Start-up Funding | |
Start-up Expenses to Fund | $162,500 |
Start-up Assets to Fund | $88,000 |
Total Funding Required | $250,500 |
Assets | |
Non-cash Assets from Start-up | $48,000 |
Cash Requirements from Start-up | $40,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $40,000 |
Total Assets | $88,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $225,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $25,500 |
Total Liabilities | $250,500 |
Capital | |
Planned Investment | |
Investor 1 | $0 |
Investor 2 | $0 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $0 |
Loss at Start-up (Start-up Expenses) | ($162,500) |
Total Capital | ($162,500) |
Total Capital and Liabilities | $88,000 |
Total Funding | $250,500 |
Jonpaul’s is located in The Mall, a 160,000 foot shopping and entertainment center in Gigaburb. The suite is 1,950 sq. ft at $24.50/sq. ft. with a 3-year lease. This site is a very high profile area with easy access and ample parking.
The Mall is anchored by Regal Cinema, the largest theater chain in the Gigaburb market with a 16-screen, state of the art complex. In addition to specialty retail and service shops within the center, there is a food pavilion anchored by Starbucks, Macaroni Grill, Garrison’s, and Rio Bravo. Other tenants include Ben & Jerry’s, Las Vegas Golf, specialty furniture, boutiques, antiques, and specialty children shops.
The Mall is located on the corner of a highly traveled State Highway and a Metro Road in the high growth, affluent area of Gigaburb. The Mall’s primary trade area will serve the burgeoning country club communities and exclusive neighborhoods located within a fifteen-minute drive from the site. According to Equifax National Decision Systems, the primary trade area in 2000 had a population of 317,931 that is projected to reach 358,716 by 2005.
Jonpaul’s is a privately held S corporation co-owned by Cathy Leskie and her husband Dr. Jonpaul Leskie. Cathy Leskie has 10 years experience in the hair and spa industry. She studied in the U.S. and Europe and continues to stay on top of the latest styles, trends and products. Cathy has worked as a stylist, then as a manager – managing 16 stylist in a prestigious upscale salon.
Dr. Jonpaul Leskie – is President/CEO of Jp Leskie & Associates, a Technology Consulting Firm. Dr. Leskie is a pioneer and innovator with over 30 years experience in the computer, e-business and telecommunications industry. Dr. Leskie has a proven track record of success in launching new business and directing operations for Fortune 500 companies worldwide.
To achieve our objectives, Jonpaul’s is seeking loan financing. This loan will be paid from the cash flow from the business, and will be secured by the assets of the company, and backed by the character, experience and personal guarantees of the owners.
Jonpaul’s is considered an upscale full-service barber shop – services exclusively for men. We offer our clients a gentleman’s club atmosphere, with a complimenting wide range of services and products that include:
Explanations and/or consultations will be provided on all services and products if needed.
Shampoo, Cut, Style, Blow-dry | $ 38 |
Hair and Scalp Treatments | $ 20 |
Colour Blending or Highlights | $ 40 and Up |
Moustache and Beard Trim | $ 7 |
Moustache Trim | $ 5 |
Stately Shave (Hot towels, Balm) | $ 30 (30 minutes) |
Hair Style and Stately Shave | $ 60 |
Eyebrow Shaping | $ 12 |
Natural Nail Grooming | $ 15 |
Royal Pedicure | $ 38 |
Essential Facial | $ 65 |
Deep Tissue Massage | $ 75 (1 hour) |
Laser Hair Removal | $ 85 and Up |
Shoe Shine | $ 5 and Up |
London | $ 20 and Up |
United States | $ 18 and Up |
Service brochure, logo/slogan with advertising to be included, and a planned website.
Jonpaul’s services sell themselves. World Class Service performed in an upscale environment will attract clientele. Our prices are very reasonable for the quality of services provided. We have an agreement with a U.S. based importer of our London products, which keeps our product price at its lowest price point.
Jonpaul’s will sell complimenting products of the highest quality, and latest scientific development.
Our gentleman’s shop computer system, incorporates the latest hardware and software to manage appointments, client database, point of sale, email capabilities, Web-enabled networking, inventory, bar code reading, historical data, employee records, transaction history, accounts receivable/payable and payroll. Back-up of the system is performed daily.
Clients will be emailed appointment confirmation messages two days prior to appointment. In addition they will also receive a personal phone call one day prior to appointment to confirm appointment. A thank you note will be emailed automatically after services have been performed.
Our gentleman’s shop will incorporate a wireless network within the facilities. It will serve as an internal network and provide a service for our clients that need to access the Internet while visiting our facilities.
Jonpaul’s will be considering branding its own product line in the future. In addition it may offer chiropractic services and acupuncture services on an as needed basis. Jonpaul’s will always remain involved with the best men’s hair styling and health techniques offered, and will implement them if deemed appropriate and feasible for Jonpaul’s clientele.
Jonpaul’s will focus on the professional male. An Internet study revealed that 85% of professional men had personal hair grooming services performed during the workday. The space at The Mall fits the demographics for our business. Applied Geographic Solutions estimates that 59,251 people live within a three-mile radius of our facility and 42,759 work there. They estimate 161,848 live within a five-mile radius and 109,867 work there. There are 15 business parks totaling 6,206 businesses located within a seven-mile radius.
Our target market will be barber shop services for the professional male. Based on our Internet survey, 80% of our services will be associated with hair, hair color, shaves, shoe shine; 15% will come from facial, massage, nail, and tanning services; and 5% will come from products. Thus, our target market will be male professionals and retirees, from the age of 25, with individual and household incomes greater than $75,000.
The following table and chart depict our potential customers with a conservative annual growth rate of 4%. The annual growth rate for the area has been 7.5% since 1990.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
$75K to $100K 1mi. Radius of Facility | 4% | 3,816 | 3,969 | 4,128 | 4,293 | 4,465 | 4.00% |
$75K to $100K 3 mi. Radius of Facility | 4% | 10,403 | 10,819 | 11,252 | 11,702 | 12,170 | 4.00% |
$75K to $100K 5 mi. Radius of Facility | 4% | 18,140 | 18,866 | 19,621 | 20,406 | 21,222 | 4.00% |
$100K to $150K 1mi. Radius of Facility | 4% | 9,352 | 9,726 | 10,115 | 10,520 | 10,941 | 4.00% |
$100K to $150K 3 mi. Radius of Facility | 4% | 10,224 | 10,633 | 11,058 | 11,500 | 11,960 | 4.00% |
$100K to $150K 5 mi.Radius of Facility | 4% | 20,540 | 21,362 | 22,216 | 23,105 | 24,029 | 4.00% |
$150K + 1 mi. Radius of Facility | 4% | 19,432 | 20,209 | 21,017 | 21,858 | 22,732 | 4.00% |
$150K + 3 mi. Radius of Facility | 4% | 10,045 | 10,447 | 10,865 | 11,300 | 11,752 | 4.00% |
$150K + 5 mi. Radius of Facility | 4% | 20,229 | 21,038 | 21,880 | 22,755 | 23,665 | 4.00% |
Total | 4.00% | 122,181 | 127,069 | 132,152 | 137,439 | 142,936 | 4.00% |
The members of these market segments have luxury money on hand, and lead professional lives filled with very busy schedules. All persons usually need hairstyling regardless of income level, and make the effort to find money available to style their “look.”
In spite of the massive growth in residential and corporate complexes and substantial employment within 7 miles of The Mall, a gap currently exists in the retail trade and entertainment area. The shopping center is strategically located between two major malls, each occupying more than 1.2 million square feet. Virtually no high-end restaurants or commercial support services existed in the Gigaburb vicinity until The Mall was developed. Our facility will be located in this center, which provides a huge competitive advantage.
A population of nearly 205,000 people, consisting of young, upper-class families with an average household income of $92,247, exists within a seven-mile radius of the center. The immediate area surrounding The Mall has impressive demographics as well, with an average household income of $119,423 within a three-mile radius. The average new house sale price in The Mall area in 1998 was $377,249, up from $227,000 in 1990. It is also important to note that many companies are locating their corporate headquarters in the Gigaburb vicinity, not just administrative offices. Another plus is that several office buildings, and hotels, are located within a short drive of our gentleman’s shop.
Our gentleman’s shop’s trade area’s best growth potential is in terms of daytime employment. The total daytime business population in a three-mile radius is 42,759 with the residential population at 59,251. The total daytime business population in a five-mile radius is 109,867 with the residential population at 161,848. The nearby business parks also have an ample supply of land for future office development. An even more predictable source of daytime employment growth is the planned expansion of existing companies.
The Mall is the only shopping and entertainment center site within an 8 mile radius. Jonpaul’s is the only gentleman’s shop exclusively for men at The Mall. The future look very promising for a thriving business with a continual presence of clients.
The traditional barbershop of years past have been traditionally been replaced by unisex salon’s and spa’s which focused mainly on women. Professional men are more health and style conscious, especially men who have achieved a modicum level of professional success. They are willing pay for products and services that are geared specifically toward men. They are looking for an environment that consistently offers quality service, products and camaraderie. They look for a gathering place where they can openly discuss politics, watch sports or stock market news on TV, read the newspaper, network, get a cup of gourmet coffee, buy an imported cigar, and get a shoe shine.
The surrounding area of The Mall and Country County has become a bastion for the successful, having consistently been the fastest growing areas in our state. This has created a community of wealth, mobility, and growth. State Highway is a major north/south highway that connects the northern suburbs to midtown Gigaburb. The section of State Highway near our site is two lanes in each direction and includes an interchange at Metro Road. In 1998, the State DOT recorded an ADT volume on State Highway of 46,082 vehicles per day up from the 1997 traffic count of 38,375. This number is expected to continue to increase substantially over the next few years.
We are part of the retail health and beauty industry which has four major types:
The main competitor is VanAstorBilts located across town. Strengths of VanAstorBilts are its wide array of spa services. The weaknesses of VanAstorBilts are the limited number of services dedicated specifically to male clients, i.e. hair grooming, shaves, shoe shines. VanAstorBilts services and products cater more toward the female professional. We feel the presence of Jonpaul’s is not a direct competitor to VanAstorBilts and visa versa.
Our market advantage is wide open, and will give us the opportunity to service a large population base of professional males that is not currently being well served.
Clients choose men’s grooming services based on proximity to their daily travels from home and work, reputation for high quality service, and good pricing. With our combined services and catering to the male professional, we don’t feel we have competition. Any competition will mainly be from unisex salons or combination unisex spa-salons.
Industry participants are those whose services include salon and spa offerings. Salon services concern hair styling, while spa services concern body relaxing and rejuvenating offerings such as massage, nail, and face works.
No one industry participant has focused specifically toward men only.
Our value proposition is that we will bring a unique mode of relaxation and fulfillment to the discerning gentleman. When people are relaxed, comfortable, and happy they have the ability to work harder, concentrate better, feel physically, emotionally, and mentally balanced, and give that happiness back into their homes, workplace, and community. Simply put, our value proposition is that we help our community become a better place to live and work.
Our competitive edge is a combination of our unique services, outstanding location, and our interaction with our clients. By providing our clients a gentleman’s club atmosphere and provide world class services, we build relationships of trust and satisfaction. Our clients will come to depend on our unique services and fulfilling environment.
Our marketing strategy is the key to our success:
Our promotional strategy will be two-fold: first phase promotion will advertising before, during, and six months following our opening; the second phase advertising will deal with long-term advertising.
Owner Cathy Leskie and Jonpaul Leskie will be responsible for marketing Jonpaul’s through the advertising channels. The general manager will be responsible for assisting with the implementation of alliance advertising partnerships. Our advertising budget is $10,000 for the first year. Advertising will begin two weeks prior to opening.
We will automatically position ourselves as the top, exclusive gentlemen’s grooming shop in the greater Gigaburb area. Considering that none of the other competitors will offer the range of men’s services that we will, nor that their staffs will be trained like ours, and that there are not any barbershops of our type in our target locations, we will be able to provide services to The Mall populace not currently being tapped.
Our pricing strategy will be similar to that of our competitors. We will not charge over, nor substantially under, standard prices for our services. We will be paying our employees a straight percentage of their total individual client sales plus a bonus–that’s more than our competitors. This will allow us to hire the best employees, and have a built-in motivational factor that will keep them empowered to enhance their opportunity.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Barber Shop Hair Only Revenue | $572,880 | $775,680 | $1,080,000 |
Misc. Service i.e. Shave, Shine, Color etc. | $156,518 | $187,821 | $225,385 |
Product | $69,726 | $83,671 | $100,040 |
Total Sales | $799,124 | $1,047,172 | $1,405,425 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Barber Shop Hair Only Revenue | $255,794 | $349,056 | $486,000 |
Misc. Service i.e. Shave, Shine, Color etc. | $70,429 | $84,519 | $101,423 |
Product | $34,868 | $41,835 | $50,020 |
Subtotal Direct Cost of Sales | $361,091 | $475,410 | $637,443 |
We will form alliances with our referral clients, local restaurants, offices, and businesses who will be strategically beneficial for generating new clients. We will also form alliances with local barber schools and local spas.
The following table lists important store milestones, with dates, implementation duty, and budgets for each. The milestone schedule emphasizes the timeliness for implementation per the sales and marketing targets listed in the detail in the previous topics.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan | 1/1/2002 | 3/1/2002 | $0 | Jp Leskie | Owners |
Financial Lending | 2/1/2002 | 3/15/2001 | $0 | Jp Leskie | Owners |
Incorporation | 3/15/2002 | 4/1/2002 | $350 | Jp Leskie | Owners |
Lease Agreement/Settlement | 3/25/2002 | 4/5/2002 | $0 | Jp Leskie | Owners |
Leasehold Improvements | 4/5/2002 | 5/30/2002 | $105,000 | Cathy/Jp Leskie | Owners |
Equipment Order/Installed | 4/15/2002 | 5/30/2002 | $45,000 | Cathy Leskie | Owners |
Inventory | 5/1/2002 | 5/30/2002 | $10,000 | Cathy Leskie | Owners |
Logo Design | 3/15/2002 | 5/1/2002 | $1,000 | Cathy/Jp Leskie | Owners |
Business Cards | 5/1/2002 | 5/15/2002 | $500 | Cathy/Jp Leskie | Owners |
Brochures | 5/1/2002 | 5/15/2002 | $3,000 | Cathy/Jp Leskie | Owners |
Staff Hiring/Training | 5/1/2002 | 5/30/2002 | $1,000 | Cathy Leskie | Owners |
Jonpaul’s Grand Opening | 6/15/2002 | 1/15/2003 | $0 | Cathy/Jp Leskie | Owners |
Totals | $165,850 |
6.1 organizational structure.
Our initial team will consist of the owner and 10 employees. On the shop floor, there will be six barbers, one nail specialist, one shoe shine person and one receptionist. Initially there will be one full time combination aesthetician/massage therapist. As our client base grows we will add additional barbers, which then will be working two shifts per day per station. We expect to have 12 employees by the end of the first year and 14 employees in years two and three.
Cathy Leskie, co-owner, president: has 10 years experience in the hair and spa industry. She studied in the U.S. and Europe and continues to stay on top of the latest styles, trends and products. Cathy has worked as a stylist (six years) then as a manager (four years) – managing 16 stylist in a prestigious upscale salon.
Dr. Jonpaul Leskie, co-owner: will not be directly involved in daily operations, but will assist Cathy in general organizational/business planning and operations implementation. Currently Jonpaul is President/CEO of Jp Leskie & Associates, a Technology Consulting Firm. Dr. Leskie is a pioneer and innovator with over 30 years experience in the computer, e-business and telecommunications industry. Dr. Leskie has a proven track record of success in launching new businesses and directing operations for Fortune 500 companies worldwide.
We believe the experience of our team covers the needs to make the business plan for Jonpaul’s a very successful reality. We will review the current talent of the salon and re-engineer accordingly. We plan on outsourcing payroll and benefits.
The Personnel Plan below reflects our projected need at opening, and carries through the second year expansions.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Cathy Leskie | $72,000 | $72,000 | $72,000 |
100% Commissioned Employees | $150 | $165 | $175 |
Assistant | $15,360 | $16,500 | $17,500 |
Receptionist | $15,360 | $16,500 | $17,500 |
Total People | 12 | 14 | 14 |
Total Payroll | $102,870 | $105,165 | $107,175 |
The premier element in our financial plan is initiating, maintaining, and improving the factors that create, stabilize, and increase our cash flow:
The key underlying assumptions of our financial plan shown in the following general assumption table are:
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 8.50% | 8.50% | 8.50% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
Our most important Key Financial Indicator is when each barber averages seven clients per day and each specialist averages three clients per day.
For our Break-even Analysis we assume monthly estimated operational costs which include payroll, rent, utilities and other running costs (not including employee draw fund considerations). Payroll alone is only estimated at $9,800 per month, including taxes.
The analysis shows that we need to generate monthly revenues, as shown below, to break even. This total is less than estimated monthly gross. This estimation does not include revenue from any other sources and is based on a barber shop client average of $35 and miscellaneous services average of $50. Our yearly average per client is estimated at $48. Considering our minimal assumptions show a monthly total client average of 1,063, we therefore believe our break-even figures can be readily maintained.
Break-even Analysis | |
Monthly Revenue Break-even | $36,989 |
Assumptions: | |
Average Percent Variable Cost | 45% |
Estimated Monthly Fixed Cost | $20,275 |
There are two important assumptions with our Projected Profit and Loss statement:
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $799,124 | $1,047,172 | $1,405,425 |
Direct Cost of Sales | $361,091 | $475,410 | $637,443 |
Other Costs of Goods | $0 | $0 | $0 |
Total Cost of Sales | $361,091 | $475,410 | $637,443 |
Gross Margin | $438,033 | $571,762 | $767,982 |
Gross Margin % | 54.81% | 54.60% | 54.64% |
Expenses | |||
Payroll | $102,870 | $105,165 | $107,175 |
Sales and Marketing and Other Expenses | $20,000 | $15,000 | $20,000 |
Depreciation | $0 | $0 | $0 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $9,000 | $9,000 | $9,000 |
Insurance | $12,000 | $12,000 | $12,000 |
Rent | $84,000 | $84,000 | $84,000 |
Payroll Taxes | $15,431 | $15,775 | $16,076 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $243,301 | $240,940 | $248,251 |
Profit Before Interest and Taxes | $194,733 | $330,822 | $519,731 |
EBITDA | $194,733 | $330,822 | $519,731 |
Interest Expense | $18,464 | $17,215 | $15,773 |
Taxes Incurred | $52,880 | $94,082 | $151,187 |
Net Profit | $123,388 | $219,525 | $352,770 |
Net Profit/Sales | 15.44% | 20.96% | 25.10% |
Our business is a luxury, retail-oriented business with clients who will pay primarily with credit cards.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $799,124 | $1,047,172 | $1,405,425 |
Subtotal Cash from Operations | $799,124 | $1,047,172 | $1,405,425 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $10,000 | $0 | $0 |
Subtotal Cash Received | $809,124 | $1,047,172 | $1,405,425 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $102,870 | $105,165 | $107,175 |
Bill Payments | $548,021 | $728,194 | $944,200 |
Subtotal Spent on Operations | $650,891 | $833,359 | $1,051,375 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $14,351 | $16,242 | $17,678 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $665,242 | $849,601 | $1,069,053 |
Net Cash Flow | $143,882 | $197,571 | $336,372 |
Cash Balance | $183,882 | $381,453 | $717,825 |
Our Projected Balance Sheet shows we will not have any difficulty meeting our debt obligations as long as our revenue projections are met.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $183,882 | $381,453 | $717,825 |
Inventory | $38,936 | $51,262 | $68,734 |
Other Current Assets | $38,000 | $38,000 | $38,000 |
Total Current Assets | $260,817 | $470,715 | $824,559 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $260,817 | $470,715 | $824,559 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $53,781 | $60,395 | $79,147 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $25,500 | $25,500 | $25,500 |
Subtotal Current Liabilities | $79,281 | $85,895 | $104,647 |
Long-term Liabilities | $210,649 | $194,407 | $176,729 |
Total Liabilities | $289,930 | $280,302 | $281,376 |
Paid-in Capital | $10,000 | $10,000 | $10,000 |
Retained Earnings | ($162,500) | ($39,112) | $180,413 |
Earnings | $123,388 | $219,525 | $352,770 |
Total Capital | ($29,112) | $190,413 | $543,183 |
Total Liabilities and Capital | $260,817 | $470,715 | $824,559 |
Net Worth | ($29,112) | $190,413 | $543,183 |
The following table contains important business ratios for the barber shop industry, as determined by the Standard Industry Classification (SIC) code, 7241.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 31.04% | 34.21% | 10.40% |
Percent of Total Assets | ||||
Inventory | 14.93% | 10.89% | 8.34% | 4.60% |
Other Current Assets | 14.57% | 8.07% | 4.61% | 36.80% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 53.10% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 46.90% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 30.40% | 18.25% | 12.69% | 29.70% |
Long-term Liabilities | 80.76% | 41.30% | 21.43% | 24.70% |
Total Liabilities | 111.16% | 59.55% | 34.12% | 54.40% |
Net Worth | -11.16% | 40.45% | 65.88% | 45.60% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 54.81% | 54.60% | 54.64% | 0.00% |
Selling, General & Administrative Expenses | 39.37% | 33.64% | 29.54% | 69.20% |
Advertising Expenses | 1.00% | 0.00% | 0.00% | 2.50% |
Profit Before Interest and Taxes | 24.37% | 31.59% | 36.98% | 4.30% |
Main Ratios | ||||
Current | 3.29 | 5.48 | 7.88 | 2.08 |
Quick | 2.80 | 4.88 | 7.22 | 1.55 |
Total Debt to Total Assets | 111.16% | 59.55% | 34.12% | 54.40% |
Pre-tax Return on Net Worth | -605.48% | 164.70% | 92.78% | 6.90% |
Pre-tax Return on Assets | 67.58% | 66.62% | 61.12% | 15.20% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 15.44% | 20.96% | 25.10% | n.a |
Return on Equity | 0.00% | 115.29% | 64.94% | n.a |
Activity Ratios | ||||
Inventory Turnover | 10.91 | 10.54 | 10.62 | n.a |
Accounts Payable Turnover | 11.19 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 28 | 26 | n.a |
Total Asset Turnover | 3.06 | 2.22 | 1.70 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.00 | 1.47 | 0.52 | n.a |
Current Liab. to Liab. | 0.27 | 0.31 | 0.37 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $181,537 | $384,820 | $719,912 | n.a |
Interest Coverage | 10.55 | 19.22 | 32.95 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.33 | 0.45 | 0.59 | n.a |
Current Debt/Total Assets | 30% | 18% | 13% | n.a |
Acid Test | 2.80 | 4.88 | 7.22 | n.a |
Sales/Net Worth | 0.00 | 5.50 | 2.59 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Barber Shop Hair Only Revenue | 0% | $40,040 | $41,440 | $42,840 | $44,240 | $45,640 | $47,040 | $48,440 | $49,840 | $51,240 | $52,640 | $54,040 | $55,440 |
Misc. Service i.e. Shave, Shine, Color etc. | 0% | $10,417 | $10,833 | $11,267 | $11,717 | $12,186 | $12,673 | $13,180 | $13,708 | $14,256 | $14,826 | $15,419 | $16,036 |
Product | 0% | $5,200 | $5,304 | $5,410 | $5,518 | $5,628 | $5,728 | $5,856 | $5,973 | $6,092 | $6,214 | $6,338 | $6,465 |
Total Sales | $55,657 | $57,577 | $59,517 | $61,475 | $63,454 | $65,441 | $67,476 | $69,521 | $71,588 | $73,680 | $75,797 | $77,941 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Barber Shop Hair Only Revenue | $16,016 | $18,648 | $19,278 | $19,908 | $20,538 | $21,168 | $21,798 | $22,428 | $23,058 | $23,688 | $24,318 | $24,948 | |
Misc. Service i.e. Shave, Shine, Color etc. | $4,687 | $4,875 | $5,070 | $5,272 | $5,483 | $5,703 | $5,931 | $6,168 | $6,415 | $6,671 | $6,938 | $7,216 | |
Product | $2,600 | $2,652 | $2,705 | $2,759 | $2,814 | $2,870 | $2,928 | $2,986 | $3,046 | $3,107 | $3,169 | $3,232 | |
Subtotal Direct Cost of Sales | $23,303 | $26,175 | $27,053 | $27,939 | $28,835 | $29,741 | $30,657 | $31,582 | $32,519 | $33,466 | $34,425 | $35,396 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cathy Leskie | 0% | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 |
100% Commissioned Employees | 0% | $10 | $10 | $13 | $13 | $13 | $13 | $13 | $13 | $13 | $13 | $13 | $13 |
Assistant | 0% | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 |
Receptionist | 0% | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 |
Total People | 11 | 11 | 11 | 11 | 11 | 12 | 12 | 12 | 12 | 12 | 12 | 12 | |
Total Payroll | $8,570 | $8,570 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | 8.50% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $55,657 | $57,577 | $59,517 | $61,475 | $63,454 | $65,441 | $67,476 | $69,521 | $71,588 | $73,680 | $75,797 | $77,941 | |
Direct Cost of Sales | $23,303 | $26,175 | $27,053 | $27,939 | $28,835 | $29,741 | $30,657 | $31,582 | $32,519 | $33,466 | $34,425 | $35,396 | |
Other Costs of Goods | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $23,303 | $26,175 | $27,053 | $27,939 | $28,835 | $29,741 | $30,657 | $31,582 | $32,519 | $33,466 | $34,425 | $35,396 | |
Gross Margin | $32,354 | $31,402 | $32,464 | $33,536 | $34,619 | $35,700 | $36,819 | $37,939 | $39,069 | $40,214 | $41,372 | $42,545 | |
Gross Margin % | 58.13% | 54.54% | 54.55% | 54.55% | 54.56% | 54.55% | 54.57% | 54.57% | 54.57% | 54.58% | 54.58% | 54.59% | |
Expenses | |||||||||||||
Payroll | $8,570 | $8,570 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | |
Sales and Marketing and Other Expenses | $4,000 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $3,000 | $1,300 | $1,300 | $1,300 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | |
Insurance | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Rent | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | $7,000 | |
Payroll Taxes | 15% | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 | $1,286 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $22,606 | $19,906 | $19,909 | $19,909 | $19,909 | $19,909 | $19,909 | $19,909 | $21,609 | $19,909 | $19,909 | $19,909 | |
Profit Before Interest and Taxes | $9,749 | $11,497 | $12,555 | $13,627 | $14,710 | $15,791 | $16,910 | $18,030 | $17,460 | $20,305 | $21,463 | $22,636 | |
EBITDA | $9,749 | $11,497 | $12,555 | $13,627 | $14,710 | $15,791 | $16,910 | $18,030 | $17,460 | $20,305 | $21,463 | $22,636 | |
Interest Expense | $1,585 | $1,577 | $1,568 | $1,560 | $1,551 | $1,543 | $1,534 | $1,526 | $1,518 | $1,509 | $1,501 | $1,492 | |
Taxes Incurred | $2,449 | $2,976 | $3,296 | $3,620 | $3,948 | $4,274 | $4,613 | $4,951 | $4,783 | $5,639 | $5,989 | $6,343 | |
Net Profit | $5,714 | $6,944 | $7,691 | $8,447 | $9,211 | $9,974 | $10,763 | $11,553 | $11,160 | $13,157 | $13,974 | $14,801 | |
Net Profit/Sales | 10.27% | 12.06% | 12.92% | 13.74% | 14.52% | 15.24% | 15.95% | 16.62% | 15.59% | 17.86% | 18.44% | 18.99% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $55,657 | $57,577 | $59,517 | $61,475 | $63,454 | $65,441 | $67,476 | $69,521 | $71,588 | $73,680 | $75,797 | $77,941 | |
Subtotal Cash from Operations | $55,657 | $57,577 | $59,517 | $61,475 | $63,454 | $65,441 | $67,476 | $69,521 | $71,588 | $73,680 | $75,797 | $77,941 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $10,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $55,657 | $67,577 | $59,517 | $61,475 | $63,454 | $65,441 | $67,476 | $69,521 | $71,588 | $73,680 | $75,797 | $77,941 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $8,570 | $8,570 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | $8,573 | |
Bill Payments | $1,900 | $56,613 | $45,189 | $44,259 | $45,470 | $46,697 | $47,933 | $49,190 | $50,495 | $52,889 | $53,035 | $54,350 | |
Subtotal Spent on Operations | $10,470 | $65,183 | $53,762 | $52,832 | $54,043 | $55,270 | $56,506 | $57,763 | $59,068 | $61,462 | $61,608 | $62,923 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | $1,196 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $11,666 | $66,379 | $54,958 | $54,028 | $55,239 | $56,466 | $57,702 | $58,959 | $60,264 | $62,658 | $62,804 | $64,118 | |
Net Cash Flow | $43,991 | $1,198 | $4,559 | $7,447 | $8,215 | $8,975 | $9,774 | $10,562 | $11,324 | $11,022 | $12,993 | $13,823 | |
Cash Balance | $83,991 | $85,189 | $89,748 | $97,194 | $105,409 | $114,384 | $124,159 | $134,721 | $146,045 | $157,066 | $170,059 | $183,882 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $40,000 | $83,991 | $85,189 | $89,748 | $97,194 | $105,409 | $114,384 | $124,159 | $134,721 | $146,045 | $157,066 | $170,059 | $183,882 |
Inventory | $10,000 | $25,633 | $28,793 | $29,758 | $30,733 | $31,719 | $32,715 | $33,723 | $34,740 | $35,771 | $36,813 | $37,868 | $38,936 |
Other Current Assets | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 | $38,000 |
Total Current Assets | $88,000 | $147,624 | $151,981 | $157,506 | $165,927 | $175,128 | $185,099 | $195,881 | $207,461 | $219,816 | $231,879 | $245,927 | $260,817 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $88,000 | $147,624 | $151,981 | $157,506 | $165,927 | $175,128 | $185,099 | $195,881 | $207,461 | $219,816 | $231,879 | $245,927 | $260,817 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $55,106 | $43,715 | $42,745 | $43,915 | $45,100 | $46,295 | $47,509 | $48,732 | $51,123 | $51,225 | $52,495 | $53,781 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 | $25,500 |
Subtotal Current Liabilities | $25,500 | $80,606 | $69,215 | $68,245 | $69,415 | $70,600 | $71,795 | $73,009 | $74,232 | $76,623 | $76,725 | $77,995 | $79,281 |
Long-term Liabilities | $225,000 | $223,804 | $222,608 | $221,412 | $220,216 | $219,020 | $217,824 | $216,628 | $215,433 | $214,237 | $213,041 | $211,845 | $210,649 |
Total Liabilities | $250,500 | $304,410 | $291,823 | $289,657 | $289,632 | $289,621 | $289,619 | $289,638 | $289,665 | $290,860 | $289,766 | $289,840 | $289,930 |
Paid-in Capital | $0 | $0 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Retained Earnings | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) | ($162,500) |
Earnings | $0 | $5,714 | $12,658 | $20,349 | $28,796 | $38,007 | $47,981 | $58,743 | $70,296 | $81,456 | $94,613 | $108,587 | $123,388 |
Total Capital | ($162,500) | ($156,786) | ($139,842) | ($132,151) | ($123,704) | ($114,493) | ($104,519) | ($93,757) | ($82,204) | ($71,044) | ($57,887) | ($43,913) | ($29,112) |
Total Liabilities and Capital | $88,000 | $147,624 | $151,981 | $157,506 | $165,927 | $175,128 | $185,099 | $195,881 | $207,461 | $219,816 | $231,879 | $245,927 | $260,817 |
Net Worth | ($162,500) | ($156,786) | ($139,842) | ($132,151) | ($123,704) | ($114,493) | ($104,519) | ($93,757) | ($82,204) | ($71,044) | ($57,887) | ($43,913) | ($29,112) |
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Here is a free business plan sample for a fruit and vegetable store.
Have you ever envisioned owning a bustling fruit and vegetable market that serves as a cornerstone of health in your community? Wondering where to start?
Look no further, as we're about to guide you through a comprehensive business plan tailored for a fruit and vegetable market.
Creating a solid business plan is crucial for any aspiring entrepreneur. It serves as a roadmap, outlining your vision, objectives, and the strategies you'll employ to turn your fresh produce venture into a thriving business.
To jumpstart your planning process with ease and precision, feel free to utilize our fruit and vegetable market business plan template. Our team of experts is also on standby to provide a free review and fine-tuning of your plan.
A good business plan for a fruit and vegetable market must cater to the unique aspects of this type of retail business.
Initially, it's crucial to provide a comprehensive overview of the market landscape. This includes up-to-date statistics and an exploration of emerging trends within the industry, similar to what we've incorporated in our fruit and vegetable market business plan template .
Your business plan should articulate your vision clearly. Define your target demographic (such as local residents, restaurants, or health-conscious consumers) and establish your market's distinctive features (like offering organic produce, exotic fruits, or locally-sourced vegetables).
Market analysis is the next critical component. This requires a thorough examination of local competitors, market dynamics, and consumer buying patterns.
For a fruit and vegetable market, it's imperative to detail the range of products you intend to sell. Describe your selection of fruits, vegetables, herbs, and any additional items you plan to offer, and discuss how these choices align with the preferences and needs of your customer base.
The operational plan is equally important. It should outline the location of your market, the layout of the retail space, your supply chain for fresh produce, and inventory management practices.
Given the nature of a fruit and vegetable market, it is vital to highlight the freshness and quality of your produce, your relationships with growers and suppliers, and adherence to health and safety standards.
Then, delve into your marketing and sales strategies. How do you plan to attract and keep customers coming back? Consider your approach to promotions, customer loyalty programs, and potential value-added services (like home delivery or a juice bar).
Incorporating digital strategies, such as an online ordering system or a robust social media presence, is also crucial in the modern marketplace.
The financial section is another cornerstone of your business plan. It should encompass the initial investment, projected sales, operating expenses, and the point at which you expect to break even.
With a fruit and vegetable market, managing waste and understanding the shelf life of products are critical, so precise planning and knowledge of your financials are essential. For assistance, consider using our financial forecast for a fruit and vegetable market .
Compared to other business plans, a fruit and vegetable market plan must pay closer attention to the perishability of inventory, the importance of a robust supply chain, and the potential for seasonal fluctuations.
A well-crafted business plan not only helps you to define your strategies and vision but also plays a pivotal role in attracting investors or securing loans.
Lenders and investors are keen on a solid market analysis, realistic financial projections, and a comprehensive understanding of the day-to-day operations of a fruit and vegetable market.
By presenting a thorough and substantiated plan, you showcase your dedication and readiness for the success of your venture.
To achieve these goals while saving time, you are welcome to fill out our fruit and vegetable market business plan template .
Here, we will provide a concise and illustrative example of a business plan for a specific project.
This example aims to provide an overview of the essential components of a business plan. It is important to note that this version is only a summary. As it stands, this business plan is not sufficiently developed to support a profitability strategy or convince a bank to provide financing.
To be effective, the business plan should be significantly more detailed, including up-to-date market data, more persuasive arguments, a thorough market study, a three-year action plan, as well as detailed financial tables such as a projected income statement, projected balance sheet, cash flow budget, and break-even analysis.
All these elements have been thoroughly included by our experts in the business plan template they have designed for a fruit and vegetable market .
Here, we will follow the same structure as in our business plan template.
Market data and figures.
The fruit and vegetable market is an essential and robust component of the global food industry.
Recent estimates value the global fruit and vegetable trade at over 1 trillion dollars, with expectations for continued growth as consumers seek healthier eating options. In the United States, the fruit and vegetable industry contributes significantly to the economy, with thousands of markets and stores providing a wide range of produce to meet consumer demand.
These statistics underscore the critical role that fruit and vegetable markets play in not only providing nutritious food options but also in supporting local agriculture and economies.
Current trends in the fruit and vegetable industry indicate a shift towards organic and locally sourced produce, as consumers become more health-conscious and environmentally aware.
There is an increasing demand for organic fruits and vegetables, driven by the perception of better quality and concerns about pesticides and other chemicals. The local food movement is also gaining momentum, with consumers showing a preference for produce that is grown locally to support community farmers and reduce carbon emissions associated with transportation.
Technological advancements are influencing the industry as well, with innovations in vertical farming and hydroponics allowing for more sustainable and space-efficient growing methods.
Online grocery shopping and delivery services are expanding, making it easier for consumers to access fresh produce directly from their homes.
Additionally, the push for transparency in food sourcing continues to grow, with consumers wanting to know more about where their food comes from and how it is grown.
These trends are shaping the future of the fruit and vegetable market, as businesses strive to meet the evolving preferences and values of modern consumers.
Several key factors contribute to the success of a fruit and vegetable market.
Quality and freshness of produce are paramount. Markets that offer a wide variety of fresh, high-quality fruits and vegetables are more likely to build and maintain a dedicated customer base.
Diversity in product offerings, including exotic or hard-to-find produce, can differentiate a market from its competitors.
Location is also vital, as markets that are easily accessible to consumers will naturally attract more foot traffic.
Customer service is another important aspect, with knowledgeable and friendly staff enhancing the shopping experience and encouraging repeat visits.
Effective cost management and the ability to adapt to changing consumer trends, such as the demand for organic and locally grown produce, are crucial for the long-term viability of a fruit and vegetable market.
Project presentation.
Our fruit and vegetable market project is designed to cater to the increasing consumer demand for fresh, organic, and locally-sourced produce. Situated in a community-focused neighborhood, our market will offer a diverse selection of fruits and vegetables, emphasizing seasonal and organic options. We will partner with local farmers and suppliers to ensure that our customers have access to the freshest produce available, supporting sustainable agricultural practices and reducing our carbon footprint.
We aim to provide not just produce, but a holistic healthy eating experience by offering a range of complementary products such as herbs, spices, and artisanal condiments. Our market will be a hub for health-conscious consumers and those interested in cooking with the finest ingredients.
Our fruit and vegetable market is set to become a cornerstone in the community, promoting healthier lifestyles and fostering connections between local producers and consumers.
The value proposition of our fruit and vegetable market lies in our commitment to providing the community with the highest quality fresh produce. We understand the importance of nutrition and the role that fruits and vegetables play in maintaining a healthy diet.
Our market will offer a unique shopping experience where customers can enjoy a wide variety of produce, learn about the benefits of incorporating more fruits and vegetables into their diets, and discover new and exotic varieties. We are dedicated to creating a welcoming environment where everyone can find something to enrich their meals and support their well-being.
By focusing on local and organic sourcing, we also contribute to the sustainability of our food systems and the prosperity of local farmers, aligning our business with the values of environmental stewardship and community support.
The project owner is an individual with a profound passion for healthy living and community engagement. With a background in agricultural studies and experience in the food retail industry, they are well-equipped to establish a market that prioritizes quality and freshness.
They bring a wealth of knowledge about the seasonality and sourcing of produce, and are committed to creating a marketplace that reflects the diversity and richness of nature's offerings. Their dedication to health, nutrition, and sustainability drives them to build a market that not only sells fruits and vegetables but also educates and inspires the community to embrace a healthier, more sustainable lifestyle.
Their vision is to create a space where the joy of fresh, wholesome food is accessible to all, and where the market serves as a vibrant gathering place for people to connect with their food and each other.
Market segments.
The market segments for this fruit and vegetable market are diverse and cater to a wide range of consumers.
Firstly, there are health-conscious individuals who prioritize fresh, organic produce in their diets for wellness and nutritional benefits.
Secondly, the market serves customers who are looking for locally-sourced and seasonal produce to support community farmers and reduce their carbon footprint.
Additionally, the market attracts individuals with specific dietary needs, such as vegans, vegetarians, and those with food sensitivities who require a variety of fresh produce options.
Culinary professionals, including chefs and caterers, represent another segment, seeking high-quality ingredients to enhance their dishes.
A SWOT analysis of the fruit and vegetable market project highlights several key factors.
Strengths include a strong focus on fresh, high-quality produce, relationships with local farmers, and a commitment to sustainability and eco-friendly practices.
Weaknesses might involve the perishable nature of inventory, the need for constant supply chain management, and potential seasonal fluctuations in product availability.
Opportunities exist in expanding the market's reach through online sales and delivery services, as well as in educating consumers about the benefits of eating fresh and local produce.
Threats could include competition from larger grocery chains with more buying power, adverse weather affecting crop yields, and potential economic downturns reducing consumer spending on premium produce.
Competitor analysis in the fruit and vegetable market sector indicates a varied landscape.
Direct competitors include other local markets, organic food stores, and large supermarkets with extensive produce sections.
These competitors vie for customers who value convenience, variety, and price.
Potential competitive advantages for our market include superior product freshness, strong community ties, exceptional customer service, and a focus on sustainable and ethical sourcing.
Understanding the strengths and weaknesses of these competitors is crucial for carving out a niche and ensuring customer loyalty.
Our fruit and vegetable market's dedication to offering the freshest and highest quality produce sets us apart from the competition.
We provide a wide array of fruits and vegetables, including rare and exotic items, to cater to the diverse tastes and needs of our customers.
Our commitment to sustainability, through supporting local farmers and minimizing waste, resonates with environmentally conscious consumers.
We also emphasize transparency and education about the source and benefits of our produce, fostering a trusting relationship with our clientele.
You can also read our articles about: - how to open a fruit and vegetable store: a complete guide - the customer segments of a fruit and vegetable store - the competition study for a fruit and vegetable store
Development plan.
Our three-year development plan for the fresh fruit and vegetable market is designed to promote healthy living within the community.
In the first year, our goal is to establish a strong local presence by sourcing a wide variety of high-quality, seasonal produce and building relationships with local farmers and suppliers.
The second year will focus on expanding our reach by setting up additional market locations and possibly introducing mobile market services to access a broader customer base.
In the third year, we plan to diversify our offerings by including organic and exotic fruits and vegetables, as well as implementing educational programs on nutrition and sustainable agriculture.
Throughout this period, we will be committed to sustainability, community engagement, and providing exceptional service to ensure we become a staple in our customers' healthy lifestyles.
The Business Model Canvas for our fruit and vegetable market targets health-conscious consumers and those looking for fresh, local produce.
Our value proposition is centered on offering the freshest, high-quality fruits and vegetables, with a focus on local and organic options, and providing exceptional customer service.
We will sell our products through our physical market locations and consider an online ordering system for customer convenience, utilizing our key resources such as our relationships with local farmers and our knowledgeable staff.
Key activities include sourcing and curating produce, maintaining quality control, and engaging with the community.
Our revenue streams will be generated from the sales of produce, while our costs will be associated with procurement, operations, and marketing efforts.
Access a complete and editable real Business Model Canvas in our business plan template .
Our marketing strategy is centered on community engagement and education.
We aim to highlight the health benefits of fresh produce and the environmental advantages of buying locally. Our approach includes community events, cooking demonstrations, and partnerships with local health and wellness organizations.
We will also leverage social media to showcase our daily offerings, share tips on healthy eating, and feature stories from our partner farmers.
Additionally, we plan to offer loyalty programs and seasonal promotions to encourage repeat business and attract new customers.
The risk policy for our fruit and vegetable market focuses on mitigating risks associated with perishable goods, supply chain management, and market fluctuations.
We will implement strict quality control measures and develop a robust inventory management system to minimize waste and ensure product freshness.
Building strong relationships with a diverse group of suppliers will help us manage supply risks and price volatility.
We will also maintain a conservative financial strategy to manage operational costs effectively and ensure business sustainability.
Insurance coverage will be in place to protect against unforeseen events that could impact our business operations.
We believe in the viability of a fruit and vegetable market that prioritizes freshness, quality, and community health.
With a growing trend towards healthy eating and local sourcing, our market is well-positioned to meet consumer demand.
We are committed to creating a shopping experience that supports local agriculture and provides educational value to our customers.
Adaptable to market trends and customer feedback, we are excited about the potential of our fruit and vegetable market to become a cornerstone of healthy living in our community.
You can also read our articles about: - the Business Model Canvas of a fruit and vegetable store - the marketing strategy for a fruit and vegetable store
Of course, the text presented below is far from sufficient to serve as a solid and credible financial analysis for a bank or potential investor. They expect specific numbers, financial statements, and charts demonstrating the profitability of your project.
All these elements are available in our business plan template for a fruit and vegetable market and our financial plan for a fruit and vegetable market .
Initial expenses for our fruit and vegetable market include costs for securing a retail space in a high-traffic area, purchasing refrigeration units and display equipment to maintain and showcase fresh produce, obtaining necessary permits and licenses, investing in a robust inventory management system, and launching marketing initiatives to attract customers to our location.
Our revenue assumptions are based on an in-depth analysis of the local market demand for fresh, high-quality fruits and vegetables, taking into account the increasing trend towards healthy eating and organic produce.
We expect sales to grow steadily as we establish our market's reputation for offering a wide variety of fresh and locally sourced produce.
The projected income statement outlines expected revenues from the sale of fruits and vegetables, cost of goods sold (including procurement, transportation, and storage), and operating expenses (rent, marketing, salaries, utilities, etc.).
This results in a forecasted net profit that is essential for assessing the long-term viability of our fruit and vegetable market.
The projected balance sheet will reflect assets such as refrigeration and display equipment, inventory of fresh produce, and liabilities including any loans and operational expenses.
It will provide a snapshot of the financial condition of our market at the end of each fiscal period.
Our projected cash flow statement will detail all cash inflows from sales and outflows for expenses, helping us to predict our financial needs and ensure we have sufficient funds to operate smoothly.
The projected financing plan will outline the sources of funding we intend to tap into to cover our initial setup costs and any additional financing needs.
The working capital requirement for our market will be carefully managed to maintain adequate liquidity for day-to-day operations, such as purchasing fresh stock, managing inventory, and covering staff wages.
The break-even analysis will determine the volume of sales we need to achieve to cover all our costs and begin generating a profit, marking the point at which our market becomes financially sustainable.
Key performance indicators we will monitor include the turnover rate of our inventory, the gross margin on produce sales, the current ratio to evaluate our ability to meet short-term obligations, and the return on investment to gauge the profitability of the capital invested in our market.
These metrics will be instrumental in assessing the financial performance and overall success of our fruit and vegetable market.
If you want to know more about the financial analysis of this type of activity, please read our article about the financial plan for a fruit and vegetable store .
Moscow location.
872 Troy Rd, Moscow, ID 83843
Hot towel, shampoo, haircut plus your choice of a beer or soda.
Hot towel, shampoo, straight edge neck shave and clean up plus your choice of beer or soda.
Straight edge neck shave ($5 with purchase of a haircut).
Precision trim and beard shaping followed by beard oil.
Line your beard up with a straight edge for a crisp clean line.
Relax with our straight-edge face shave by one of our experienced barbers. Hot steam towel, lather, and smooth shave.
Waxing is one of the best ways to remove nose hairs and keeps them from being seen outside of the nostrils for up to six weeks.
Clean up the eyebrows and unibrow hair. Helps give you a clean, groomed look.
Get rid of that unibrow! Quick clean-up of the center brow.
Remove the hair from the outside of your ear and the entrance into the ear canal. Will keep ears looking clean 4-6 weeks.
Color that will help blend your grey. This is a semi-permanent color that will wash out in 4-6 weeks.
Enjoy our tea tree shampoo followed by a 10min scalp massage with our tea tree conditioner. Relax and unwind from the stresses of the day. Also great for headaches.
A chemical treatment that curls your hair. Get a perm today and you'll still have curly hair next month! Does not include a haircut.
*Availalbe at select locations.
As men, it's important to take care of ourselves and present the best version of ourselves to the world. That's why we've created a space just for men - a place where you can get expert styling and proper skin care from our team of experienced barbers and stylists. We believe that salons aren't just for women, and that everyone deserves to feel confident and well-groomed. When you visit us at the salon, we'll make sure you leave feeling like the man you are.
We cater to men who are looking for the ultimate salon experience.
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Coeur d'Alene: (208) 762-8778
Post Falls: (208) 773-1300
Lewiston: (208) 553-2718
Moscow: ( 208) 596-4242
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February 28, 2024. Business Plan. Creating a comprehensive business plan is crucial for launching and running a successful barbershop. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your salon's identity, navigate the competitive market, and secure funding for growth.
The 7 elements of an effective hair and beauty salon business plan. 1. Executive Summary. The executive summary provides a high-level overview of your business plan. It should outline the objectives of your hair and beauty salon, such as to offer high-quality services, to expand the client base, or to break into a new market.
The Total Fee for Registering the Business in Florida - $750. Legal expenses for obtaining licenses and permits - $1,500. Marketing promotion expenses for the grand opening of our barbing salon in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of - $3,580.
It is important to have an orderly format for smooth reading and comprehension. When we built and designed our business plan for a barbershop salon, we ensured it was organized correctly. The business plan is divided in 5 sections (Opportunity, Project, Market Research, Strategy and Finances). 1. Market Opportunity.
To achieve this, consider the following steps: Estimate startup costs for your salon. Forecast revenue (employee based, booth rent, salon suite, hybrid) Project supplies and labor cost. Estimate your operating expenses like rent and utilities. Calculate how much investor or loan capital you will need to open.
Importance of the Barbing Salon Business Plan in Nigeria. The Barbing Salon Business Plan in Nigeria is important because. It will assist you in making sound decision in the administration of the commercial enterprise which will make a contribution to the success of the business. It will additionally gives distinctive statistics on all ...
Your business plan should articulate your vision clearly. Define your target market (such as local residents, professionals, students), and establish the distinctive appeal of your barbershop (traditional, modern, specializing in certain styles or treatments). Market analysis is the next critical component. This requires a thorough examination ...
Once payment is made for the Barbing Salon Business Plan In Nigeria feasibility study PDF, send the following (i) a valid email address and (ii) your payment details to any of these numbers - 07039768549. When people started to request for special barbers and extra was been paid for home services, people began to take barbing job serious.
professional business plan with automated financial forecasts. You can also do: 200+ Sample business plans ... John & Sons (J&S) Barbing Salon is a standard and licensed barbing salon that will be located in a richly populated neighborhood in West Palm Beach, Florida - United States of America. We chose to open our barbing salon in this
When it comes to a hair and beauty salon you need the right tools and equipment to be successful in the business. You must invest in good quality hair dryers, styling kits, curlers, combs, and furniture. The chairs that you may need include hair styling chairs, shampoo chairs, dryer chairs & all purpose chairs.
The Hair and Salon Industry plays a significant role in the groomed millennial era. Cutting, trimming, and styling services are on the rise, with an estimated 4.9 billion dollars generated each year in this sector. In 2020 alone, a 1.3% rise has been seen in the grooming industry. These factors make setting up a Barber's Shop a viable ...
A business plan provides a snapshot of your salon as it stands today, and lays out your growth plan for the next five years. It explains your business's goals, business model, the type of services you will offer (beauty services, spa services, nail services, skin care services and/or hair salon services), management team, target market, and a marketing plan for the many ways you can reach ...
What is the long-term plan for a profitable salon business? 1.2 Scope and Delimitations This study focuses on barber and hairdressing service for men in Lappeenranta. Lappeenranta is the only place to conduct the research and survey for the thesis. Additionally, the aim of this study is clearly defined as a business plan for a barber ...
We have a team that can help you write your specific business plans, feasibility studies, Marketing plan, grant application, market research, business brand story and so on. Contact: +2348147161686 for details. Other Business Plans available: Auto Repair Business plan in Nigeria. Barbing salon Business plan in Nigeria.
Business Overview. For a Beauty Salon, the Business Overview section is structured into 2 slides: Salon & Location Illustrate the ambiance and layout of your beauty salon, highlighting features that create a welcoming and luxurious experience for clients. Discuss the salon's strategic location, emphasizing how its accessibility and the surrounding area contribute to attracting your target ...
See also Private Tutor Business Plan in Nigeria (Guidelines & Manual) Peek days: Friday - Sunday (30 haircuts each day) To give a minimum of 20 haircuts each day on regular days: N250 X 20 = N5000. Total haircuts for regular days (i.e. Mon, Tues, Wed and Thurs.): N5000 X 4days = N20, 000. To give a minimum of 30 haircuts each day on Peek days ...
John & Sons (J&S) Barbing Salon is a standard and licensed barbing salon that will be located in West Palm Beach, Florida. J&S will offer hair services such as haircuts for both male and female clients. The business vision is to become the number one choice for barber shops in West Palm Beach and be among the top 20 barber shops in the US within 10 years. The management team is led by John Doe ...
In this guide, I've provided you with barbing salon business plan pdf to start your professional barbing salon business in Nigeria, Ghana, S/Africa. Do you wish to start your own Both hairdressing salon and barbing salon and you don't know how to go about it. Just before you download the PDF / eBook file, I'll
Men's Services: Essential facials and peels, sports massage, deep tissue massage. Hair Laser Removal: Hair removal on neck, back, ears, etc. Shoe Shine: Shoe shine service in the waiting room or while services are being performed. Products: London: Shave creams, soap, bath oils, shaving accessories exclusively for men.
Our salon marketing plan and salon marketing plan templates are your guides to make your salon business as unique and professional as you are. Book a demo to learn more about SalonBiz marketing tools. TAKE ACTION. Once you are a SalonBiz customer, you can join the SalonBiz Community Page on Facebook and get inspired by other salons growing ...
A free example of business plan for a fruit and vegetable store. Here, we will provide a concise and illustrative example of a business plan for a specific project. This example aims to provide an overview of the essential components of a business plan. It is important to note that this version is only a summary.
9:00 am - 6:00 pm. Saturday. 9:00 am - 5:00 pm. Sunday. Closed. Moscow 872 Troy Rd, Moscow, ID, 83843, United States. Welcome to Locker Room Men's Salon! Experience top-quality haircuts, grooming, and a sports bar atmosphere. Enjoy our famous "BEER & HAIRCUT" package and other amenities while you relax with friends.
994.MoSCoW Prioritisation1 IntroductionIn an Atern project where time has been fixed, understanding the relative importance of things is vital to. making progress and keeping to deadlines. Prioritisation can be applied to requirements, tasks, products, use cases, us. r stories, acceptance criteria and tests. MoSCoW is a techn.