Автор: Пользователь скрыл имя, 29 Марта 2013 в 17:44, курсовая работа
CoffeeTerra coffee house is determined to become a daily necessity for local coffee addicts, a place to dream of as you try to escape the daily stresses of life and just a comfortable place to meet your friends, to work in a calm atmosphere or to read a book, all in one. With the growing demand for high-quality gourmet coffee and great service, CoffeeTerra will capitalize on its proximity to the range of universities (Timiryazev str – Abay str) to build a core group of repeat customers. CoffeeTerra will offer its customers the best prepared coffee in the area that will be complimented with pastries, business lunches, light food , as well as free books, wi-fi (with free using of computers) that its patrons can use to enjoy their visit.
However, because of the investors' other commitments they will not be involved into the daily management decisions at CoffeeTerra. A professional manager ($12,000/yr) will be hired who will oversee all the coffee house operations. Two full-time cookers ($9,000/yr each) will be in charge of coffee preparation. Four more part-time employees will be hired to fulfill the staffing needs. In the second and third year of operation one more part-time employee will be hired to handle the increased sales volume.
6.1 Management Team
A full-time manager will be hired to oversee the daily operations at CoffeeTerra. The candidate (who's name is withheld due to his current employment commitment) has had three years of managerial experience in the definitely industry in Almaty. This person's responsibilities will include managing the staff, ordering inventory, dealing with suppliers, developing a marketing strategy and perform other daily managerial duties. We believe that our candidate has the right experience for this role. A profit-sharing arrangement for the manager may be considered based on the first year operational results.
6.2 Management Team Gaps
Despite the owners' and manager's experience in the definitely industry, the company will retain the consulting services of DAMU, the consultants who have helped to develop the business idea for CoffeeTerra. This fund is created by the Government to help new entrepreneurs by consulting services. Consultants of the fund will be primarily used for market research, customer satisfaction surveys and to provide additional input into the evaluation of the new business opportunities.
6.3 Personnel Plan
The table below outlines the personnel needs of CoffeeTerra coffee house.
Personnel Plan | |||
Year 1 |
Year 2 |
Year 3 | |
Manager |
$12,000 |
$14,400 |
$18,000 |
Cookers |
$18,000 |
$21,000 |
$24,600 |
Employees |
$39,600 |
$45,000 |
$53,000 |
Total People |
7 |
8 |
8 |
Total Payroll |
$69,600 |
$80,400 |
$95,600 |
CoffeeTerra will capitalize on the strong demand for high-quality gourmet coffee. The owners have provided the company with sufficient start-up capital. With successful management aimed at establishing and growing a loyal customer base, the company will see its net worth doubling in two years.
7.1 Important Assumptions
General Assumptions | |||
Year 1 |
Year 2 |
Year 3 | |
Plan Month |
1 |
2 |
3 |
Current Interest Rate |
5 – 7 % |
5 – 7 % |
5 – 7 % |
Long-term Interest Rate |
10% |
10% |
10% |
Tax Rate (CIT) |
20% |
20% |
20% |
Other |
0 |
0 |
0 |
CoffeeTerrra Coffee House, LLC | |||
Statement of Cash Flows | |||
For the year ended 31 / 12 / 2011 | |||
Cash flow from operating activities |
|||
Receipts from customers |
$ 61500 | ||
Payments to suppliers |
- $ 4000 | ||
Payments to employees |
- $ 10000 | ||
Interest payments |
- 0 | ||
Interest received |
0 | ||
Social tax (10% - from wage bill) |
| ||
Accumulative pension fund (10%) |
| ||
IIT (10% - |
| ||
CIT (20%) |
| ||
Net cash flow from operating activities |
$ 33063 | ||
Cash flow from investing activities |
|||
Purchases of equipment |
- 0 | ||
Purchases of property |
- 0 | ||
Proceeds from sale of equipment |
0 | ||
Proceeds from sale of property |
0 | ||
Net cash flow from investing activities |
Total of above figures | ||
Cash flow from financing activities |
|||
Proceeds from borrowings |
$ 0 | ||
Payments of borrowings (repayment of principal) |
- $ 7950 | ||
Investment into business |
0 | ||
Drawings from business investment |
- 0 | ||
Net cash flow from financing activities |
$(7950) | ||
Net increase (decrease) in cash held |
$25113 | ||
Cash at beginning of period |
$6756 | ||
Cash at end of period |
$18357 | ||
7.3 Break-even Analysis
Original Investment $ 80000 |
|
Investment Start Date 01.12.2011 |
Returned Value $108000 |
| ||||||
INCOME FROM SALES OR SERVICES |
AMOUNTS |
% | ||||
Gross Income From Sales or Service |
61500 |
|||||
Less: Returns and Allowances |
||||||
|
61500 |
|||||
COST OF SALES |
||||||
Inventory – Beginning of Period |
6800 |
|||||
Purchases |
||||||
Labor |
||||||
Materials and Supplies |
4000 |
|||||
Freight-in |
||||||
Deduct Inventory – End of Period |
||||||
Total Cost of Sales >>>>>>>>>> |
11800 |
|||||
|
49700 |
|||||
COST OF DOING BUSINESS |
||||||
Advertising |
3670 |
|||||
Insurance |
3000 |
|||||
All variety of Taxes |
14437 |
|||||
Rent |
10500 |
|||||
Electricity, telephone, water,internet |
1000 |
|||||
Wages |
10000 |
|||||
Total Cost Of Doing Business |
42607 |
|||||
Operating Profit Or Loss |
7093 |
|||||
| ||||||||
CASH FLOWS FROM OPERATING ACTIVITIES | ||||||||
JAN |
FEB |
MAR |
||||||
Estimated cash balance at the beginning of the period.. |
6756 |
6756 |
6756 |
|||||
Cash Sales.. |
61500 |
77000 |
85000 |
|||||
Total Inflows |
61500 |
77000 |
85000 |
|||||
Payments to suppliers.. |
4000 |
4500 |
5200 |
|||||
Payments of operating and other expenses.. |
24437 |
23957 |
27195 |
|||||
Payments on bank loans and interest.. |
7950 |
6686 |
5623 |
|||||
Total outflows |
36387 |
35143 |
38018 |
|||||
Estimated cash balance at the end of the period.. |
31869 |
48613 |
53738 |
|||||