3 Break-even Analysis To arrive at the average monthly fixed costs. TDP concludes that we will need to sell at least the number of units shown in the following table and chart to reach break-even each month. Table: Break-even Analysis Break-even Analysis Monthly Units Break-even Monthly Revenue Break-even Assumptions: Average Per-Unit Revenue Average Per-Unit Variable Cost Estimated Monthly Fixed Cost $1. The Daily Perc calculated the fixed costs for the Drive-thru.0 0. Using the average price per unit. divided into the fixed costs of operation.817 $29.0 2.The Daily Perc Chart: Benchmarks Benchmarks 11.0 10.0 5.580 Page 25 .0 6.0 8.87 $0. less the average cost per unit.0 1.0 Sales Gross Margin% Operating Expenses Inventory Turnover Year 1 Year 2 Year 3 7.64 $19.0 4.

equipment leases.000) 0 3000 6000 9000 12000 15000 18000 21000 24000 27000 30000 33000 7. Aside from production costs of 60%. outside of production.5% in the second year to just 15. Although operating expenses double in the second year. but it is down from 23% in the first year and 18. increase in production costs. which include actual production of product and commissions for sales efforts. Several expenses take substantial jumps this year--advertising increases and donations increase as well--and TDP will be adding several key management team members. The third year is when The Daily Perc has the opportunity to break into markets outside the metropolitan area.The Daily Perc Chart: Break-even Analysis Break-even Analysis $20. as well as those for increased equipment leases and rents.000 $12. and the payroll burden for all employees.000) ($12.000) ($16. and help improve Gross Profit Margin. This loss will provide TDP with a tax loss carry-forward for the second year. totaling 23% of sales. In that same year. G&A includes expenses for rents. which will drive sales. utilities. due to the addition of two more Drive-thrus and two more Mobile Cafes. is still G&A costs.4 Projected Profit and Loss The Daily Perc is expecting some dramatic growth in the next three years. The Daily Perc will be able to realize a Net After-tax profit. Page 26 . Expenses during the first year will.000) ($8. leaving a respectable Net After-tax profit. TDP will make substantial charitable contributions. TDP will see nine additional Drive-thru facilities open in the third year.000 $4.000 $8.02%. raise our operating expenses. reaching healthy sales and Gross Profit Margin by the end of the first year. however leave a Net After-tax loss.000 $16.000 $0 ($4. These increases. The single largest expense sector in the third year. the single largest expenditures in the first year are in the general and administrative (G&A) area. Sales increase by nearly 400% in the second year.

010 $1.000 $2.000 $1.000 $4.267 39.000 $2.000 $303.689 $474.425.23% Page 27 .413.000 $0 $196.000 $0 $92.000 $22.88% $558.743 15.095 $18.43% $185.967 6.700.56% Year 2 $2.250 $90.267 $220.05% $106.100.400.908 $0 $434.346 45.800.350 $646.348.332 $26.000 $1.02% $0 $18.776 39.570 $16.000 $36.500 $0 $21.874 $1.298.344 $3.050 $35.000 $15.043 $190.724.000 $900.000 $19.000 $15.50% $156.640 $12.800 $32.620 $50.000 $1.900 $732.638 $0 $904.689 7.000 $300.910 $6.000 $0 Year 1 Year 2 Year 3 Table: Profit and Loss Pro Forma Profit and Loss Year 1 Sales Direct Cost of Sales Production Payroll Sales Commissions Total Cost of Sales Gross Margin Gross Margin % Operating Expenses Sales and Marketing Expenses Sales and Marketing Payroll Advertising/Promotion Website Travel Donations Total Sales and Marketing Expenses Sales and Marketing % General and Administrative Expenses General and Administrative Payroll Sales and Marketing and Other Expenses Depreciation Leased Offices and Equipment Utilities Insurance Rent Payroll Taxes Other General and Administrative Expenses Total General and Administrative Expenses General and Administrative % $31.800 $36.200.000 $180.783.332 4.356 $0 $128.72% $22.82% Year 3 $6.022.467 $150.651 23.400 $126.634 $935.500.234 $1.The Daily Perc Chart: Gross Margin Yearly Gross Margin Yearly $2.416 $337.000 $41.100 $63.604 $2.785 $0 $9.000 $1.000 $600.638 18.950 $1.000 $72.910 $126.977 $144.000 $7.000 $3.500 $70.

88% $1.000 4.639 $0 $217.000 4.078 $16.The Daily Perc Other Expenses: Other Payroll Consultants Legal/Accounting/Consultants Total Other Expenses Other % Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales $66.000 $0 $36.707) $9.500 $78.24% $258.09% $681.605 $253.023 9.010 $77.572 $36.915 $1.000 $0 $12.483 ($12.000 $3.17% $72.000) ($6.000 $0 ($3.247.165 $0 ($28.673.000) Month 1 Month 3 Month 5 Month 7 Month 9 Month 11 Month 2 Month 4 Month 6 Month 8 Month 10 Month 12 Page 28 .17% Chart: Profit Monthly Profit Monthly $9.500 14.000 $294.872) -5.431 $1.000 $6.000 $0 $24.102 $0 $973.000) ($12.050.812 16.662 $346.07% $233.000 $96.000) ($9.

as in any business.000 $8. After the initial investment and start-up costs are Page 29 .000 $4.000 $32.000 $0 Year 1 Year 2 Year 3 Chart: Gross Margin Monthly Gross Margin Monthly $40.000 $16.000 $36.000 $600. but The Daily Perc is also the beneficiary of operating a cash business.The Daily Perc Chart: Profit Yearly Profit Yearly $1.000 $200.000 $28.5 Projected Cash Flow Cash flow will have to be carefully monitored.000 $24.000.000 $800.000 $0 Month 1 Month 3 Month 5 Month 7 Month 9 Month 11 Month 2 Month 4 Month 6 Month 8 Month 10 Month 12 7.000 $20.000 $12.000 $400.

942 Year 3 $558.050 $1.506 Year 1 $0 $0 $0 $253. Again. HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance $0 $1.315 $242.316.540.622 $0 $2.022.500 $0 $26.992 $0 $0 $0 $6.250 $2.602.348.900 $2.870 Year 2 $0 $0 $0 $729. the business will become relatively self-sustaining.191 $515. which would include operating capital.993 $0 $6. since TDP will be experiencing the cost of second drive thru and mobile unit start-up.308 $0 $0 $0 $181. March and May are the greatest cash drains.000 $0 $27.641 $528.The Daily Perc covered.950 $6. With the exception of seasonal dips. HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax.673 $0 $5.069 $2.043 $2. The Daily Perc anticipates no cash flow shortfalls for the first year or beyond.356.950 Year 2 Year 3 Page 30 .384 $4.000 $0 $50.374 $273.119 $2. through changes in the menu items.565 $846.752.043 $558.000 $0 $429.469 $0 $191.082.122 $29.236.970 $0 $0 $0 $2.850 $0 $735.900 $6.022. Table: Cash Flow Pro Forma Cash Flow Year 1 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax.880.904.000 $0 $1.301 $436.700 $0 $2.819 $62.348.051 $91.024. which TDP has attempted to account for. Assuming an initial investment and financing.463 $0 $0 $0 $739.058 $4. VAT. TDP sees heavier than normal drains of cash in December and January. VAT. as there will be certain accounts payable coming due.

673 $134.402 $500 $0 $323.6 Projected Balance Sheet The Daily Perc's projected balance sheet shows an increase in net worth in 2004.246 Year 1 $752. at which point it expects to be making 11.721 Year 3 $29.781 $91.The Daily Perc Chart: Cash Cash $40.000 Net Cash Flow Cash Balance $10.568 7.499 $528.500 $0 $248.000 $30.000 $0 ($10.500 $0 $106.790 $1.315 $328.159 $0 $64. With the present financial projections.950 $114.000 $20. TDP expects to build a company with strong profit potential.754 Year 2 $2.109.153 $2.826 $0 $226.799.250 $21.943 $310.622 $35.465 $366.655. Table: Balance Sheet Pro Forma Balance Sheet Year 2 Year 3 Page 31 .253 $0 $856.96% after-tax profit on sales. using the excess cash for continued growth.785 $301.240 $5.724 $7.000) Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Year 1 Assets Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities $49.255 $864.695 $638. The Daily Perc has no intention of paying out dividends before the end of the third year. and a solid balance sheet that will be asset heavy and flush with cash at the end of the third year.

651 $248.628 $366.37% 44.29% 27.31% 80.394 $343.872) $22.770) ($28.00% 32. Comparing the ratios in the third year with the industry. healthy growth.270 ($173.270 $14.00% 17.642) $217.82% -127. Eating Places.52 93.381 $973.42% Industry Profile 7.754 $239.104 $225.70% 9.812 $1.18% 15.00% 15.442.15% 1.30% 100.28% 100.651 $864.270 ($202.00% 26.37% 72.60% Page 32 .00% 32.25% 67. The Drive Thru and Mobile business model is lean thus allowing for increase return ratio and providing a lower Net Worth.00% 60.82 72.81% 100.00% 12.31% 100.213. are shown for comparison.60% -7.36% 0.902 $1. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5812.00% 39.44 2.56% 25.618 $225.74% 3.23% 29.50% 39.60% 0.356 $1.70% 56.45% 100.a.03 0.65 61.63% 1. The ratios show a plan for balanced.740 $513.7 Business Ratios Standard business ratios are included in the following table.92% Year 3 156.463 $2.224 $286.50% 61.53% 10.628 $111.20% 17.82% 6.60% 35.62% 78. General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios 1.364 $625.31% 45.721 $1.60% 43. TDP's return on net worth and net worth number differ from the Industry Profile due to the lack of overhead when compared to a typical walk-in cafe.70% 28.10% Year 2 3.30% 100.71% 12.20% 0.463 7.29% 90.88% Year 1 2.25% 36.59% 0.The Daily Perc Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth $57.19% 73.246 $22. Table: Ratios Ratio Analysis Year 1 Sales Growth Percent of Total Assets Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth Percent of Sales Sales Gross Margin Selling.70% 4.56% 44.20% 38.12 54.213.98 0. this pro-forma plan appears to be within an acceptable difference margin.92% 59.193.80% n.75% 100.20% 93.94% 54.23% -2.69% 82.655.20% 1.00% 39.00% 45.82% 30.67% Year 3 0. The Daily Perc's position within the industry is typical for a heavy growth startup company. Year 2 320.80% 100.00% 9.13 0.80% 3.258 $225.023 $239.69% 3.

This will make TDP an attractive target for buyout.02 6.27 n.17 22 2.17 2.a n.25% n. Wendy's.The Daily Perc Net Profit Margin Return on Equity Activity Ratios Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab. the value of franchising a great idea cannot be dismissed.52 8.19 0. Scenario One: The Daily Perc becomes extremely successful and has requests from other communities for Daily Perc operations to be opened there. Scenario Two: The Daily Perc chooses to become the Drive-thru version of Starbucks. obtaining several million dollars through an initial public or private offering that would allow the company to open twenty to thirty facilities per year in the region of the country between the mountain ranges.00 0. Burger King. to Liab.666 13. causing a potential for a drain on revenues and a dramatic increase in advertising expenditures to maintain market share.18 1.a 0. The danger in this is that competitors would rise up and establish a foothold on a community before--or in the midst of--the arrival of The Daily Perc.a n.a 7.a 15.61 0.79 $114.70 12.24% 90.a n. in both major and small metropolitan communities.82 9.a n.62 12. and Taco Bell. When one looks at the wealth that has been created by the likes of McDonald's. and be destroyed by one or two franchisees who fail to deliver the consistency or value on which the founding company had built its reputation. such as Starbucks or Quikava. Kentucky Fried Chicken.a $7. will have seen the press and realized the value proposition in The Daily Perc's business plan.60% 9.96 0.66 0. Knowing these risks--and planning for them--gives TDP the edge needed to make this scenario work.557 -0.17% 80. take years to develop. It can be assumed that competitors.8 Exit Strategy There are three scenarios for the investors and management to recover their investment--two with significant returns on each dollar invested.a n. developing a franchise can be extremely costly. This is the preferred Exit Strategy of the Management Team. Page 33 .00 0.17 n.a n.a 7.a n. However.66 16% 0.17 21 2.a n. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout -5.12 4. This opens the door for franchising opportunity.00 n. Scenario Three: By the third year.56% 16. The company could be purchased by a much larger competitive concern by the end of the third year. the growth and community support for The Daily Perc will have made the news in more than just the metropolitan area.72 7.a n.17% -127.52 24.44 9% 2.760 6.63 n.49 27 1.19 0.80 0.92 $607.a n.37 13% 0.

any buyout will most likely involve a cash/stock combination. and assuming that all 250 units of ownership in TDP are distributed to investors. Cash Balances and Earnings.000 units. Assuming the capital acquisition described in this plan is completed. it will be necessary to authorize a stock split of.000 units with a market value of $3.500. the management team prefers Scenario #2.5 million. constituting 100% of the authorized and issued units. since the buying company would pay a higher price and the transaction would not have such severe tax consequences to the sellers. Page 34 .000 units.250.812. but to make an offering available. perhaps 5. such companies are trading in multiples of 20 to 30 times earnings.250. By authorizing an additional 750.000. Using the balance sheet for the third year.000 to one. For purposes on future fundraising. that constitutes a Return on Investment of 705% over the three years.75 per share. each of the new units would have a market value of $6/unit.The Daily Perc Taking a conservative approach to valuation and estimating that The Daily Perc would be valued at $7.500 in expansion capital. A cash/stock buyout would be favorable.000 shares at the price of $3. At present.75 per unit. With a corporate valuation of $7. and it is simple mathematics to multiply the success of TDP by the number of commuter heavy metropolitan areas in the United States. By offering the 750. which estimates Net Worth. turning the current 250 units into 1. The same numbers would relate to a public or private offering as are used in Scenario #3. which would be sufficient to open locations in an additional three to five cities. Conclusion: Of the three scenarios. there will be 250 units of the company in the hands of investors. However. With each unit selling at $4.000. TDP would raise an additional $2. there would be a total of 2. a cash purchase of TDP would net each unit $30. it is not unrealistic to put a market value of $15 million to $25 million on the company.000. there would be a dilution of shares that would provide additional shares for sale to the new investors. based on 13 Drive-thrus and four Mobile Cafes.

85 $2.85 $1.85 $1.85 $1.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Month 2 $1.85 $1.85 $1.45 $10. & #10 Drive-thrus #11.85 $1. & #10 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $32.769 $0 $0 $0 $0 $0 $0 $42.85 $1.85 $1.375 $0 $0 $0 $0 $0 $0 $42.637 $0 $0 $0 $0 $0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Month 1 $1.45 $2.00 23.989 0 0 0 0 0 0 0 0 0 0 0 0 22.85 $2.00 24.85 $2.85 $2.989 23.85 $1.45 $2.85 $1.85 $2.000 0 0 0 0 49.85 $1.85 $2.45 $2.047 0 0 0 0 0 0 0 0 0 0 0 0 23.45 $2.00 23.85 $1.85 $1.45 $2.45 $2.45 $2.85 $1.85 $2.85 $1.45 $2.85 $1.85 $1.45 $10.45 $10.85 $1.85 $1.199 Month 6 $1.45 $2.85 $1.85 $1.85 $1.00 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Page 1 .85 $1.85 $1.85 $1.85 $1.45 $2. #9.85 $1.85 $1.85 $1.45 $2.00 17.85 $1.00 23.85 $1.45 $2.85 $1.85 $1.85 $1.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Month 3 $1. #9.85 $1.45 $10.45 $2.637 $40.00 22.85 $1.942 Month 11 $1.45 $2.45 $10.85 $1.769 $32.047 0 0 0 0 0 0 5.85 $2.45 $2.85 $1.85 $1.85 $1.85 $1.85 $1.85 $1.45 $10.699 Month 9 $1.85 $1.45 $10.85 $1.00 22.047 0 0 0 0 0 0 0 0 0 0 0 46.85 $1.85 $1.85 $1.85 $1.85 $1.45 $2.85 $1.45 $2.45 $10.85 $1.989 Month 7 $1. #9.45 $2.530 $0 $0 $0 $0 $0 $0 $42.375 $0 $0 $0 $0 $0 $42.85 $1.895 0 0 0 0 0 0 5.45 $2.45 $2.85 $2.199 17.530 $42.85 $1.45 $2.45 $2.45 $2.895 23.45 $2.85 $1.85 $1.45 $10. #12.85 $1.45 $10.85 $1.85 $1.85 $1.85 $1.85 $1.000 0 0 0 0 49.85 $1.85 $1.85 $1.45 $10.85 $1.85 $1.45 $2.45 $2.85 $1.500 0 0 0 0 0 0 0 0 0 0 0 0 17.85 $1.85 $1.199 0 0 0 0 0 0 0 0 0 0 0 0 24.85 $1.85 $1.45 $2.942 Month 12 $1.45 $2.85 $1.85 $1. & #10 Drive-thrus #11.Appendix Table: Sales Forecast Sales Forecast Month 1 Unit Sales Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.85 $2.00 24.047 0 0 0 0 0 0 0 0 0 0 0 0 23.45 $2.85 $1.505 $0 $0 $0 $0 $0 $40.85 $1.85 $1.505 $42.500 0 0 0 0 0 0 0 0 0 0 0 41.637 $0 $0 $0 $0 $0 $0 $44.85 $1.45 $2.637 $0 $0 $0 $0 $0 $42. #12.85 $2.45 $2.85 $1.45 $2.85 $1.45 $2.047 21.85 $2.047 Month 8 $1.45 $2.500 Month 4 $1.85 $1.85 $1. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Total Unit Sales Unit Prices Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.047 Month 5 $1.45 $2.85 $1.45 $2. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Sales Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.036 Month 10 $1.637 $0 $0 $0 $0 $0 $0 $44.45 $10.85 $1.00 21.

64 $0.200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26.64 $0.64 $0.64 $0.64 $0.200 $0 $0 $0 $0 $31.64 $0.50 $0 $0 $0 $0 $0 $0 $42.963 $14.64 $0.64 $0.64 $0.64 $0.200 $0 $0 $0 $0 $31.64 $0.64 $0.64 $0.013 $0 $0 $0 $0 $0 $0 $3.64 $6.64 $6.64 $0.64 $0.64 $0. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Direct Cost of Sales Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.64 $0.64 $0.64 $0.688 $14. & #10 Drive-thrus #11.167 Month 10 $0.64 $0.64 $0.64 $0.50 $0 $0 $0 $0 $0 $0 $0 Month 2 $0.64 $0.64 $0.64 $0.64 $6.64 $6.64 $0.64 $0.64 $0.64 $0. #9.250 $0 $0 $0 $0 $95.00% 0.50 $0 $0 $0 $0 $0 $0 $42.64 $0.64 $0.64 $0.00% 0. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Total Sales Direct Unit Costs Drive-thru #1 Drive-thru #2 Drive-thru #3 Drive-thru #4 Drive-thru #5 Drive-thrus #6 & #7 Drive-thrus #8.64 $0.64 $0.64 $0.64 $0.463 $14.64 $0.64 $0. #12.64 $0.64 $0.64 $0.64 $0.64 $0.00% 0.144 Month 9 $0.64 $0.64 $0. & #10 Drive-thrus #11.713 $14.64 $0.00% 0.750 $15.488 $11.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $6. #12.64 $0.64 $0.50 $0 $12.64 $6.64 $0.64 $6.64 $0.750 $0 $0 $0 $0 $0 $0 $3.64 $0.64 $0.250 $0 $0 $0 $0 $95.64 $0.64 $0.50 Page 2 .64 $0.200 $14.00% 0.64 $0.64 $0.013 $14.64 $0.64 $0.64 $0.64 $0.64 $0.50 $0 $0 $0 $0 $0 $0 $0 Month 3 $0. & #13 Mobile Cafe #1 Mobile Cafe #2 Mobile Cafe #3 Mobile Cafe #4 Website Sales/Premium Items Subtotal Direct Cost of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.769 Month 6 $0.392 Month 12 $0.64 $0.50 $0 $0 $0 $0 $0 $0 $32.64 $0.50 $0 $0 $0 $0 $0 $0 $77.750 $14.00% $0 $0 $0 $0 $0 $0 $0 Month 1 $0.64 $0.00% 0.64 $0.64 $0.64 $0.64 $6.64 $0.488 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15.64 $0.64 $0.637 Month 8 $0.375 Month 4 $0.64 $0. #9.64 $0.637 Month 5 $0.64 $0.64 $0.713 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14.64 $6.64 $0.64 $0.64 $0.488 $14.64 $0.64 $0.00% 0.00% 0.64 $0.64 $6.392 Month 11 $0.64 $0.64 $0.64 $0.Appendix Drive-thrus #11.50 $0 $12.750 $15.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.50 $0 $0 $0 $0 $0 $0 $44.64 $0.64 $0.64 $6.64 $0. #12.64 $0.64 $0.64 $0.750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29.64 $0.64 $0.64 $0.64 $0.00% 0.50 $0 $0 $0 $0 $0 $0 $85.200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11.64 $0.64 $0.530 Month 7 $0.750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14.64 $0.50 $0 $0 $0 $0 $0 $0 $42.64 $0.00% 0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.64 $0.00% 0.713 $14.00% 0.963 0.64 $0.64 $0.64 $0.64 $6.750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14.

500 $0 $0 $0 $5.500 1 $5.500 1 $5.500 $0 $0 $0 $3.500 11 $28.800 $0 $0 $0 $9.500 $19.500 $3.500 $5.700 $0 $0 $25.500 $0 $0 $0 $5.000 Page 3 .500 $0 $0 $0 $3.700 $21.500 $0 $0 $0 $5.850 $0 $0 $0 $10.500 $3.800 $5.700 $0 $0 $26.900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10.500 6 $18.500 6 $18.500 $0 $0 $0 $5.700 $21.750 $0 $0 $0 $1.750 $3.050 $5.700 $4.500 5 $16.000 $3.400 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1.624 $21.500 $0 $0 $0 $5.500 11 $30.500 $0 $0 $0 $3.500 $3.750 $1.000 $4.500 $0 $0 $0 $5.500 $0 $0 $0 $5.500 $0 $0 $0 $10.500 $0 $0 $0 $5.500 $5.800 $0 $0 $0 $9.100 $5.200 $5.500 6 $17.500 $10.500 6 $19.500 $0 $0 $7.500 15 $38.500 $0 $0 $0 $5.Appendix Table: Personnel Personnel Plan Month 1 Production Personnel Drive-thru Team Mobile Cafe Team Equipment Care Specialist (Headquarters) Other Subtotal Sales and Marketing Personnel District Manager (Four Drive-thrus) Corporate Events Sales Exec Director of Marketing Other Subtotal General and Administrative Personnel Bookkeeper/Office Administrator Warehouse/Site Manager Inventory Clerk Other Subtotal Other Personnel Chief Operating Officer Chief Financial Officer Chief Information Officer Other Subtotal Total People Total Payroll $5.800 $10.500 1 $5.500 $0 $0 $0 $3.700 $5.500 $0 $0 $0 $5.850 $9.624 $5.800 $9.700 $0 $0 $0 $21.500 $3.500 $0 $0 $7.000 $5.500 $5.500 $0 $0 $0 $10.750 $0 $0 $0 $1.500 $0 $0 $0 $5.624 $0 $0 $0 $19.500 $3.500 $3.500 15 $38.500 $5.500 $0 $0 $0 $5.

00% 0 Month 5 5 10.00% 9.00% 0 Month 8 8 10.Appendix Table: General Assumptions General Assumptions Month 1 Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other 1 10.00% 0.00% 9.00% 0.00% 0.00% 0.00% 9.00% 0.00% 0 Month 9 9 10.00% 9.00% 9.00% 0.00% 9.00% 0 Month 3 3 10.00% 0.00% 9.00% 0.00% 9.00% 0 Month 11 11 10.00% 9.00% 9.00% 0 Month 4 4 10.00% 9.00% 0 Month 10 10 10.00% 0.00% 0 Month 2 2 10.00% 0 Page 4 .00% 0.00% 0 Month 12 12 10.00% 0 Month 6 6 10.00% 0 Month 7 7 10.00% 0.00% 0.00% 9.

00% Month 2 $0 $0 $0 $0 $0 $0 0.675 32.800 $0 $25.81% Month 12 $95.558 $0 $9.850 $0 $1.00% Month 4 $32.200 $2.416 $3.200 $2.513 $18.294 $0 $15.78% Month 9 $77.400 $0 $7.850 $0 $1.481 43.750 $10.463 $21.00% $0 $0 $1.47% $0 $2.037 39.700 $10.715 $0 $9.497 26.222 22.713 $9.071 $36.321 38.000 $0 $3.000 $0 $3.050 $1.00% $0 $0 $0 $0 $0 $0 0.250 20.605 $0 $15.637 $14.00% $0 $0 $310 $0 $0 $0 $0 $825 $0 $1.100 4.004 39.257 $1.000 $0 $1.100 4.600 $17.700 $708 $58.050 $1.392 $31.49% $0 $2.000 $1.392 $31.257 $2.565 $0 $800 $1.500 $0 $2.135 0.200 $2.832 39.94% $0 $2.200 $10.387 40.100 4.407 22.100 6.69% $0 $2.257 $2.016 5.000 $100 $1.371 $37.820 $0 $1.500 $0 $2.200 $2.100 6.00% Month 3 $0 $0 $0 $0 $0 $0 0.96% Month 6 $44.000 $100 $0 $0 $2.000 $100 $0 $0 $2.700 $0 $51.287 22.400 $4.96% $3.321 19.400 $5.02% $0 $2.00% $0 $0 $310 $0 $700 $1.500 $0 $25.92% $0 $2.163 $34.000 $0 $3.93% Month 11 $95.250 $17.530 $14.392 26.500 $0 $1.820 $0 $1.26% $0 $0 $0 $0 $0 $0 $0 $825 $0 $825 0.200 $2.488 $9.021 38.565 $0 $1.100 0.730 $0 $21.292 0.632 18.Appendix Table: Profit and Loss Pro Forma Profit and Loss Month 1 Sales Direct Cost of Sales Production Payroll Sales Commissions Total Cost of Sales Gross Margin Gross Margin % Operating Expenses Sales and Marketing Expenses Sales and Marketing Payroll Advertising/Promotion Website Travel Donations Total Sales and Marketing Expenses Sales and Marketing % General and Administrative Expenses General and Administrative Payroll Sales and Marketing and Other Expenses Depreciation Leased Offices and Equipment Utilities Insurance Rent Payroll Taxes Other General and Administrative Expenses Total General and Administrative Expenses General and Administrative % 15% $0 $0 $0 $0 $0 $0 0.36% Month 8 $42.144 $26.375 $11.565 $0 $1.100 4.000 $100 $0 $0 $2.500 $0 $21.688 $19.08% $0 $0 $0 $0 $0 $0 0.000 $0 $3.257 $1.000 $100 $0 $0 $2.050 $1.050 $1.52% Month 7 $42.43% Page 5 .565 $0 $920 $1.32% $7.750 $0 $1.93% $0 $2.392 22.000 $100 $0 $0 $2.312 $30.257 $1.257 $1.000 $100 $1.516 3.97% Month 5 $42.400 $5.93% $0 $2.050 $1.750 $10.925 $0 $11.800 $0 $24.97% Month 10 $85.35% $7.565 $0 $920 $1.000 $100 $1.916 $5.963 $26.050 $1.288 $19.257 $2.750 $0 $1.00% $0 $2.000 $100 $0 $1.86% $3.400 $708 $59.79% $3.257 $1.769 $15.257 $1.06% $1.400 $4.835 $0 $21.850 $0 $25.167 $29.31% $1.00% $0 $0 $100 $1.100 2.200 $825 $0 $4.017 42.963 $25.66% $3.624 $0 $46.637 $14.257 $2.500 $0 $1.820 $0 $11.

75% $5.500 $0 $1.500 $0 $1.05% $5.635) ($7.24% $18.500 15.825) ($7.87% $5.912 $8.000 $6.019 $0 ($6.500 $0 $1.019 $0 ($388) -0.732 $1.007 ($970) $595 $1.500 7.Appendix Other Expenses: Other Payroll Consultants Legal/Accounting/Consulta nts Total Other Expenses Other % Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales $5.994) -7.24% $20.500 $7.436 3.00% $5.166) -19.070 9.145) $1.500 $0 $1.156 5.950) 0.018 $0 ($8.81% $32.500 20.000 $6.582) $1.975) ($410) $1.00% $5.000 $6.000 $6.730) -8.653) 0.000 $6.019 $0 ($2.000 $6.04% $5.00% $7.500 6.500 0.892) ($11.197 $1.000 $6.718 $9.43% $24.147) ($3.500 $0 $1.67% $5.710) ($1.263 $2.500 $0 $1.992 ($1.39% $5.042 $0 ($8.822 ($5.48% $5.500 $0 $1.28% $19.210 $0 $1.00% $7.582) $1.26% Page 6 .60% $5.303 $5.52% $18.000 $6.000 0.850 $632 $2.825 ($7.867) 0.500 14.000 $6.500 0.00% $11.000 $6.500 $0 $1.058 $0 ($12.921 $5.500 15.00% $5.592 $1.500 $0 $1.413 $7.500 8.990) -4.63% $24.635 ($7.08% $15.702 $0 $8.500 15.019 $0 ($3.772 $12.019 $0 ($1.203 1.000 $6.500 6.282 $0 $3.908 $3.325) $1.81% $31.500 $0 $1.892 ($11.568 $2.500 $0 $1.232 $9.825) $1.500 $0 $1.097 ($2.756 $0 $4.

842 $28.500 $112 $5.637 $44.521) $0 $0 $0 $0 $0 $0 $0 $43.471 $0 $0 $0 $100.342 $43.769 $44.328 Month 9 $0 $0 $0 $0 $0 $0 $0 $85. HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax.392 Month 12 $0 $0 $0 $0 $0 $0 $32.987 $8.400 $0 $160.107 $38.530 $42.981 $0 $0 $0 $0 $0 $0 $0 $28.500 $24.392 $95.986 ($5.615 $91.205) $0 $0 $0 $0 $0 $105.167 Month 10 $0 $0 $0 $77.130 $14.144 $77.000 $0 $8.507 $0 $0 $0 $0 $0 $0 $0 $34.515 0.320 $54.112 ($8.637 $42.637 Month 8 $0 $0 $0 $98.407 $85.050 $17.Appendix Table: Cash Flow Pro Forma Cash Flow Month 1 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax.769 $18.612 $5.900 $52.965) $0 $0 $0 $0 $0 $0 $0 $8.637 $77.300 $0 $0 $0 $5.394 $3.167 $95.500 $0 $0 $0 $8.030 $28.251 $46.979 $0 $0 $0 $173.769 $10.719 $34.392 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Page 7 . HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow $0 $0 $0 $2.144 $85.965 ($11.375 Month 4 $0 $0 $0 $0 $0 $0 $0 $42.166 $0 $0 $0 $28.500 $2.842 ($1.530 $42.323 ($7.167 $85.624 $26.800 $27.769 Month 6 $0 $0 $0 $0 $0 $0 $0 $42.344 $14.031 $38.000 $7.112) $0 $0 $0 $3.051 $19.530 Month 7 $0 $0 $0 $0 $0 $0 $0 $42.00% $0 $0 $0 $0 $0 $0 $0 $0 Month 1 $0 $0 $0 $0 $0 $0 $0 $0 Month 2 $0 $0 $0 $5.187) $0 $0 $0 $5.371 Month 11 $0 $0 $0 $0 $0 $0 $0 $95.130 $17.637 $42.849 $5.984 $0 $0 $0 $7. VAT.000 $0 $0 $0 $0 $0 $0 $0 $46. VAT.375 $32.769 $42.184 $0 $0 $0 $175.228 $23.487 $16.116 $0 $0 $0 $11.228 $18.637 Month 5 $0 $0 $0 $0 $0 $0 $0 $44.100 $10.831 $85.390 $0 $1.156) $0 $500 $0 $0 $0 $86.392 $95.300 Month 3 $0 $0 $0 $0 $0 $0 $0 $32.051 ($3.700 $54.944 $30.216 $0 $0 $0 $92.594) $5.487 ($3.981 $1.500 $3.349 $8.200 $46.392 $95.450 $0 $171.375 $42.

000 $0 $37.159 $0 $70.250 $17.236 $6.486 $173.265 $225.826 $32.650 $164.236 $35.533 $225.762 $52.918 $161.760 $27.400 $0 $131.102 $285.416 $225.599 Month 5 $131.216 $29.989 $288.982 $29.873 Month 9 $236.77 0) ($17.270 ($173.725 $225.000 $0 $12.788 Month 1 $131.807 $9.270 ($173.637) $14.270 ($173.400 $6.000 $131.863 $16.270 ($173.400 $0 $131.749 $9.030 $168.907 $9.400 $5.599 $12.270 ($173.77 0) ($38.512 Month 2 $131.400 $8.500 $17.075) $21.014) $12.255 $9.203 $16.497 $9.492 $167.236 $6.203 $25.749 $125.500 $0 $57.246 $22.232 $14.415 $225.270 ($173.690 Month 11 $323.410 $0 $66.084 $146.270 ($173.215 $159.422 $2.955 $165.980 $6.77 0) ($8.217 $23.400 $183.880 $124.470) $21.451 $125.622 Table: Balance Sheet Pro Forma Balance Sheet Month 1 Assets Starting Balances Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth $0 $9.951 $17.000 $0 $18.225 $0 $36.000 $0 $54.955 $225.900 $131.224 $286.949 $30.750 $127.451 $9.512 $33.000 $0 $35.724 $16.400 $620 $130.724 $17.159 $0 $64.356 $0 $70.918 $295.246 Month 12 $25.030 $9.500 $191.270 ($173.986 $225.000 $0 $33.500 $0 $59.315 $375.863 $159.017 $20.77 0) ($30.394 $343.762 $165.918 $144.315 $126.255 $128.781 Page 8 .800 $11.000 $0 $61.465 $366.800 $14.400 $225.008) $9.016 Month 3 $131.090 $171.441 $9.807 $125.962 $225.425 $375.918 $158.270 ($173.076 $216.800 $0 $30.785 $301.000 $0 $52.626) $12.582) $9.918 $151.270 ($173.000 $0 $15.486 $23.633 $2.900 $51.826 $35.270 ($173.511) $17.236 $35.185 $129.998 $40.998 $16.000 $0 $11.387 $25.845 $12.359 $225.388 $5.185 $0 $43.77 0) ($30.400 $310 $131.388 $5.492 $24.989 $50.900 $141.178 Month 8 $236.724 $30.738) $5.085 $222.633 $183.853 $9.788 $42.338 $33.690 $21.400 $191.982 $33.724 $27.520 $167.77 0) ($41.000 $0 $32.918 $45.853 $224.388 $35.770) $0 $51.77 0) ($39.535 $295.178 $5.400 $3.270 ($173.400 $294.628 $366.618 $225.724 $7.865 $354.780 $168.872) $22.902 $9.498 $9.000 $0 $60.77 0) ($36.270 ($173.036 $0 $47.935 $305.77 0) ($42.445 $122.217 $20.907 Month 7 $131.874 $26.250 $21.980 $171.Appendix Cash Balance $17.500 $3.441 $125.223 $40.016 $21.498 $125.000 $0 $9.422 $2.886 $270.422 $35.77 0) ($33.216 $35.918 $159.784 $137.902 $131.400 $140.369 $225.77 0) ($28.375 $29.400 $2.873 $9.225 $0 $42.900 $8.497 $125.622 $35.520) $33.715 $288.076 $9.085 $173.000 $0 $25.000 $0 $40.232 Month 4 $131.951 Month 10 $323.628 $131.874 $164.425 $49.867) $42.500 $35.845 Month 6 $131.77 0) ($45.265 $225.155 $225.

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