Sports Hub will be located in Melbourne. The business will offer services in sports collectibles through various designs. The services offered will focus on designing clothing, footwear, caps with calligraphy of famous sports players in football, baseball, and cycling. This business is exiting and is expecting to reach profitability by the end of the first fiscal year. Consequently, Sports Hub is expected to generate profits in the subsequent years. This is a sole proprietor of business and will be managed by John and his immediate family members. Sole proprietor start-ups are easy to manage and decision-making is fast and efficient (Abdulsaleh & Worthington, 2013).
This business is viable because there is evidence that sports collectibles has a huge market (Chong, 2014). This market is predominantly sports jerseys and other sports collectibles. The customers for sports collectibles are both the young and the old. The popularity of eBay has influenced the growth and demand for sports collectibles. This growth has been evident in open markets. Sports Hub will segment the market into children and adults. In this case, children have been particularly found to be interested in buying football and cycling jerseys. On the other hand, adult customers are interested in playing and buying both football and cycling jerseys. With the entry of Sports Hub, this market opportunity is expected to expand due to increased competition. Additionally, the advancement in technology and emerging group of young people who are interested in sports, signals better business opportunities in future (Cho, 2014).
Having relatively high population and growing demand for well designed sports collectibles, the owner of the business has realized that the industry has not been well exploited and hence the need to venture into the proposed business. The proposed business will improve the fashion industry by taking the standards to a whole new level superior design services. The proposed business will sell its products at a negotiable and fair price to attract customers. A business idea that is not put into action cannot be viable at all (Crane & Matten, 2016).
Sports Hub business is driven by three key factors. First, the business desires to be the leading designer of sports collectible store in Melbourne. Secondly, the business is seeking to establish a constant turnover of inventory. The high turnover of inventory will be critical in attracting customers to visit the stores much more regularly. Lastly, the business is aiming at becoming a store that is known throughout Australia as a leading business in providing excellent customer services (Crane & Matten, 2016).
Sports Hub is aware that for it to succeed in this industry, there are three specific undertakings that are necessary. The business is looking forward to maintain a good and comprehensive inventory. The enhancement of the inventory will act as a way of attracting more customers to browse and enquire about the products and services of the business (Brunswicker & Vanhaverbeke, 2015). Secondly, the business will develop proper mechanisms for handling customer issues promptly. The business considers customer perception as integral in influence the sale volume and the business prosperity. In this regard, the business will implement an active and efficient feedback loop. The active and efficient feedback loop will be significant in addressing customer expectations (Cavusgil & Knight, 2015). Additionally, the business is looking forward to implement strict financial control mechanisms. Lastly, the business will engage in prudent human resource management practices. There is evidence that in businesses where workers are managed properly, the level of returns is often high (Bloch & Bhattacharya, 2016
Sports Hub will target types of customers. The demographics of each group is discussed hereunder.
Children: These will comprise typically individual who are between the age of seven years to fifteen years. Children often partake in sports and above all, they engage is sports as fans. Additionally, children are in most cases interested in collecting memorabilia. It is important that however much this group don’t hold sizeable amounts of discretional income, they often get money from their parents which they save to purchase spots items (Aghdaie & Alimardani, 2015). Children like well designed products and this is where the business excels.
Adults: This market segment is very active in engaging in sports activities. Adults participate actively in sports by either playing or following it religiously. This group of customers rarely watches sports on television. They rather engage in it actively. An estimated sixty percent of adults are believed collect sports memorabilia since childhood. This trend of collecting memorabilia is still continuing into their adulthood (Crawford et al., 2015). From the national statistics, it approximated that the average income of this group of customers is forty-five percent. It is believed that most adults watch live sports at least ten times in a year.
The buying pattern among customers is dependent on the amount of knowledge in relation to the market and the age. The buying motives will be informed by the need to have as much sports collectibles as possible.
Most young customers have the desire to touch feel and touch the items that they are buying. On the other hand, customers who are old tend to rely so much on the product description. As such, the older customers do not wholly rely on touching and feeling products to make the buying decisions (Eid & El-Gohary, 2013). It suffices to point out that the older customers’ buying behaviour is influenced by the amount of information that they have regarding the product. Having knowledge about a product is important in the sense that customers can be speculative of the value or worth (García, 2014).
The proposed business falls under fashion industry and it will be a medium sized type of a business. The sports collectible sector is fast gaining popularity (Aghdaie & Alimardani, 2015; Guenzi, Baldauf, & Panagopoulos, 2014). The business will ensure the use of modern technology in advertisement in order to reach many people. The business will take advantage of different seasons by offering different products and services. This will be done by increasing the amount of the products in the season when the demand is high. The sales potential for the business is big owing to increased demand for sports collectibles.
The following are some of the factors that may affect the sales of the business. One of the factors will be changes in taste and preferences of the customers. Additionally, high cost of production may lead to price increase that affects sales. Furthermore, seasonal variations will impact on the sales of the business (Guenzi, Baldauf, & Panagopoulos, 2014).
The enterprise will have five key competitors and it will offer high quality commodities and effective pricing strategies so as to cope with the competition. Some of the competitors in the business include:
The business has several key competitors. The tabulated data shows an analysis of competitors.
|
Name of the cereal shop |
Strength |
Weaknesses |
|
eBay |
Uses modern technology Competent employees Variety of products and services |
Located at the outskirts of the town hence not famous. Offers no transportation services |
|
Fortune Designers |
Has very clean premise Positive public image Bargain able prices |
Poor display of products small sized premise Located away from main road |
|
West Bank Fabrics |
Good display of products Transportation services offered to customers |
Small variety of product Poor customers relations Unqualified employees |
|
Realtor Jerseys |
Strategic location Big premises Good advertising strategies |
Poor displaying of products Poor customer care Unfair pricing |
The current market competition shows that eBay in leading due efficient use of technology and reduced cost of production (Goffee & Scase, 2015). The competition is rather stiff but with the entry of Ports Hub, it will be a cat throat competition. The Sports Hub will topple eBay to be the leading producer and marketer of sports collectibles. Several studies have supported the idea that for a business to be competitive there ought to be efficiency in the production process and investment in elaborate supply chain (Gilinsky Jr, Thach, & Thompson, 2015).
The SWOT analysis of the proposed business is important in identifying the strengths, weaknesses, opportunities, and threats that will face it. Conducting this analysis is integral in ensuring that decisions made are favourable to the business (Guenzi, Baldauf, & Panagopoulos, 2014). Further, any informed decisions on any business should informed by known factors in which it operates (Hatten, 2015). The SWOT analysis of Sports Hub business is provided in the table below.
|
Strengths · Qualified personnel · Technological capability · Proper knowledge of sports collectible market · Good financial planning · Sound management · Competitive pricing · Friendly and knowledge staff · Good business location |
Weaknesses · Relatively weak financial basis · Limited production resources as compared to the other competitors · Prone to government legislations and taxation |
|
Opportunities · Growing market in sports collectibles · Advancing technology · Availability of government funding for start-up businesses in Australia · Increasing demand of sports collectibles · |
Threats · High competition that is already in the sport collectible market · Entry of new competitors after Sports Hub · Continued changes in customer tastes and preferences · Delays in delivery of supplies by appointed suppliers · Price fluctuations · Government regulations |
The products that will be offered by the proposed business will be all sports collectibles. These designing services will be offered in the following categories of sports collectibles:-.
Services offered include:
The services will be of high quality and unique so as to satisfy and attract customers. Having skilled personnel will be an added advantage over the other existing sports collectible shops because the employees will advice the customers on how to handle and use the products that they have purchased (Guenzi, Baldauf, & Panagopoulos, 2014).
The business will use the following methods of calculating the selling price of its commodities:
The enterprise will set its prices by matching with those of its competitors so as to remain competitive in the market (Jeston & Nelis, 2014). This pricing strategy is important as it creates a level playing field for completion.
The enterprise will aim at making profits and hence will sell its products by analyzing the cost of production to add a margin of profit to standardize the selling price (Kakabadse, Korac-Kakabadse, & Khan, 2015).
This refers to the pricing of products in accordance to frequency of the customers. The Sports Hub will sell its products to frequent customers who buy in bulk at lower prices (Klandt, 2015). This strategy will enhance frequency of customers thus increasing the profit margins.
Advertisements: The business will always endeavour to place ads in several places and different sources. These ads will be tailored to suit the individual needs of every market segment that include children and adults. Additionally, the ads will be in awareness creation for Sports Hub as unrivalled source of famous sports jerseys. Posters bearing the name, location, products and services available will be distributed in places where they will attract the attention of the potential customers (Liu, 2014). At the end of every season the enterprise will advertise its services to capture the potential customers. This will be done through Radio and Television which is the most populous radio station in the locality .The enterprise will also use Home Newsletter which is widely used in the locality. The business is expecting an increased interaction with its customers through social platforms (Mason, Barraket, Simnett, & Lee, 2016). These social media platforms will be used to inform customers of the new services.
Sponsorship: Sports Hub will work towards sponsoring numerous little leagues in Melbourne. This will be necessary in introducing the business to young people who are interested in participating in sports.
Location: The choice of the location was strategic because it would provide a high number of walk-by traffic. In this regard, owing to the high number of foot traffic, the location is integral in developing the marketing plan for the business. The location of the proposed business will give it an advantage over the other existing business (Mobin & Dehghanimohammadabadi, 2014). A high percentage of customers are expected due to high demand of sportswear in the locality.
The business environment will be designed to improve access to diverse customers. The business will provide lifts and tramps for people living with disabilities. Additionally, will strive to cultivate a friend atmosphere where customers can free express their concerns. The staffs are expected to be friendly to all stakeholders so as to improve the interpersonal relations. Further, in its second year of its operations, the business will be involved in corporate social responsibility in order to improve the well-being of the society (Mundial, 2013). Studies have shown that business and organizations that engage in corporate social responsibility attracts more customers (Blank, 2013). However, some studies have indicated that engaging in corporate social responsibity has less positive impact on a business or an organization (Anshary & Trilaksono, 2016).
The business will be located in Melbourne which is one of Australian leading cities. The business will be situated along Bourke Street.
Here customers will receive a warm reception at the business premise. The first impression that customers create about any business, influences their perception (Crane & Matten, 2016). The Sports Hub business will ensure that there is efficient customer reception.
Customers will receive inquiry what they need and the prices. The business will ensure that customers can access information relating to the products with ease. There is evidence from research that reveal the connection between customer buying behaviour and availability of product information (Ortlieb & Weiss, 2015).
After inquiry, the customers will be served depending on their demand. High quality service to customers has a bearing on their perception and buying behaviour (Rostamkalaei, & Freel, 2017). In this regard, the business will strive to accord its customers the best service.
The products will be served depending on their demands. Many studies have shown that effective packaging that suits customer needs attracts and retains them (Rubin, Aas, & Stead, 2015).
The business premise will be partitioned into different parts so as to enhance efficiency. The proposed layout structure for the business will encourage effective and efficient production of goods and services (Schaper, 2016). Additionally, the business compound will be secured using electric fence so as to enhance security.
The business will acquire the facilities that are necessary for the effective business operations. The business will acquire the modern printing machines, computers, fabric machines so as to become more competitive.
The suppliers for the business will be selected based on a number of factors. Firstly, suppliers will be selected based on quality of supplies (Crane & Matten, 2016). Secondly, the business will only prefer suppliers who offer the required raw materials at a cheaper price.
The business will purpose to keep updated records of inventory. The prudent practice of inventory keeping is essential in any business (Shahriar, Schwarz, & Newman, 2016). The inventory will be used in determining customer turnover and informing financial decisions of the business.
At the start of the business, there will be no sub-contractors. The business will only engage sub-contractors after the business the third year. This is a period that the business expects to break-even.
The business will lay out strategies for managing seasonal variations. Many businesses are faced by the challenge of seasonal variations (Savage, 2016). The business will implement the following strategies to manage seasonal variation:
The business will be guided by the existing relevant regulatory provisions as enacted by the government of Australia. First, the business will abide by the intellectual property as defined in law. Additionally, consumer law will guide business process to ensure that only high quality products are availed to customers (Shank & Lyberger, 2014). Further, the business will be guided by the corporate tax and the goods and services tax. Lastly, the business will be guided by the anti-trust and competition so as to enhance business ethics (Yaacob et al., 2014).
Having a human resource plan is essential in a business because provides the framework for managing resources (Sen & Cowley, 2013). Additionally, the business will create sanity in terms of job descriptions and the deliverables (Shahriar, Schwarz, & Newman, 2016). The business will have eight employees with specified positions as tabulated below.
|
Personnel |
Duties |
|
Manager |
· Overseeing day-to-day running of the business · Making key financial decisions · Maintaining employee’s discipline |
|
Design Manager |
· Managing all supplies · Foreseeing the design process · Quality assessment · Signing local purchase orders · Keeping clean inventories |
|
Finance Officer |
· Keeping updated financial records · Signing requisition orders · Preparing employee payroll |
|
Sales Officer |
· Seeking new markets · Keeping sales inventory · Keeping customer records relating to contacts · Controlling and directing sales activities · Checking deliveries · Advertising the products · Keeping sales records · Pricing commodities |
|
Secretary |
· Taking essential notes relating to the business · preparing documents required by various department · Assisting in the display of the products. |
|
Driver |
· Transportation of products to the markets |
|
Messenger |
· Collecting mail · Loading and unloading deliveries |
|
watchman |
· Guarding the premises |
The proposed business will make arrangements to ensure that all the employees are trained and be updated on activities related to the business. For any business to develop and grow effectively there is need for training of employees (Shank & Lyberger, 2014). In this case, employees should be offered refresher courses and life skills courses to enhance their work-related competence. The trainings offered will be based on the following modes:-
Here each employee will be trained continuously for a given period of time.
This will be undertaken at intervals and it will depend on the business performance. Employees will be allowed to take some time off from work to seek training on part time basis to promote their skills (Storey et al., 2016).
Remuneration and incentives will depend on the qualification and good job performance of the employee (Savage, 2016). Small loans will be given to employees prizes and presents will also be given to encourage them to work hard. Employees will be given breaks after 4 months and the breaks will be alternating. Employee’s salary at the starting of the business will be as follows:-
|
Personnel |
Salary (Dollars) |
Annual salary (Dollars) |
|
Manager |
1900 |
28000 |
|
Design Manager |
1600 |
19200 |
|
Finance Officer |
1000 |
12000 |
|
Sales officer |
900 |
10800 |
|
Secretary |
600 |
7200 |
|
Driver |
500 |
6000 |
|
Watchman |
500 |
6000 |
|
TOTAL |
7000 |
84000 |
There are government rules which must be accomplished for smooth running of the business (van Weele et al., 2016). They include the following:
After obtaining all the necessary requirements, the proposed business will obtain a trading license from the relevant government institutions before it starts (Williams & Nadin, 2013). The business will facilitate its employees to join trade unions where they can articulate their needs (Mobin & Dehghanimohammadabadi, 2014). Additionally, the business will ensure that each employee is licensed to work as per requirements of the law.
The proposed business will ensure compensation of employees in case of an accident within the business premise. There will be also a working schedule that will be adhered to strictly from Monday to Saturday. Sunday will be a resting day for the workers. In any business setup, the welfare and safety of employees is paramount. Employees should be provided with safety gear to avoid injuries (Wynarczyk et al., 2016).
|
time (a.m – p.m) |
ACTIVITY |
|
7.00 -7.30 |
Opening hours |
|
8.00 – 1.00 |
Working hours |
|
1.00 – 2.00 |
Lunch hour |
|
2.00 – 7.00 |
Working hours |
|
7.00p.m – 8.00 p.m |
Recording of daily work |
The employees will have a medical check-up certificate. The firm will be equipped with first aid kits. The business will ensure cleanliness and proper disposal of wastes. The proposed business will also acquire a health license from the public officer. This is under the public Health Act, Cap 242 which is statute making provision for the securing and maintaining of health.
The business will be a sole proprietorship and it will be owned by John who is currently pursuing a degree in Business Management. The owner of the business will be the overall manager hence she will undertake all the decisions in the business. The owner will enjoy all the profits alone. He will be able to supervise work efficiently and also be in a direct contact with the employees. The rationale for this form of business is that the owner is in a position to make decisions much easier. Additionally, profit accruing from the business is enjoyed only by the owner. Further, the owner can enhance flexibility in management because he is the boss (Yaacob et al., 2014).
Sports Hub business has three financial objectives that are aimed at enhance its profitability. Preparing financial statements is important because it guides business operation and in making sound decisions (Yaacob et al., 2016). The three objectives are delineated hereunder:
|
Fixed assets |
Year 1(2013) |
Year 2(2014) |
Year 3(2015) |
|||||
|
Business van |
20000 |
– |
– |
18000 |
– |
16000 |
– |
– |
|
Furniture and fittings |
12000 |
– |
– |
11000 |
– |
10000 |
– |
– |
|
Machinery and equipments |
12000 |
– |
– |
28000 |
– |
27000 |
– |
– |
|
Total Fixed Assets |
62000 |
57000 |
53000 |
|||||
|
Current Assets |
||||||||
|
Cash |
6000 |
– |
– |
4000 |
– |
6000 |
– |
– |
|
Cash at bank |
31000 |
– |
– |
45280 |
– |
53220 |
– |
– |
|
Stock |
12000 |
– |
– |
15000 |
– |
12000 |
– |
– |
|
Total Current Assets |
49080 |
64200 |
71220 |
|||||
|
Current Liabilities |
||||||||
|
Creditors |
800 |
– |
– |
12000 |
– |
10000 |
– |
– |
|
Unpaid bills |
15000 |
– |
– |
3000 |
– |
4000 |
– |
– |
|
Total Current Liability |
15800 |
15000 |
14000 |
|||||
|
Working capital |
33280 |
4920 |
57220 |
|||||
|
Proposed capital |
95280 |
106200 |
110220 |
|||||
|
Financed By: |
||||||||
|
Loan |
40000 |
40000 |
40000 |
|||||
|
Capital |
40000 |
40000 |
40000 |
|||||
|
Profit |
15280 |
26200 |
30220 |
|||||
|
95280 |
106200 |
110220 |
|
Particular |
Amount (Dollars) |
|
Furniture and fittings |
3000 |
|
Feasibility study |
400 |
|
License and permit |
300 |
|
Insurance |
200 |
|
Tools and equipment |
12000 |
|
Telephone |
400 |
|
Stationary |
50 |
|
Rent |
500 |
|
Water |
100 |
|
Electricity installation |
200 |
|
Advertising |
400 |
|
TOTAL |
17200 |
|
Item |
Amount (Dollars) |
|
Pre-operational cost |
17200 |
|
Working capital |
19000 |
|
Fixed assets |
43750 |
|
TOTAL |
80000 |
|
Item` |
Amount (Dollars) |
|
Owners equity |
25000 |
|
Relatives contribution |
15000 |
|
Borrowed funds |
40000 |
|
Total |
80000 |
|
Current Assets |
Amount (Dollars) Year 1 |
Amount (Dollars) Year 2 |
Amount (Dollars) Year 3 |
|
Cash at hand |
800 |
12000 |
14000 |
|
Cash at bank |
20000 |
25000 |
20000 |
|
Stock |
12000 |
18000 |
30000 |
|
Total Current Assets |
40000 |
55000 |
64000 |
|
Current Liabilities |
|||
|
Creditors |
21000 |
25000 |
24000 |
|
Working capital |
19000 |
30000 |
40000 |
|
Income |
Year 1(2011) |
Year 2(2012) |
Year 3(2013) |
|||
|
Sales |
200000 |
250000 |
280000 |
|||
|
Less cost of sales |
||||||
|
Opening stock |
12000 |
20000 |
||||
|
Add purchase |
800,000 |
60000 |
80000 |
|||
|
Cost of goods available for sale |
800,000 |
72000 |
100000 |
|||
|
Less closing stock |
120,000 |
-68000 |
20000 |
-52000 |
60000 |
-40000 |
|
Gross profit |
132000 |
198000 |
240000 |
|||
|
Less expenses |
||||||
|
Electricity |
140,000 |
4600 |
14000 |
|||
|
Rent and rate |
120,000 |
12000 |
12000 |
|||
|
Water bill |
4,000 |
600 |
480 |
|||
|
Postage |
1,000 |
100 |
100 |
|||
|
Telephone |
2,400 |
400 |
480 |
|||
|
Advertising |
120,000 |
4000 |
200 |
|||
|
Salaries |
840,000 |
84000 |
96000 |
|||
|
License |
3,000 |
300 |
14000 |
|||
|
Transport |
192,000 |
19400 |
500 |
|||
|
Loan interest |
50,000 |
100720 |
8000 |
-120082 |
12000 |
-139780 |
|
Profit before tax |
31280 |
76220 |
100220 |
|||
|
Tax 8 sales |
16000 |
50000 |
-70000 |
|||
|
Net profit after tax |
15280 |
26220 |
30220 |
|
ITEM |
(Dollars)-Year 1 |
(Dollars)- Year 2 |
(Dollars)- Year 3 |
|
Electricity |
15000 |
14600 |
14000 |
|
Postage |
100 |
200 |
240 |
|
Telephone |
240 |
200 |
220 |
|
Transport |
19200 |
19400 |
12000 |
|
Water bill |
240 |
100 |
120 |
|
TOTAL |
34000 |
34500 |
26580 |
Fixed Cost
|
ITEM |
(Dollars)- Year1 |
(Dollars)- Year 2 |
(Dollars)- Year 3 |
|
Loan interest |
5000 |
8000 |
12000 |
|
Rent |
12000 |
12000 |
12000 |
|
License |
300 |
300 |
500 |
|
Salaries |
84000 |
84000 |
96000 |
|
Advertising |
12000 |
14000 |
14200 |
|
TOTAL |
133300 |
118300 |
134700 |
|
Year 1(2017) |
Year 2 (2018) |
Year 3 (2019) |
|
|
Contribution margin |
166000 |
215500 |
253500 |
|
Percentage contribution margin |
64% |
86% |
90% |
|
Break –even point |
160024 |
137239 |
128781 |
Projected cash flow statement for the 1st year
Ending 31st October 2017
|
Inflows |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Total |
|
Capital |
80000 |
80000 |
|||||||||||
|
Bal c/d |
– |
70157 |
71957 |
73737 |
80142 |
84953 |
91764 |
905680 |
88294 |
58813 |
68189 |
75771 |
507534 |
|
sales |
15000 |
15000 |
15000 |
20000 |
25000 |
25000 |
20000 |
18000 |
11750 |
16500 |
16800 |
18000 |
200000 |
|
Receipt |
– |
– |
– |
– |
– |
– |
– |
– |
– |
– |
– |
– |
– |
|
Debtors |
– |
– |
– |
– |
– |
2000 |
2`000 |
3000 |
– |
2000 |
– |
– |
9000 |
|
Total inflows |
95000 |
85957 |
86957 |
93537 |
105142 |
111953 |
113764 |
111568 |
103044 |
77313 |
84948 |
93771 |
1162951 |
|
OUTFLOWS |
|||||||||||||
|
transport |
2000 |
2000 |
1800 |
2000 |
2200 |
1400 |
1600 |
1800 |
1800 |
1800 |
1400 |
2000 |
19200 |
|
purchases |
5000 |
5000 |
5000 |
5000 |
12000 |
12000 |
15000 |
12000 |
4000 |
4000 |
4500 |
5000 |
80000 |
|
Salary |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
84000 |
|
Water bill |
10 |
10 |
8 |
8 |
10 |
16 |
10 |
10 |
12 |
10 |
40 |
10 |
154 |
|
insurance |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
480 |
|
Postage |
85 |
100 |
70 |
100 |
100 |
120 |
135 |
200 |
100 |
100 |
100 |
100 |
1310 |
|
Electricity |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
1250 |
15000 |
|
Rent |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
12000 |
|
Pre-operational cost |
17250 |
– |
– |
– |
– |
– |
– |
– |
– |
– |
– |
– |
17250 |
|
Adverts |
4000 |
– |
– |
4000 |
– |
– |
– |
4000 |
– |
– |
– |
– |
12000 |
|
License |
300 |
300 |
|||||||||||
|
Loan interest |
1000 |
1000 |
1000 |
1000 |
1000 |
5000 |
|||||||
|
Total cash out flow |
24844 |
13200 |
13220 |
13595 |
20189 |
20189 |
23196 |
23275 |
14288 |
20180 |
21188 |
56771 |
264134 |
|
Bal C/D |
70157 |
71957 |
73737 |
80142 |
84953 |
91764 |
90568 |
88294 |
58813 |
68189 |
75771 |
37000 |
891342 |
Projected cash flow statement for the 2nd year
Ending 31st October 2018
|
Cash inflow |
Jan |
Feb |
Mar |
Apr |
May |
June |
July |
Aug |
Sep |
Oct |
Nov |
Dec |
Total |
|
Beginning cash |
3700 |
4560 |
5360 |
53060 |
48500 |
47646 |
50386 |
49828 |
44280 |
40228 |
38768 |
39500 |
444410 |
|
Cash sales |
2000 |
2500 |
1000 |
2490 |
2950 |
2930 |
3350 |
3650 |
1550 |
5000 |
5000 |
6800 |
24000 |
|
debtors |
4000 |
4600 |
5000 |
4800 |
8692 |
37092 |
|||||||
|
Cash outflow |
|||||||||||||
|
transport |
1600 |
1400 |
1400 |
1800 |
2000 |
2000 |
1600 |
1400 |
1200 |
1000 |
1000 |
1000 |
19400 |
|
purchase |
1000 |
19900 |
20000 |
25000 |
25000 |
29000 |
30000 |
10600 |
69500 |
||||
|
Salaries& wages |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
7000 |
84000 |
|
Water bill |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
240 |
|
insurance |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
480 |
|
postage |
10 |
12 |
16 |
20 |
14 |
20 |
18 |
14 |
16 |
20 |
20 |
20 |
200 |
|
electricity |
600 |
400 |
500 |
800 |
400 |
400 |
500 |
300 |
150 |
200 |
200 |
150 |
4600 |
|
Rent |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
12000 |
|
Advertisement |
4000 |
5000 |
5000 |
14000 |
|||||||||
|
License |
300 |
300 |
|||||||||||
|
Loan interest |
2000 |
2000 |
2000 |
2000 |
8000 |
||||||||
|
Total cash outflow |
23600 |
16580 |
17060 |
25360 |
15654 |
17260 |
205580 |
25540 |
180600 |
15460 |
12460 |
1180 |
219392 |
|
Net flow |
45600 |
53620 |
53060 |
48500 |
47646 |
50386 |
49820 |
44288 |
40228 |
38768 |
39508 |
4920 |
507564 |
Projected cash flow statement for the 3rd year
Ending 31st October 2019
|
Cash inflow |
Jan |
Feb |
Mar |
Apr |
May |
June |
July |
Aug |
Sep |
Oct |
Nov |
Dec |
Total |
|
Beginning cash |
49200 |
61390 |
69570 |
79310 |
81190 |
87276 |
88556 |
88556 |
85842 |
84626 |
84406 |
83386 |
960998 |
|
Cash sales |
24000 |
24000 |
28000 |
28000 |
24000 |
20000 |
20000 |
18000 |
14000 |
41000 |
13200 |
12800 |
280000 |
|
Debtors |
12000 |
8000 |
6000 |
26000 |
|||||||||
|
Total cash inflow |
85200 |
93390 |
103570 |
107310 |
115190 |
107276 |
108556 |
106556 |
99842 |
98626 |
97606 |
96186 |
1219308 |
|
Cash out flow |
|||||||||||||
|
Transport |
1000 |
8000 |
1200 |
1400 |
1400 |
1400 |
1200 |
1200 |
1200 |
1000 |
1000 |
1000 |
13800 |
|
Purchases |
8000 |
12000 |
12000 |
1000 |
6000 |
6400 |
5200 |
5000 |
5000 |
4000 |
4000 |
4000 |
72600 |
|
Salaries& wages |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
8000 |
96000 |
|
Water bills |
10 |
12 |
20 |
16 |
20 |
14 |
14 |
18 |
20 |
16 |
20 |
20 |
200 |
|
Insurance |
200 |
200 |
200 |
200 |
200 |
200 |
200 |
200 |
200 |
200 |
200 |
200 |
2400 |
|
Postage |
12 |
10 |
16 |
14 |
20 |
20 |
14 |
18 |
20 |
16 |
20 |
20 |
200 |
|
Electricity |
6000 |
1000 |
1400 |
1200 |
1200 |
1600 |
1500 |
1500 |
1000 |
1000 |
1000 |
1000 |
14000 |
|
Rent |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
12000 |
|
Advertisement |
5000 |
4000 |
5200 |
14200 |
|||||||||
|
License |
500 |
500 |
|||||||||||
|
Loan interest |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
12000 |
||||
|
Total cash outflow |
23810 |
23820 |
244260 |
26120 |
17914 |
18720 |
17420 |
20714 |
15216 |
14220 |
14220 |
14220 |
230654 |
|
Net profit |
61390 |
69570 |
79310 |
81190 |
87276 |
88556 |
88556 |
85842 |
84626 |
84406 |
83386 |
81966 |
976074 |
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