ΠΠ½Π°Π»ΠΈΠ· ΠΈΠ½Π΄ΡΡΡΡΠΈΠΈ ΠΈ ΡΠ°Π·ΡΠ°Π±ΠΎΡΠΊΠ° Π±ΠΈΠ·Π½Π΅Ρ ΠΏΠ»Π°Π½Π° ΠΏΠΎ ΡΠΎΠ·Π΄Π°Π½ΠΈΡ ΠΌΡΠΆΡΠΊΠΎΠ³ΠΎ Π·Π°ΠΊΡΡΡΠΎΠ³ΠΎ ΠΊΠ»ΡΠ±Π°
I n the diploma paper the project on working out plan business on creation of the elite private men’s club is executed. T he marketing and financial substantiation of practicability of the organization of the elite private men’s club in Moscow is spent. The developed business is supposed: enter to the market a new conceptual club;. Creations and brand developments — elite clubAs a result… Π§ΠΈΡΠ°ΡΡ Π΅ΡΡ >
ΠΠ½Π°Π»ΠΈΠ· ΠΈΠ½Π΄ΡΡΡΡΠΈΠΈ ΠΈ ΡΠ°Π·ΡΠ°Π±ΠΎΡΠΊΠ° Π±ΠΈΠ·Π½Π΅Ρ ΠΏΠ»Π°Π½Π° ΠΏΠΎ ΡΠΎΠ·Π΄Π°Π½ΠΈΡ ΠΌΡΠΆΡΠΊΠΎΠ³ΠΎ Π·Π°ΠΊΡΡΡΠΎΠ³ΠΎ ΠΊΠ»ΡΠ±Π° (ΡΠ΅ΡΠ΅ΡΠ°Ρ, ΠΊΡΡΡΠΎΠ²Π°Ρ, Π΄ΠΈΠΏΠ»ΠΎΠΌ, ΠΊΠΎΠ½ΡΡΠΎΠ»ΡΠ½Π°Ρ)
Π‘ΠΎΠ΄Π΅ΡΠΆΠ°Π½ΠΈΠ΅
- I. ntroduction
- Chapter 1 Industry Overview
- A Industry description, background and overview
- 1. Mention that the focal company is part of this industry
- 2. Give a brief overview of what the industry does
- 3. Discuss some of the history that is relevant to the analysis
- B Products and services
- 1. Description of overall industry value chain
- C Major Customer groups
- D Significant trends
- E Growth rate
- 2. Key competitors
- A Brief description of the focal company
- B Brief description of each key competitor
- 3. Industry Analysis
- A Societal environment analysis
- C Key success factors (KSFs) in the industry
- D Outlook for the future
- Chapter 2: Business Plan
- 1. 0. Executive Summary
- 1. 1. Objectives
- 1. 2. Mission
- 1. 3. Keys to Success
- 1. 4. Summary of Financial Request
- 2. 0. Company Summary
- 2. 1. Company Ownership
- 2. 2. Start-up Summary
- 3. 0. Products and Services
- 3. 1. Product/Service Description
- 3. 2. Patent or trademark protection
- 3. 3. Future product or service offerings
- 4. 0. Market Analysis Summary
- 4. 1. Market Segmentation
- 4. 2. Target Market Segment Strategy
- 4. 3. Business Analysis
- 4. 3. 1. Competition and Buying Patterns
- 4. 3. 2. Competitor Comparison
- 5. 0. Web Plan Summary
- 5. 1. Website Marketing Strategy
- 5. 2. Development Requirements
- 6. 0. Strategy and Implementation Summary
- 6. 1. SWOT Analysis
- 6. 2. Competitive Edge
- 6. 3. Business Strategy
- 6. 4. Marketing Strategy
- 6. 5. Sales Strategy
- 6. 5. 1. Sales Forecast
- 6. 6. Milestones
- 7. 0. Management Summary
- 7. 1. Personnel Plan
- 8. 0. Location and Layout
- 9. 0. Financial Plan
- 9. 1. Start-up Funding
- 9. 2. Important Assumptions
- 9. 3. Break-even Analysis
- 9. 4. Projected Profit and Loss
- 9. 5. Projected Cash Flow
- 9. 6. Projected Balance Sheet
- 9. 7. Business Ratios
- Chapter 3: Strategies Considered but Rejected
- Conclusion
- Bibliography
LLCs is a flexible form of enterprise that blends elements of partnership and corporate structures. The primary characteristic an LLC shares with a corporation is limited liability, and the primary characteristic it shares with a partnership is the availability of pass-through income taxation. It is often more flexible than a corporation, and it is well-suited for companies with a single owner.
7.1 Personnel PlanThe following table shows forecasted personnel needs for the first three years. Table 7Personnel Plan. Personnel PlanYear 1Year 2Year 3Manager50000 68 000 72 000 Bartenders120000 120 000 120 000 Cooks65000 70 000 73 000 Cleaning38000 40 000 42 000 DJ25000 30 000 35 000 Serving Staff50000 60 000 70 000 Other0 0 0 Total People012 12 Total Payroll348000 388 000 41 2000Table 7Monthly Personnel PlanPersonnel PlanMonth 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12Salaried Staff0%23,728 23,728 23,728 23,728 23,728 23,728 23,728 23,728 23,728 23,728 23,728 23,728 Hourly Staff0%5,100 8,700 9,400 9,500 9,900 10,600 10,900 10,700 9,500 8,500 7,600 6,800 Total People0 0 0 0 0 0 0 0 0 0 0 0 Total Payroll28,828 32,428 33,128 33,228 33,628 34,328 34,628 34,428 33,228 32,228 31,328 30,528 8.0 Location and LayoutLocationThe club is situated in Valhonka district. Highways and metro stations are close located. The rent rate in the central areas is very high. Salary of restaurants workers vary depending on qualification. The club will utilize 346 square meters.Fig. 6 — Layout plan9.0Financial PlanThe financial projections for this plan are presented in the tables and charts of the following subtopics9.1 Start-up FundingFig. 7 — Start-up fundingTable 8Credit paymentMonthYearCreditCredit sumInterest sumMonthly payment11-ΠΉ1 088 666.
8 313 133.
1 711 936.
1 725 069.
3421-ΠΉ1 075 391.
3 913 275.
4 511 793.
8 925 069.
3431-ΠΉ1 061 972.
1 213 419.
2 611 650.
725 069.
3441-ΠΉ1 048 407.
4 913 564.
6 411 504.
7 025 069.
3451-ΠΉ1 034 695.
9 013 711.
5 911 357.
7 525 069.
3461-ΠΉ1 020 835.
7 713 860.
1 311 209.
2 125 069.
3471-ΠΉ1 006 825.
4 814 010.
2 811 059.
525 069.
3481-ΠΉ992 663.
4 314 162.
610 907.
2 825 069.
3491-ΠΉ978 347.
9 414 315.
4 810 753.
8 525 069.
34 101-ΠΉ963 877.
3 814 470.
5 710 598.
7 725 069.
34 111-ΠΉ949 250.
514 627.
3 310 442.
25 069.
34 121-ΠΉ934 464.
2 514 785.
7 910 283.
5 425 069.
34 132-ΠΉ919 518.
2 814 945.
9 710 123.
3 625 069.
34 142-ΠΉ904 410.
3 915 107.
899 961.
4 525 069.
34 152-ΠΉ889 138.
8 315 271.
569 797.
7 825 069.
34 162-ΠΉ873 701.
8 415 437.
9 632.
3 425 069.
34 172-ΠΉ858 097.
6 015 604.
239 465.
1 025 069.
34 182-ΠΉ842 324.
3 215 773.
289 296.
625 069.
34 192-ΠΉ826 380.
1 715 944.
169 125.
1 825 069.
34 202-ΠΉ810 263.
2 816 116.
888 952.
4 525 069.
34 212-ΠΉ793 971.
8 016 291.
488 777.
8 525 069.
34 222-ΠΉ777 503.
8 316 467.
978 601.
3 625 069.
34 232-ΠΉ760 857.
4 516 646.
388 422.
9 625 069.
34 242-ΠΉ744 030.
7 416 826.
718 242.
6 225 069.
34 253-ΠΉ727 021.
7 317 009.
8 060.
3 325 069.
34 263-ΠΉ709 828.
4 717 193.
277 876.
725 069.
34 273-ΠΉ692 448.
9 417 379.
537 689.
8 125 069.
34 283-ΠΉ674 881.
1 317 567.
817 501.
5 325 069.
34 293-ΠΉ657 123.
117 758.
127 311.
2 125 069.
34 303-ΠΉ639 172.
5 117 950.
507 118.
8 325 069.
34 313-ΠΉ621 027.
5 418 144.
976 924.
3 725 069.
34 323-ΠΉ602 686.
18 341.
546 727.
8 025 069.
34 333-ΠΉ584 145.
7 618 540.
246 529.
1 025 069.
34 343-ΠΉ565 404.
6 718 741.
96 328.
2 525 069.
34 353-ΠΉ546 460.
5 518 944.
126 125.
2 225 069.
34 363-ΠΉ527 311.
2 119 149.
355 919.
9 925 069.
34 374-ΠΉ507 954.
4 119 356.
805 712.
5 425 069.
34 384-ΠΉ488 387.
9 119 566.
505 502.
8 425 069.
34 394-ΠΉ468 609.
4 519 778.
475 290.
8 725 069.
34 404-ΠΉ448 616.
7 119 992.
735 076.
6 025 069.
34 414-ΠΉ428 407.
3 920 209.
324 860.
125 069.
34 424-ΠΉ407 979.
1 420 428.
264 641.
825 069.
34 434-ΠΉ387 329.
5 720 649.
564 419.
7 725 069.
34 444-ΠΉ366 456.
3 120 873.
274 196.
725 069.
34 454-ΠΉ345 356.
9 221 099.
393 969.
9 425 069.
34 464-ΠΉ324 028.
9 521 327.
973 741.
3 725 069.
34 474-ΠΉ302 469.
9 221 559.
23 510.
3 125 069.
34 484-ΠΉ280 677.
3 521 792.
583 276.
7 625 069.
34 495-ΠΉ258 648.
6 822 028.
663 040.
6 725 069.
34 505-ΠΉ236 381.
3 722 267.
312 802.
325 069.
34 515-ΠΉ213 872.
8 322 508.
542 560.
8 025 069.
34 525-ΠΉ191 120.
4 522 752.
382 316.
9 625 069.
34 535-ΠΉ168 121.
5 922 998.
862 070.
4 725 069.
34 545-ΠΉ144 873.
5 723 248.
21 821.
3 225 069.
34 555-ΠΉ121 373.
7 023 499.
871 569.
4 625 069.
34 565-ΠΉ97 619.
2 523 754.
451 314.
8 825 069.
34 575-ΠΉ73 607.
4 524 011.
791 057.
5 425 069.
34 585-ΠΉ49 335.
5 324 271.
92 797.
4 125 069.
34 595-ΠΉ24 800.
6 624 534.
87 534.
4 725 069.
34 605-ΠΉ0.
24 800.
66 268.
6 725 069.
34ΠΡΠΎΠ³ΠΎ: 1 101 800 402 360.
151 504 160.
159.2 Important AssumptionsThe financial plan depends on important assumptions most of which are illustrated in the following table. The key underlying assumptions are: We assume a slow-growth economy of five percent the first year and three percent thereafter without major recession. We assume that we will grow as managers during the process this growth will manifest itself as flat line expense growth over the five-year period leading to increased annual cash flow. We assume access to equity capital and financing sufficient to maintain our financial plan as shown in the tables. Table 10General AssumptionsGeneral AssumptionsYear 1Year 2Year 3Plan Month123Current Interest Rate10.
00% 10.
00% 10.
00% Long-term Interest Rate10.
00% 10.
00% 10.
00% Tax Rate25.
42% 25.
00% 25.
42% Other0 0 0 9.3 Break-even AnalysisFig. 8 — Break-eve analysisTable 11Break-even AnalysisBreak-even AnalysisMonthly Revenue Break-even, r140703 Assumptions: Average Percent Variable Cost16% Estimated Monthly Fixed Cost117995 9.4 Projected Profit and LossProjected profit and loss statement for the club follows. T hree years' annual totals are shown below.
F ig. 9 — Profit yearlyFig. 10 — Profit monthlyFig. 11 -Gross margin monthlyFig. 12 -Gross margin yearlyPro Forma Profit and Loss, r Year 1Year 2Year 3Sales227634025039742754371Direct Cost of Sales367380404119444531Other Production Expenses000Total Cost of Sales367380404119444531Gross Margin190896020998552309840Gross Margin %83.
86%83.
86%83.
86%Expenses Payroll391936411528432104Sales and Marketing and Other Expenses411576430574451284Depreciation000Fees—Credit Card107641098211202Fees—Professional750076507803Taxes—Admission000Taxes—Excise391536399368407355Taxes—Property000Leased Equipment249625502601Utilities360003672037454Insurance225002295023409Rent750007500076500Payroll Taxes666296996073458Other000Total Operating Expenses141593714672821523170Profit Before Interest and Taxes493023632573786670EBITDA493023632573786670Interest Expense464832464832464832Taxes Incurred121122158143199945Net Profit-92 931 959 812 1893Net Profit/Sales16.
34%18.
95%21.
30%Table 129.
5 Projected Cash FlowThe following chart illustrates monthly cash flow for year one. The table shows three years of annual totals. First year monthly figures as presented in the appendix. The months are weighted according to the amount of weeks in that month in a typical calendar year.Fig. 12 — CashTable 13Pro Forma Cash FlowPro Forma Cash Flow, rYear 1Year 2Year 3Cash ReceivedCash from OperationsCash Sales2048706 2 253 577 2 478 934 Cash from Receivables205193 248 153 272 969 Subtotal Cash from Operations2253899 2 501 730 2 751 903 Additional Cash ReceivedSales Tax VAT HST/GST Received0 0 0 New Current Borrowing0 0 0 New Other Liabilities (interest-free)0 0 0 New Long-term Liabilities0 0 0 Sales of Other Current Assets0 0 0 Sales of Long-term Assets0 0 0 New Investment Received0 0 0 Subtotal Cash Received2253899 2 501 730 2 751 903 ExpendituresYear 1Year 2Year 3Expenditures from OperationsCash Spending391936 411 528 432 104 Bill Payments1445416 1 583 120 1 731 944 Subtotal Spent on Operations1837352 1 994 648 2 164 048 Additional Cash SpentSales Tax VAT HST/GST Paid Out0 0 0 Principal Repayment of Current Borrowing0 0 0 Other Liabilities Principal Repayment0 0 0 Long-term Liabilities Principal Repayment0 0 0 Purchase Other Current Assets0 0 0 Purchase Long-term Assets0 0 0 Dividends0 0 0 Subtotal Cash Spent1837352 1 994 648 2 164 048 Net Cash Flow416547 507 082 587 855 Cash Balance491547 998 629 1 586 484 9.6 Projected Balance SheetThe following Balance Sheet indicates healthy growth of net worth and a strong financial position. The monthly estimates are included in the appendix. Table 14Pro Forma Balance SheetPro Forma Balance Sheet, rYear 1Year 2Year 3AssetsCurrent AssetsCash491547 998 629 1 586 484 Accounts Receivable22441 24 685 27 153 Inventory12653 40 820 44 902 Other Current Assets0 0 0 Total Current Assets526640 1 064 134 1 658 539 Long-term AssetsLong-term Assets0 0 0 Accumulated Depreciation0 0 0 Total Long-term Assets0 0 0 Total Assets526640 1 064 134 1 658 539 Liabilities and CapitalYear 1Year 2Year 3Current LiabilitiesAccounts Payable1101800135303 142 983 Current Borrowing00 0 Other Current Liabilities11740390 0 Subtotal Current Liabilities1101800135303 142 983 Long-term Liabilities0 0 0 Total Liabilities72239 135 303 142 983 Paid-in Capital567750 567 750 567 750 Retained Earnings (485 250)(113 349)
361 081 Earnings371901 474 430 586 725 Total Capital454401 928 831 1 515 556 Total Liabilities and Capital526640 1 064 134 1 658 539 Net Worth454401 928 831 1 515 556 9.7 Business RatiosThe Ratios table below outlines important ratios for this club. The last column Industry Profile is derived from the Standard Industrial Classification (SIC) Index code 5813 for Drinking Places. Table 15Ratio AnalysisRatio AnalysisYear 1Year 2Year 3Industry ProfileSales Growthn.a.
10.00% 10.
00% 1.
90% Percent of Total AssetsAccounts Receivable4.
26% 2.
32% 1.
64% 4.
60% Inventory2.
40% 3.
84% 2.
71% 3.
10% Other Current Assets0.
00% 0.
00% 0.
00% 44.
60% Total Current Assets100.
00% 100.
00% 100.
00% 52.
30% Long-term Assets0.
00% 0.
00% 0.
00% 47.
70% Total Assets100.
00% 100.
00% 100.
00% 100.
00% Current Liabilities13.
72% 12.
71% 8.
62% 28.
20% Long-term Liabilities0.
00% 0.
00% 0.
00% 23.
10% Total Liabilities13.
72% 12.
71% 8.
62% 51.
30% Net Worth86.
28% 87.
29% 91.
38% 48.
70% Percent of SalesSales100.
00% 100.
00% 100.
00% 100.
00% Gross Margin83.
86% 83.
86% 83.
86% 42.
30% Selling General & Administrative Expenses67.
36% 64.
67% 62.
20% 23.
40% Advertising Expenses8.
79% 8.
39% 8.
01% 2.
40% Profit Before Interest and Taxes21.
66% 25.
26% 28.
56% 2.
80% Main RatiosCurrent7.29 7.86 11.60 1.14 Quick7.12 7.56 11.29 0.74 Total Debt to Total Assets13.
72% 12.
71% 8.
62% 51.
30% Pre-tax Return on Net Worth108.
50% 68.
10% 51.
91% 5.
20% Pre-tax Return on Assets93.
62% 59.
44% 47.
43% 10.
60% Additional RatiosYear 1Year 2Year 3Net Profit Margin16.
34% 18.
95% 21.
30% n. aReturn on Equity81.
84% 51.
08% 38.
71% n. aActivity RatiosAccounts Receivable Turnover10.14 10.14 10.14 n. aCollection Days59 34 34 n. aInventory Turnover10.89 15.12 10.37 n. aAccounts Payable Turnover21.01 12.17 12.17 n. aPayment Days27 23 29 n. aTotal Asset Turnover4.32 2.35 1.66 n. aDebt RatiosDebt to Net Worth0.16 0.15 0.09 n. aCurrent Liab. to Liab.
1.00 1.00 1.00 n. aLiquidity RatiosNet Working Capital454401 928 831 1 515 556 n. aInterest Coverage0.00 0.00 0.00 n. aAdditional RatiosAssets to Sales0.23 0.42 0.60 n. aCurrent Debt/Total Assets14% 13% 9% n. aAcid Test 6.80 7.38 11.10 n. aSales/Net Worth5.01 2.70 1.82 n. aDividend Payout0.00 0.00 0.00 n. aChapter 3: Strategies Considered but RejectedDuring working out of these business plan various strategy of development were considered. A s the basic idea the idea of expensive restaurant of high kitchen has been rejected. D
espite growth of demand in similar services among population, we think that the most perspective is working out of the unique offer which will allow allocating an institution from among elite institutions. Possibility of the organization of own production on cooking is considered. A lso various variants of the menu were considered. I n particular it was possible to make several menu and to offer it depending on day of week or to make separate menus, for example fish or meat. I t was possible to include in the menu some standard dishes components for which will be always in a stock and a little not entering into the basic menu which the waiter can offer. I
t was possible to do thematic menus, for example, «the Italian week», «the Parisian week», including a dish of the corresponding countries in the menu. However the idea of creation of own kitchen has been rejected as the basic concept of club consists in not giving and creation of dishes but creation of certain atmosphere. B esides creation of high-quality dishes demands high expenses for the equipment, personnel hiring, and the sheaf and demands the additional area. T herefore the decision to make the menu consisting of dishes of the nearest restaurants was accepted. T his decision also will allow offering visitors the various menus of various kitchens. S
tandard strategy of advancement such as media planning, working out of loyalty programs have been rejected as advancement of elite private men’s club demands the especial approach, first of all for successful development it is essential to create reputation of a high quality institution, instead of wide advertizing. Strategy of chain restaurant development was discussed; however these strategy approaches focused on an average price segment more. ConclusionBusiness plan presented in this paper is the generalizing document of a substantiation of work and contains of integrated data concerning a planned spectrum of services, the characteristic of the markets, requirement for resources, and also contains a number of indicators, providing guidance on commercial, budgetary and economic efficiency of the considered project and first of all of interest for participants-investors of these project. C alculations of indicators are adapted for requirements and conditions of modern domestic and foreign investment. Moscow is a leader in public catering turnover, Moscow turnover share in public catering of Russia in 2010 was 15,4%. Well-being growth promotes demand growth, increase of requirements to quality of service. A ccording to optimistic forecasts, in 2011 the market volume of the public catering in Russia will surpass level of 2008, and by 2012 the market volume will be exceed 860 mlr roubles. Thus, the chosen branch is perspective, and the company has all possibilities forgetting profit. T he new enterprise concerns a category of entertaining services to the companies that offering services in leisure and public catering.
I n the diploma paper the project on working out plan business on creation of the elite private men’s club is executed. T he marketing and financial substantiation of practicability of the organization of the elite private men’s club in Moscow is spent. The developed business is supposed: enter to the market a new conceptual club;. Creations and brand developments — elite clubAs a result of project development will be organized: lux class Club 20 places from the menu with a free choice;Parking place a parking with protection and video observation. As a whole analysis of the project shows that investments in class business «fine dining» are paid back and profitable. However it is necessary to consider that this type of business is specific enough owing to limitation target customer group and high level of requirements of the this consumers category. The project can be recommended to introduction and the chosen concept of an institution will allow club to take the place among the luxury institutions of Moscow. BibliographyBulatova N.N., Alexeys V.M. Comments to the project of the business plan (manual).
— U lan-Ude: Publishing house VSGTU, 2005. — 40 p. Haltaeva S.R., Jakovleva I.A. Business planning. T he manual. — U lan-Ude: Publishing house VSGTU, 2005.
— 170 p. Hill B., Pauer D. B usiness angel: how to involve money and experience under realization of the business ideas, M.:Ecsmo, 2008. 496 p. Investment attractibility of Russian public catering market//www.analyticgroup.ru/news/?id=31Lyapunov S.I. Financial business plan.-Π: Finance and statistics, 2007.-258 p. Plishkina A.
B usiness planning of public catering establishments. — 90 p. Public catering growth will exceed pre-crisis level in //
http://www.cafenews.ru/razvitie-restorannogo-biznessa/1814-v-2011Russian public catering market //Intesco Research Group, 2011Stanislavchik E.N. Business plan: Project management investment — M.:Os'-89, 2009.-. 128 p. Zell A. Business plan: investments and financing, project planning and an estimation.- M.:Os'-89, 2007.-240 p.
Π‘ΠΏΠΈΡΠΎΠΊ Π»ΠΈΡΠ΅ΡΠ°ΡΡΡΡ
- Bibliography
- Bulatova N.N., Alexeys V.M. Comments to the project of the business plan (manual). — Ulan-Ude: Publishing house VSGTU, 2005. — 40 p.
- Haltaeva S.R., Jakovleva I.A. Business planning. The manual. — Ulan-Ude: Publishing house VSGTU, 2005. — 170 p.
- Hill B., Pauer D. Business angel: how to involve money and experience under realization of the business ideas, M.:Ecsmo, 2008.- 496 p.
- Investment attractibility of Russian public catering market//www.analyticgroup.ru/news/?id=31
- Lyapunov S.I. Financial business plan.-Π: Finance and statistics, 2007.-258 p.
- Plishkina A. Business planning of public catering establishments. — 90 p.
- Public catering growth will exceed pre-crisis level in //http://www.cafenews.ru/razvitie-restorannogo-biznessa/1814-v-2011
- Russian public catering market //Intesco Research Group, 2011
- Stanislavchik E.N. Business plan: Project management investment — M.:Os'-89, 2009.-. 128 p.
- Zell A. Business plan: investments and financing, project planning and an estimation.- M.:Os'-89, 2007.-240 p.