Websites Helping Small Business 2019

Small business owners, entrepreneurs, and those wishing to start a business should be aware of the information available to you on-line. Recently, the U.S. Department of Social Security reported that 85 percent of Americans 65 and over do not have more than $250. Only two percent in this age range do not need help from churches, relatives, or the Government. To avoid this, there are many tools on-line that you can use to build a successful small business and create a brighter future for yourself and your family. One magazine of interest to many small business owners is SmallBiz, published by Business Week Magazine. SmallBiz offers information and statistics for business owners on taxes, tax deadlines, and ways in which to grow your business. SmallBiz continuously publishes tips that you may have never thought of. To help and assist home based businesses, Business Weeks on-line site contains tons of useful information and tips. There you will find anything from increasing profits of your business using ads and slogans to finding better ways of using your corporate website to link and share information with other companies and websites. Networking is the key for most businesses who have a hard time getting their business operating the way they want. .u17f46760fa2f2ef78af59b4feeea10af { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .u17f46760fa2f2ef78af59b4feeea10af:active, .u17f46760fa2f2ef78af59b4feeea10af:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .u17f46760fa2f2ef78af59b4feeea10af { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .u17f46760fa2f2ef78af59b4feeea10af .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .u17f46760fa2f2ef78af59b4feeea10af .post Title { color:#000000; text-decoration: underline!important; font-size: 16px; } .u17f46760fa2f2ef78af59b4feeea10af:hover .postTitle { text-decoration: underline!important; } READ Bachelor of Science in Business Administration Learn What it Takes to Be a Chief Financial Officer (CFO)Your business could be one of the numerous on-line success stories. There are places on-line that inform you about developing business plans and how to properly go about buying or selling a business. In just a few minutes you can learn everything from determining your advertising market to incorporating your business. Even more, there is a ton of information on buying franchises, how to raise money for your business, and the financing and accounting that needs to be done to run a successful business. The SmallBiz Magazine website dedicates most of its topics to research statistics, keeping accounting documents organized, hiring employees, 401k and health plans, and ways to increase business. They often suggest ways to increase your presence on the web and the technology used to run a business. Another website, Inc.com details the process of the concept of your business idea to the creating of your company website. In short it states that all successful small businesses have a website and ideas on how to make sales from the web. .u85afcceac01875ed86781fe1fd5e8182 { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .u85afcceac01875ed86781fe1fd5e8182:active, .u85afcceac01875ed86781fe1fd5e8182:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .u85afcceac01875ed86781fe1fd5e8182 { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .u85afcceac01875ed86781fe1fd5e8182 .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .u85afcceac01875ed86781fe1fd5e8182 .post Title { color:#000000; text-decoration: underline!important; font-size: 16px; } .u85afcceac01875ed86781fe1fd5e8182:hover .postTitle { text-decoration: underline!important; } READ Working in Human ResourcesThe SBA (Small Business Administration) runs a website containing helpful ideas for a new start-up, the latest business opportunities and news, and ways to apply for loans or funding from the SBA. There are many website dedicated to this kind of information and small business owners. They are there waiting for you to find them so that they can assist you in ever detail possible. Why not use information that is so easily accessible? * Resources mentioned in this article are located at: Business Week Magazine http://www.businessweek.com SmallBiz Magazine http://mediakit.businessweek.com/Products/Magazines/SmallBiz Small Business Administration http://www.sba.gov Inc.com http://www.inc.com U.S. Department of Social Security http://www.ssa.gov Related ArticlesWhy Startups Should Seek Help From The Small Business AdministrationEarning an Education in Business AccountingThe IT Security IndustryFrom IT School to an IT CareerMaking Sure Your Internet is Safe From HackersUnderstanding Computer Science .ubf79d8afc95395e810840f109badbc9c { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .ubf79d8afc95395e810840f109badbc9c:active, .ubf79d8afc95395e810840f109badbc9c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .ubf79d8afc95395e810840f109badbc9c { transition: background-color 250ms; webkit-transition: ba ckground-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .ubf79d8afc95395e810840f109badbc9c .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .ubf79d8afc95395e810840f109badbc9c .postTitle { color:#000000; text-decoration: underline!important; font-size: 16px; } .ubf79d8afc95395e810840f109badbc9c:hover .postTitle { text-decoration: underline!important; } READ The History of the C Programming Language

Love Why I Live At The Po And A Rose For Emily - 1177 Words

What is love? Love is can be consider as emotion or feeling to pleasure or affection. Sometimes people choose our own partner or chosen by our family. Love can be also conducted by destiny, when both peers don’t know why they attracted to one another. When a person loves someone just for a day, or not feeling that they will be together forever, we can consider it as a lust. Love stories are dominant in our generation as people might have experienced different kinds of love in their lives. In Love in time of Cholera, â€Å"Why I Live at the PO† and â€Å"A Rose for Emily† are the example of love stories, which the flow of the story is about the protagonist’s problems. Lust can be considers as the main reason of conflict in most relationship. Love is complicated and comes in differente forms, can be chosen, destine or lust. Sometimes, loves can create conflict with everyone. In the novel, Love in time of Cholera, loves can be seen as lust. Florentino Ariza, a man who still waiting for his love. After a long time, they reunite for the first time, yet Fermina Daza already has a husband. This creates a great heartache when he faces the truth that they had married. Sooner or later, Florentino becomes fed up to wait for her. He becomes addicted with affairs as he had slept with many women. Although he has done a lot of affairs with other women, as he still wanted to wait for Fermina’s response. In some way, Florentino can be defined as someone who is lust with every woman. In a suddenShow MoreRelatedLove : Why I Live At The Po And A Rose For Emily902 Words   |  4 PagesWhat is love? How can it be defined? Love can be choices, destiny or lust. Sometimes people choose our own partner or chosen by our family. Love can be also conducted by destiny, when both peers don’t know why they attracted to one another. When a person loves someone just for a day, or not feeling that they will be together forever, we can consider it as a lust. Love stories are dominant in our generation as people might have experienced different kinds of love in their lives. In â€Å"Love in time of

Kitsch Internet Cafe Business Plan Free Essays

KITSCH INTERNET CAFE Table of Contents 1. Executive Summary5 1. 1 Objectives6 1. We will write a custom essay sample on Kitsch Internet Cafe Business Plan or any similar topic only for you Order Now 2 Keys to Success6 1. 3 Mission6 1. 4 Risks7 2. Company Description7 2. 1 Company Ownership7 2. 2 Start-up Summary8 2. 3 Company Locations and Facilities10 3. Description of Services11 3. 1 Competitive Comparison11 3. 2 Service Description11 3. 3 Fulfillment12 3. 4 Technology12 3. 5 Future Services12 4. Market Analysis13 4. 1 Target Market Segment Strategy13 4. 1. 1 Market Trends13 4. 1. 2 Market Needs13 4. 2 Market Segmentation14 4. Service Business Analysis15 4. 3. 1 Competition and Buying Patterns16 4. 3. 2 Business Participants16 4. 3. 3 Distributing a Service17 5. Marketing Strategy18 5. 1 Strategy Pyramid18 5. 1. 1 Attract Power Internet Users18 5. 1. 2 Social Hub18 5. 1. 3 Attract Novice Internet Users19 5. 2 SWOT Analysis19 5. 2. 1 Weaknesses20 5. 2. 2 Opportunities20 5. 2. 3 Threats20 5. 2. 4 Strengths21 5. 3 Competitive Edge21 5. 4 Marketing Strategy21 5. 4. 1 Pricing Strategy22 5. 4. 2 Promotion Strategy22 5. 5 Sales Strategy23 5. 5. 1 Sales Forecast23 . 6 Milestones26 6. Operating Plan27 6. 1 Personnel Plan27 7. Financial Plan29 7. 1 Start-up Funding29 7. 2 Important Assumptions31 7. 3 Key Financial Indicators32 7. 4 Break-even Analysis32 7. 5 Projected Profit and Loss33 7. 6 Projected Cash Flow37 7. 7 Projected Balance Sheet40 7. 8 Business Ratios42 8. Appendix46 Kitsch Internet Cafe Executive Summary Kitsch, unlike a typical cafe, will provide a unique forum for communication and entertainment through the medium of the Internet. Kitsch is the answer to an increasing demand. The public wants: (1) access to the methods of communication and volumes of information now available on the Internet, and (2) access at a cost they can afford and in such a way that they aren’t socially, economically, or politically isolated. Kitsch’s goal is to provide the community with a social, educational, entertaining, atmosphere for worldwide communication. Highlights [pic] 1. 1 Objectives Kitsch’s objectives for the first three years of operation include: †¢ The creation of a unique, upscale, innovative environment that will differentiate Kitsch from local coffee houses. Educating the community on what the Internet has to offer. †¢ The formation of an environment that will bring people with diverse interests and backgrounds together in a common forum. †¢ Good coffee and bakery items at a reasonable price. †¢ Affordable access to the resources of the Internet and other online services. 1. 2 Keys to Success The keys to the success for K itsch are: †¢ The creation of a unique, innovative, upscale atmosphere that will differentiate Kitsch from other local coffee shops and future Internet cafes. †¢ The establishment of Kitsch as a community hub for socialization and entertainment. The creation of an environment that won’t intimidate the novice user. Kitsch will position itself as an educational resource for individuals wishing to learn about the benefits the Internet has to offer. †¢ Great coffee and bakery items. 1. 3 Mission As the popularity of the Internet continues to grow at an exponential rate, easy and affordable access  is quickly becoming a necessity of life. Kitsch provides communities with the ability to access the Internet, enjoy a cup of coffee, and share Internet experiences in a comfortable environment. People of all ages and backgrounds will come to enjoy the unique, upscale, educational, and innovative environment that Kitsch provides. 1. 4 Risks The risks involved with starting Kitsch were: †¢ Will there be a demand for the services offered by Kitsch in Nicosia? †¢ Will the popularity of the Internet continue to grow, or is the Internet a fad? †¢ Will individuals be willing to pay for the service Kitsch offers? †¢ Will the cost of accessing the Internet from home drop so significantly that there will not be a market for Internet Cafes such as Kitsch? Company Description Kitsch, is located at the area of Agioi Omologites at 15 Chiou Street, offering the community easy and affordable access to the Internet. Kitsch is providing full access to email, WWW, FTP, Usenet and other Internet applications such as Telnet and Gopher. Kitsch will also provide customers with a unique and innovative environment for enjoying great coffee, specialty beverages, and bakery items. Kitsch is appealing to individuals of all ages and backgrounds. The instructional Internet classes, and the helpful staff that Kitsch provides, will appeal to the audience that does not associate themselves with the computer age. This educational aspect attracts younger and elderly members of the community who are rapidly gaining interest in the unique resources that online communications have to offer. The downtown location will provide business people with convenient access to their morning coffee and online needs. 2. 1 Company Ownership Kitsch is owned by M T Corporation with the manager Loizos Loizou to possess the main share (80%). 2. 2 Start-up Summary Kitsch’s start-up costs covered coffee making equipment, site renovation and modification, capital to cover losses in the first year, and the communications equipment necessary to get its customers online. The communications equipment necessary to provide Kitsch’s customers with a high-speed connection to the Internet and the services it has to offer make up a large portion of the start-up costs. These costs included the computer terminals and all costs associated with their set-up. Costs were also designated for the purchase of two laser printers and a scanner. Additional to those, one espresso machine, an automatic coffee grinder, and minor additional equipment will be purchased from Petersons ltd. The building at 15 Chiou Street required funds for renovation and modification. A single estimated figure was allocated for this purpose. The renovation/modification cost estimated included the costs associated with preparing the building for opening business. Start-up Expense Details: †¢ 11 computers = â‚ ¬22,000 †¢ two printers = â‚ ¬1,000 †¢ one scanner = â‚ ¬500 †¢ software = â‚ ¬810 †¢ one espresso machine = â‚ ¬10,700 †¢ one automatic espresso grinder = â‚ ¬795 †¢ other fixtures and remodeling: o two coffee/food preparation counters = â‚ ¬1,000 o one information display counter = â‚ ¬1,000 o one drinking/eating counter = â‚ ¬500 o sixteen stools = â‚ ¬1,600 o six computer desks w/chairs = â‚ ¬2,400 o stationery goods = â‚ ¬500 o two telephones = â‚ ¬200 o decoration expense = â‚ ¬13,000 Start-up | | | | |Requirements | | | | | |Start-up Expenses | | |Legal |â‚ ¬500 | |Stationery etc. â‚ ¬500 | |Brochures |â‚ ¬500 | |Consultants |â‚ ¬2,000 | |Insurance |â‚ ¬700 | |Rent |â‚ ¬1,445 | |4-group Automatic Coffee Machine |â‚ ¬10,700 |Bean Grinder |â‚ ¬795 | |Computer Systems (x11), Software, Printer, Scanner |â‚ ¬24,310 | |Communication Lines |â‚ ¬840 | |Fixtures/Remodel |â‚ ¬20,000 | |Total Start-up Expenses |â‚ ¬62,290 | | | | |Start-up Assets | | |Cash Required |â‚ ¬24,000 | |Start-up Inventory |â‚ ¬2,000 | |Other Current Assets |â‚ ¬0 | |Long-term Assets |â‚ ¬0 | |Total Assets |â‚ ¬26,000 | | | | |Total Requirements |â‚ ¬88,290 | 2. 3 Company Locations and Facilities A site has been chosen at 15 Chiou Street in Agioi Omologites. This site was chosen for various reasons, including: †¢ Proximity to the downtown business community. †¢ Proximity to trendy, upscale restaurants such as Bagatelle, Steak Co, Paragadi fish restaurant, Aperitivo Jet Set and others †¢ Parking availability. †¢ Low cost rent – â‚ ¬. 85 per square foot for 1700 square feet. †¢ High visibility. All of these qualities are consistent with Kitsch’s goal of providing a central hub of communication and socialization for the Eugene community. Description of Services Kitsch is providing full access to email, WWW, FTP, Usenet and other Internet applications such as Telnet and Gopher. Printing, scanning, and introductory courses to the Internet are also available to the customer. Kitsch also provides customers with a unique and innovative environment for enjoying great coffee, specialty beverages, and bakery items. 3. 1 Competitive Comparison Kitsch is the first Internet cafe in Agioi Omologites. Kitsch differentiates itself from the strictly-coffee cafes in Agioi Omologites by providing its customers with Internet and computing services. 3. 2 Service Description Kitsch provides its customers with full access to the Internet and common computer software and hardware. Some of the Internet and computing services available to Kitsch’s customers are listed below: †¢ Access to external POP3 and IMAP email accounts. †¢ Customers can sign up for a Kitsch email account. This account will be managed by Kitsch servers and accessible from computer systems outside the Kitsch network. †¢ FTP, Telnet, Gopher, and other popular Internet utilities will be available. †¢ Access to Netscape, Google Chrome, Mozilla Firefox and Internet Explorer browser. †¢ Access to laser and color printing. †¢ Access to popular software applications like Adobe PhotoShop and Microsoft Office. Kitsch also provides its customers with access to introductory Internet and email classes. These classes will be held in the afternoon and late in the evening. By providing these classes, Kitsch builds a client base familiar with its services. The computers, Internet access, and classes wouldn’t mean half as much if taken out of the environment Kitsch provides. Good coffee, specialty drinks, bakery goods, and a comfortable environment provide Kitsch customers with a home away from home. Kitsch is a place to enjoy the benefits of computing in a comfortable and well-kept environment. 3. 3 Fulfillment Kitsch obtains computer support and Internet access from Logitech Computers located in Agioi Omologites. CYTA and CYTACOM Solutions provide the Internet connections and network consulting. Petersons ltd will provide Kitsch with coffee equipment, bulk coffee, and paper supplies. A contract for the bakery items has not been yet completed. 3. 4 Technology Kitsch invests in high-speed computers to provide its customers with a fast and efficient connection to the Internet. The computers are reliable and fun to work with. Kitsch will continue to upgrade and modify the systems to stay current with communications technology. One of the main attractions associated with Internet cafes, is the state of the art equipment available for use. Not everyone has a Pentium PC in their home or office. 3. 5 Future Services As Kitsch grows, more communications systems will be added. The possibility of additional units has been accounted for in the current floor plan. As the demand for Internet connectivity increases, along with the increase in competition, Kitsch will continue to add new services to keep its customer base coming back for more. Market Analysis Kitsch is faced with the exciting opportunity of being the first-mover in Nicosia’s cyber-cafe market. The consistent popularity of coffee, combined with the growing interest in the Internet, has been proven to be a winning concept in other markets and will produce the same results in Nicosia. 4. 1 Target Market Segment Strategy Kitsch intends to cater to people who want a guided tour on their first spin around the Internet and to experienced users eager to indulge their passion for computers in a social setting. Furthermore, Kitsch is a magnet for local and professionals who desire to work or check their email messages in a friendly atmosphere. These professionals will either use Kitsch’s PCs, or plug their notebooks into Internet connections. Kitsch’s target market covers a wide range of ages: from members of Generation X who grew up surrounded by computers, to Baby Boomers who have come to the realization that people today cannot afford to ignore computers. 4. 1. 1 Market Trends A market survey was conducted in the Fall of 2007. Key questions were asked of fifty potential customers. Some key findings include: †¢ 35 subjects said they would be willing to pay for access to the Internet. †¢ One euro per hour was the most popular hourly Internet fee at that time. †¢ 24 subjects use the Internet to communicate with others on a regular basis. 4. 1. 2 Market Needs Factors such as current trends, addiction, and historical sales data ensure that the high demand for coffee will remain constant over the next five years. The rapid growth of the Internet and online services, that has been witnessed worldwide, is only the tip of the iceberg. The potential growth of the Internet is enormous, to the point where one day, a computer terminal with an online connection will be as common and necessary as a telephone. This may be 10 or 20 years down the road, but for the next five years, the online service provider market is sure to experience tremendous growth. Being one of the first’s cyber-cafe in Nicosia, Kitsch will enjoy the first-mover advantages of name recognition and customer loyalty. Initially, Kitsch will hold a 100 percent share of the cyber-cafe market in Nicosia. In the next five years, competitors will enter the market. Kitsch has set a goal to maintain greater than a 50 percent market share. 4. 2 Market Segmentation Kitsch’s customers can be divided into two groups. The first group is familiar with the Internet and desires a progressive and inviting atmosphere where they can get out of their offices or bedrooms and enjoy a great cup of coffee. The second group is not familiar with the Internet, yet, and is just waiting for the right opportunity to enter the online community. Kitsch’s target market falls anywhere between the ages of 15 and 50. This extremely wide range of ages is due to the fact that both coffee and the Internet appeal to a variety of people. In addition to these two broad categories, Kitsch’s target market can be divided into more specific market segments. The majority of these individuals are students and business people. See the Market Analysis chart and table below for more specifics. [pic] Market Analysis | | | | |Year 1 |Year 2 |Year 3 | |Unit Sales | | | | |Coffee- average |12,016 |14,068 |15,475 | |Specialty Drinks- average |6,654 |7,913 |8,705 | |Email Memberships |8,703 |10,505 |11,556 | |Hourly Internet Fees |38,269 |46,365 |51,002 | |Baked Goods- average |32,673 |42,150 |46,365 | |Total Unit Sales |98,315 |121,001 |133,103 | | | | | |Unit Prices |Year 1 |Year 2 |Year 3 | |Coffee- average |â‚ ¬1. 00 |â‚ ¬1. 00 |â‚ ¬1. 00 | |Specialty Drinks- average |â‚ ¬2. 00 |â‚ ¬2. 00 |â‚ ¬1. 00 | |Email Memberships |â‚ ¬10. 00 |â‚ ¬10. 00 |â‚ ¬10. 00 | |Hourly Internet Fees |â‚ ¬2. 50 |â‚ ¬2. 50 |â‚ ¬2. 50 | |Baked Goods- average |â‚ ¬1. 25 |â‚ ¬1. 25 |â‚ ¬1. 0 | | | | | | | | | | | | | | | | |Sales | | | | |Coffee- average |â‚ ¬12,016 |â‚ ¬14,068 |â‚ ¬15,475 | |Specialty Drinks- average |â‚ ¬13,308 |â‚ ¬15,826 |â‚ ¬8,705 | |Email Memberships |â‚ ¬87,030 |â‚ ¬105,050 |â‚ ¬115,560 | |Hourly Internet Fees |â‚ ¬95,673 |â‚ ¬115,913 |â‚ ¬127,505 | |Baked Goods- average |â‚ ¬40,841 |â‚ ¬52,688 |â‚ ¬46,365 | |Total Sales |â‚ ¬248,868 |â‚ ¬303,544 |â‚ ¬313,610 | | | | | | |Direct Unit Costs |Year 1 |Year 2 |Year 3 | |Coffee- average |â‚ ¬0. 5 |â‚ ¬0. 25 |â‚ ¬0. 25 | |Specialty Drinks- average |â‚ ¬0. 50 |â‚ ¬0. 50 |â‚ ¬0. 25 | |Email Memberships |â‚ ¬2. 50 |â‚ ¬2. 50 |â‚ ¬2. 50 | |Hourly Internet Fees |â‚ ¬0. 63 |â‚ ¬0. 63 |â‚ ¬0. 63 | |Baked Goods- average |â‚ ¬0. 31 |â‚ ¬0. 31 |â‚ ¬0. 25 | | | | | | | | | | |Direct Cost of Sales | | | | |Coffee- average |â‚ ¬3,004 |â‚ ¬3,517 |â‚ ¬3,869 | |Specialty Drinks- average |â‚ ¬3,327 |â‚ ¬3,957 |â‚ ¬2,176 | |Email Memberships |â‚ ¬21,758 |â‚ ¬26,263 |â‚ ¬28,890 | |Hourly Internet Fees |â‚ ¬23,918 |â‚ ¬28,978 |â‚ ¬31,876 | |Baked Goods- average |â‚ ¬10,210 |â‚ ¬13,172 |â‚ ¬11,591 | |Subtotal Direct Cost of Sales |â‚ ¬62,217 |â‚ ¬75,886 |â‚ ¬78,403 | 5. 6 Milestones The Kitsch management team has established some basic milestones to keep the business plan priorities in place. Responsibility for implementation falls on the shoulders of Loizos Loizou. This Milestones Table below will be updated as the year progresses using the actual tables. New milestones added as the first year of operations commences. [pic] 6. Operating Plan Kitsch is owned and operated by Mr. Loizos Loizou. The company, being small in nature, requires a simple organizational structure. Implementation of this organizational form calls for the owner, Mr. Loizou, to make all of the major management decisions in addition to monitoring all other business activities. 6. 1 Personnel Plan The staff will consist of six part-time employees working thirty hours a week at â‚ ¬5. 50 per hour. In addition, one full-time technician (who is more technologically oriented to handle minor terminal repairs/inquiries) will be employed to work forty hours a week at â‚ ¬10. 00 per hour. The two private investors, Andreas Augoustinos and Panagiotis Metaxas will not be included in management decisions. This simple structure provides a great deal of flexibility and allows communication to disperse quickly and directly. Because of these characteristics, there are few coordination problems seen at Kitsch that are common within larger organizational chains. This strategy will enable Kitsch to react quickly to changes in the market. Personnel Plan | | |Year 1 |Year 2 |Year 3 | |Owner |â‚ ¬24,000 |â‚ ¬26,400 |â‚ ¬29,040 | |Part Time 1 |â‚ ¬7,920 |â‚ ¬7,920 |â‚ ¬7,920 | |Part Time 2 |â‚ ¬7,920 |â‚ ¬7,92 |â‚ ¬7,920 | |Part Time 3 |â‚ ¬7,920 |â‚ ¬7,920 |à ¢â€š ¬7,920 | |Part Time 4 |â‚ ¬7,920 |â‚ ¬7,920 |â‚ ¬7,920 | |Part Time 5 |â‚ ¬7,920 |â‚ ¬7,920 |â‚ ¬7,920 | |Part Time 6 |â‚ ¬3,960 |â‚ ¬7,920 |â‚ ¬7,920 | |Technician |â‚ ¬21,731 |â‚ ¬23,904 |â‚ ¬26,294 | |Manager |â‚ ¬4,000 |â‚ ¬24,000 |â‚ ¬26,400 | |Total People |9 |9 |9 | | | | | | |Total Payroll |â‚ ¬93 |â‚ ¬121,824 |â‚ ¬129,254 | | |291 | | | 7. Financial Plan The following sections lay out the details of our financial plan for the next three years. 7. 1 Start-up Funding This business plan is prepared to obtain financing in the amount of â‚ ¬24,000. The supplemental financing is required to begin work on site preparation and modifications, equipment purchases, and to cover expenses in the first year of operations. Additional financing has already been secured as follows: †¢ â‚ ¬19,000 of personal savings from owner Loizos Loizou †¢ â‚ ¬36,000 from two investors †¢ and â‚ ¬9,290 in the form of sh ort-term loans Start-up Funding | | | | |Start-up Expenses to Fund |â‚ ¬62,290 | |Start-up Assets to Fund |â‚ ¬26,000 | |Total Funding Required |â‚ ¬88,290 | | | | |Assets | | |Non-cash Assets from Start-up |â‚ ¬2,000 | |Cash Requirements from Start-up |â‚ ¬24,000 | |Additional Cash Raised |â‚ ¬0 | |Cash Balance on Starting Date |â‚ ¬24,000 | |Total Assets |â‚ ¬26,000 | |Liabilities and Capital | | | | | |Liabilities | | |Current Borrowing |â‚ ¬9,290 | |Long-term Liabilities |â‚ ¬24,000 | |Accounts Payable (Outstanding Bills) |â‚ ¬0 | |Other Current Liabilities (interest-free) |â‚ ¬0 | |Total Liabilities |â‚ ¬33,290 | | | | |Capital | | |Planned Investment | | |Loizos Loizou |â‚ ¬43,000 | |Private Investor |â‚ ¬12,000 | |Additional Investment Requirement |â‚ ¬0 | |Total Planned Investment |â‚ ¬55,000 | |Loss at Start-up (Start-up Expenses) |(â‚ ¬62,290) | |Total Capital |(â‚ ¬7,290) | |Total Capital and Liabilities |â‚ ¬26,000 | |Total Funding |â‚ ¬88,290 | 7. 2 Important Assumptions Basic assumptions  are presented in the table below. General Assumptions | | |Year 1 |Year 2 |Year 3 | |Plan Month |1 |2 |3 | |Current Interest Rate |8. 00% |8. 00% |8. 00% | |Long-term Interest Rate |10. 00% |10. 00% |10. 00% | |Tax Rate |30. 00% |30. 00% |30. 00% | |Other |0 |0 |0 | 7. 3 Key Financial Indicators Important benchmark data is presented in the chart below. Benchmarks [pic] 7. 4 Break-even Analysis Break-even data is presented in the chart and table below. [pic] Break-even Analysis | | | | |Monthly Units Break-even |7,294 | |Monthly Revenue Break-even |â‚ ¬18,462 | | | | |Assumptions: | | |Average Per-Unit Revenue |â‚ ¬2. 53 | |Average Per-Unit Variable Cost |â‚ ¬0. 63 | |Estimated Monthly Fixed Cost |â‚ ¬13,847 | 7. 5 Projected Profit and Loss Payroll Expense: The founder of Kitsch, Loizos Loizou, will receive a salary of â‚ ¬24,000 in year one, â‚ ¬26,400 in year two, and â‚ ¬29,040 in year three. Kitsch intends to hired six part-time employees by the end of year one at â‚ ¬5. 75/hour and a full-time technician at â‚ ¬10. 00/hour. Rent Expense: Kitsch is leasing a 1700 square foot facility at â‚ ¬. 85/sq. oot. The lease agreement Kitsch signed specifies that we pay â‚ ¬2,000/month for a total of 36 months. At the end of the third year, the lease is open for negotiations and Kitsch may or may not re-sign the lease depending on the demands of the lessor. Utilities Expense: As stated i n the contract, the lessor is responsible for the payment of utilities including gas, garbage disposal, and real estate taxes. The only utilities expense that Kitsch must pay is the phone bill generated by fifteen phone lines; thirteen will be dedicated to modems and two for business purposes. The basic monthly service charge for each line provided by CYTA is â‚ ¬17. 29. The 13 lines used to connect the modems will make local calls to the network provided by CYTACOM Solutions resulting in a monthly charge of â‚ ¬224. 77. The two additional lines used for business communication will cost â‚ ¬34. 58/month plus long distance fees. Kitsch assumes that it will not make more than â‚ ¬40. 00/month in long distance calls. Therefore, the total cost associated with the two business lines is estimated at â‚ ¬74. 58/month and the total phone expense at â‚ ¬299. 35/month. In addition, there will be an additional utility expense of â‚ ¬800 for estimated EWEB bills. Marketing Expense: Kitsch allocated â‚ ¬33,750 for promotional expenses over the first year. These were used for advertising in local newspapers in order to build consumer awareness. For additional information, please refer to section 5. 0 of the business plan. Insurance Expense: Kitsch has allocated â‚ ¬1,440 for insurance for the first year. As revenue increases in the second and third year of business, Kitsch intends to invest more money for additional insurance coverage. Depreciation: In depreciating our capital equipment, Kitsch used the Modified Accelerated Cost Recovery Method. We depreciated our computers over a five-year time period and our fixtures over seven years. Taxes: Kitsch is not taxed. However, there is a 15% payroll burden. Detailed Profit and Loss data is presented in the table below. [pic] [pic] [pic] Pro Forma Profit and Loss | | |Year 1 |Year 2 |Year 3 | |Sales |â‚ ¬248,868 |â‚ ¬303,544 |â‚ ¬313,610 | |Direct Cost of Sales |â‚ ¬62,217 |â‚ ¬75,886 |â‚ ¬78,403 | |Other Costs of Sales |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Cost of Sa les |â‚ ¬62,217 |â‚ ¬75,886 |â‚ ¬78,403 | | | | | | |Gross Margin |â‚ ¬186,651 |â‚ ¬227,658 |â‚ ¬235,208 | |Gross Margin % |75. 00% |75. 00% |75. 0% | | | | | | | | | | | |Expenses | | | | |Payroll |â‚ ¬93,291 |â‚ ¬121,824 |â‚ ¬129,254 | |Marketing/Promotion |â‚ ¬33,750 |â‚ ¬40,000 |â‚ ¬43,000 | |Depreciation |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Rent |â‚ ¬24,000 |â‚ ¬24,000 |â‚ ¬24,000 | |Utilities |â‚ ¬9,120 |â‚ ¬9,120 |â‚ ¬9,120 | |Insurance |â‚ ¬6,000 |â‚ ¬6,000 |â‚ ¬6,000 | |Payroll Taxes |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Other â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Operating Expenses |â‚ ¬166,161 |â‚ ¬200,944 |â‚ ¬211,374 | | | | | | |Profit Before Interest and Taxes |â‚ ¬20,490 |â‚ ¬26,714 |â‚ ¬23,834 | |EBITDA |â‚ ¬20,490 |â‚ ¬26,714 |â‚ ¬23,834 | |Interest Expense |â‚ ¬2,325 |â‚ ¬1,470 |â‚ ¬1,100 | |Taxes Incurred |â‚ ¬5,450 |â‚ ¬7,573 |â‚ ¬6,820 | | | | | | |Net Profit |â⠀š ¬12,716 |â‚ ¬17,671 |â‚ ¬15,913 | |Net Profit/Sales |5. 11% |5. 82% |5. 07% | 7. 6 Cash Flow Cash flow data is presented in the chart and table below. Accounts Payable: Kitsch acquired a â‚ ¬24,000 loan from a bank at a 10% interest rate. The loan paid back at â‚ ¬800/month over the next three years. The â‚ ¬9,290 short term loan paid back at a rate of 8%. Cash (000 â‚ ¬) [pic] |Pro Forma Cash Flow | | |Year 1 |Year 2 |Year 3 | |Cash Received | | | | | | | | | |Cash from Operations | | | | |Cash Sales |â‚ ¬248,868 |â‚ ¬303,544 |â‚ ¬313,610 |Subtotal Cash from Operations |â‚ ¬248,868 |â‚ ¬303,544 |â‚ ¬313,610 | | | | | | |Additional Cash Received | | | | |Sales Tax, VAT, Received |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |New Current Borrowing |â‚ ¬2,000 |â‚ ¬5,000 |â‚ ¬0 | |New Other Liabilities (interest-free) |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |New Long-term Liabilities |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Sales of Other Current Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Sales of Long-term Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |New Investment Received |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Subtotal Cash Received |â‚ ¬250,868 |â‚ ¬308,544 |â‚ ¬313,610 | | | | | | |Expenditures |Year 1 |Year 2 |Year 3 | | | | | | |Expenditures from Operations | | | | |Cash Spendi ng |â‚ ¬93,291 |â‚ ¬121,824 |â‚ ¬129,254 | |Bill Payments |â‚ ¬133,870 |â‚ ¬165,945 |â‚ ¬168,467 | |Subtotal Spent on Operations |â‚ ¬227,161 |â‚ ¬287,769 |â‚ ¬297,721 | | | | | | |Additional Cash Spent | | | | |Sales Tax, VAT, Paid Out |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Principal Repayment of Current Borrowing |â‚ ¬9,290 |â‚ ¬2,000 |â‚ ¬0 | |Other Liabilities Principal Repayment |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Long-term Liabilities Principal Repayment |â‚ ¬9,600 |â‚ ¬5,000 |â‚ ¬4,800 | |Purchase Other Current Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Purchase Long-term Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Dividends |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Subtotal Cash Spent |â‚ ¬246,051 |â‚ ¬294,769 |â‚ ¬302,521 | | | | | | |Net Cash Flow |â‚ ¬4,817 |â‚ ¬13,775 |â‚ ¬11,089 | |Cash Balance |â‚ ¬28,817 |â‚ ¬42,592 |â‚ ¬53,681 | 7. 7 Projected Balance Sheet Our projected balance sheet is presented in the table below. Pro Forma Balance Sheet | | |Year 1 |Year 2 |Year 3 | |Assets | | | | | | | | | |Current Assets | | | | |Cash |â‚ ¬28,817 |â‚ ¬42,592 |â‚ ¬53,681 | |Inventory |â‚ ¬6,980 |â‚ ¬8,514 |â‚ ¬8,796 | |Other Current Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Current Assets |â‚ ¬35,797 |â‚ ¬51,106 |â‚ ¬62,478 | | | | | | |Long-term Assets | | | | |Long-term Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Accumulated Depreciation |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Long-term Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Assets |â‚ ¬35,797 |â‚ ¬51,106 |â‚ ¬62,478 | | | | | | |Liabilities and Capital |Year 1 Year 2 |Year 3 | | | | | | |Current Liabilities | | | | |Accounts Payable |â‚ ¬13,972 |â‚ ¬13,610 |â‚ ¬13,868 | |Current Borrowing |â‚ ¬2,000 |â‚ ¬5,000 |â‚ ¬5,000 | |Other Current Liabilities |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Subtotal Current Liabilities |â‚ ¬15,972 |â‚ ¬18,610 |â‚ ¬18,868 | | | | | | |Long-term Liabilities |â‚ ¬14,400 |â‚ ¬9,400 |â‚ ¬4,600 | |Total Liabilities |â‚ ¬30,372 |â‚ ¬28,010 |â‚ ¬23,468 | | | | | | |Paid-in Capital |â‚ ¬55,000 |â‚ ¬55,000 |â‚ ¬55,000 | |Retained Earnings |(â‚ ¬62,290) |(â‚ ¬49,574) |(â‚ ¬31,904) | |Earnings |â‚ ¬12,716 |â‚ ¬17,671 |â‚ ¬15,913 | |Total Capital |â‚ ¬5,426 |â‚ ¬23,096 |â‚ ¬39,010 | |Total Liabilities and Capital |â‚ ¬35,797 |â‚ ¬51,106 |â‚ ¬62,478 | | | | | | |Net Worth |â‚ ¬5,426 |â‚ ¬23,096 |â‚ ¬39,010 | 7. 8 Business Ratios The Standard Industrial Classification (SIC) Code for the Internet Service Provider industry is â€Å"Remote data base information retrieval† 7375. 9903. We used the report for â€Å"Information retrieval services† 7375 to generate  the industry profile. As we are also a food cafe we could have used the ratios based on SIC classification 5812, â€Å"Eating places†. The combined nature of Kitsch Cafe makes our ratios a blend of the two i ndustries. Ratio Analysis | | |Year 1 |Year 2 |Year 3 |Industry Profile| |Sales Growth |0. 00% |21. 97% |3. 32% |0. 90% | | | | | | | |Percent of Total Assets | | | | | |Inventory |19. 50% |16. 66% |14. 08% |2. 17% | |Other Current Assets |0. 00% |0. 00% |0. 00% |84. 8% | |Total Current Assets |100. 00% |100. 00% |100. 00% |86. 95% | |Long-term Assets |0. 00% |0. 00% |0. 00% |13. 05% | |Total Assets |100. 00% |100. 00% |100. 00% |100. 00% | | | | | | | |Current Liabilities |44. 62% |36. 41% |30. 20% |28. 33% | |Long-term Liabilities |40. 23% |18. 39% |7. 36% |16. 21% | |Total Liabilities |84. 84% |54. 1% |37. 56% |44. 54% | |Net Worth |15. 16% |45. 19% |62. 44% |55. 46% | | | | | | | |Percent of Sales | | | | | |Sales |100. 00% |100. 00% |100. 00% |100. 00% | |Gross Margin |75. 00% |75. 00% |75. 00% |100. 00% | |Selling, General Administrative |69. 89% |69. 18% |69. 93% |79. 0% | |Expenses | | | | | |Advertising Expenses |0. 00% |0. 00% |0. 00% |1. 01% | |Profit Before Interest and Taxes |8. 23% |8. 80% |7. 60% |1. 62% | | | | | | | |Main Ratios | | | | | |Current |2. 24 |2. 75 |3. 31 |0. 00 | |Quick |1. 80 |2. 29 |2. 85 |0. 0 | |Total Debt to Total Assets |84. 84% |54. 81% |37. 56% |0. 00% | |Pre-tax Return on Net Worth |334. 80% |109. 30% |58. 28% |0. 00% | |Pre-tax Return on Assets |50. 74% |49. 40% |36. 39% |0. 00% | | | | | | | |Additional Ratios |Year 1 |Year 2 |Year 3 | | |Net Profit Margin |5. 11% |5. 82% |5. 07% |n. a | |Return on Equity |234. 36% |76. 1% |40. 79% |n. a | | | | | | | |Activity Ratios | | | | | |Inventory Turnover |12. 00 |9. 80 |9. 06 |n. a | |Accounts Payable Turnover |10. 58 |12. 17 |12. 17 |n. a | |Payment Days |27 |30 |30 |n. a | |Total Asset Turnover |6. 95 |5. 94 |5. 02 |n. | | | | | | | |Debt Ratios | | | | | |Debt to Net Worth |5. 60 |1. 21 |0. 60 |n. a | |Current Liab. to Liab. |0. 53 |0. 66 |0. 80 |n. a | | | | | | | |Liquidity Ratios | | | | | |Net Working Capital |â‚ ¬19,826 |â‚ ¬32,496 |â‚ ¬43,610 |n. | |Interes t Coverage |8. 81 |18. 17 |21. 67 |n. a | | | | | | | |Additional Ratios | | | | | |Assets to Sales |0. 14 |0. 17 |0. 20 |n. a | |Current Debt/Total Assets |45% |36% |30% |n. a | |Acid Test |1. 80 |2. 29 |2. 85 |n. a | |Sales/Net Worth |45. 87 |13. 14 |8. 4 |n. a | |Dividend Payout |0. 00 |0. 00 |0. 00 |n. a | 8. Appendix |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 | |Assets |Starting Balances | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Current Assets | | | | | | | | | | | | | | |Cash |â‚ ¬24,00 |â‚ ¬23,026 |â‚ ¬18,600 |â‚ ¬13,589 |â‚ ¬16,879 |â‚ ¬16,066 |â‚ ¬19,557 |â‚ ¬20,657 |â‚ ¬22,308 |â‚ ¬24,307 |â‚ ¬26,675 |â‚ ¬27,415 |â‚ ¬28,817 | |Inventory |â‚ ¬2,000 |â‚ ¬1,900 |â‚ ¬2,683 |â‚ ¬3,106 |â‚ ¬5,203 |â‚ ¬5,403 |â‚ ¬5,614 |â‚ ¬5,819 |â‚ ¬6,034 |â‚ ¬6,256 |â‚ ¬6,490 |â‚ ¬6,730 |â‚ ¬6,980 | |Ot her Current Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Current Assets |â‚ ¬26,00 |â‚ ¬24,926 |â‚ ¬21,282 |â‚ ¬16,696 |â‚ ¬22,082 |â‚ ¬21,469 |â‚ ¬25,170 |â‚ ¬26,476 |â‚ ¬28,342 |â‚ ¬30,562 |â‚ ¬33,165 |â‚ ¬34,145 |â‚ ¬35,797 | | | | | | | | | | | | | | | | |Long-term Assets | | | | | | | | | | | | | | |Long-term Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Accumulated Depreciation |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Long-term Assets |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Total Assets |â‚ ¬26,00 |â‚ ¬24,926 |â‚ ¬21,282 |â‚ ¬16,696 |â‚ ¬22,082 |â‚ ¬21,469 |â‚ ¬25,170 |â‚ ¬26,476 |â‚ ¬28,342 |â‚ ¬30,562 |â‚ ¬33,165 |â‚ ¬34,145 |â‚ ¬35,797 | | | | | | | | | | | | | | | | |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 |â‚ ¬0 |â‚ ¬6,503 |â‚ ¬8,785 |â‚ ¬8,701 |â‚ ¬13,654 |â‚ ¬12,180 |â‚ ¬12,578 |â‚ ¬12,709 |â‚ ¬13,055 â‚ ¬13,410 |â‚ ¬13,786 |â‚ ¬13,581 |â‚ ¬13,972 | |Current Borrowing |â‚ ¬9,290 |â‚ ¬8,540 |â‚ ¬7,790 |â‚ ¬7,040 |â‚ ¬6,290 |â‚ ¬5,540 |â‚ ¬6,790 |â‚ ¬6,040 |â‚ ¬5,290 |â‚ ¬4,540 |â‚ ¬3,790 |â‚ ¬3,040 |â‚ ¬2,000 | |Other Current Liabilities |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 |â‚ ¬0 | |Subtotal Current Liabilities |â‚ ¬9,290 |â‚ ¬15,043 |â‚ ¬16,575 |â‚ ¬15,741 |â‚ ¬19,944 |â‚ ¬17,720 |â‚ ¬19,368 |â‚ ¬18,749 |â‚ ¬18,345 |â‚ ¬17,950 |â‚ ¬17,576 |â‚ ¬16,621 |â‚ ¬15,972 | | | | | | | | | | | | | | | | |Long-term Liabilities |â‚ ¬24,00 |â‚ ¬23,200 |â‚ ¬22,400 |â‚ ¬21,600 |â‚ ¬20,800 |â‚ ¬20,000 |â‚ ¬19,200 |â‚ ¬18,400 |â‚ ¬17,600 |â‚ ¬16,800 |â‚ ¬16,000 |â‚ ¬15,200 |â‚ ¬14,400 | |Total Liabilities |â‚ ¬33,29 |â‚ ¬38,243 |â‚ ¬38,975 |â‚ ¬37,341 |â‚ ¬40,744 |â‚ ¬37,720 |â‚ ¬38,568 |â‚ ¬37,149 |â‚ ¬35,945 |â‚ ¬34,750 |â‚ ¬33,576 |â‚ ¬31,821 |â‚ ¬30,372 | | | | | | | | | | | | | | | | |Paid-in Capital |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 |â‚ ¬55 | |Retained Earnings |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 |â‚ ¬62,29 | |Earnings |â‚ ¬0 |â‚ ¬6,027 |â‚ ¬10,403 |â‚ ¬13,356 |â‚ ¬11,372 |â‚ ¬8,961 |â‚ ¬6,108 |â‚ ¬3,382 |â‚ ¬313 |â‚ ¬3,103 |â‚ ¬6,879 |â‚ ¬9,614 |â‚ ¬12,716 | |Total Capital |â‚ ¬7,290 |â‚ ¬13,317 |â‚ ¬17,693 |â‚ ¬20,646 |â‚ ¬18,66 |â‚ ¬16,251 |â‚ ¬13,398 |â‚ ¬10,672 |â‚ ¬7,603 |â‚ ¬4,187 |â‚ ¬411 |â‚ ¬2,324 |â‚ ¬5,426 | |Total Liabilities and Capital |â‚ ¬26,00 |â‚ ¬24,926 |â‚ ¬21,282 |â‚ ¬16,696 |â‚ ¬22,082 |â‚ ¬21,469 |â‚ ¬25,170 |â‚ ¬26,476 |â‚ ¬28,342 |â‚ ¬30,562 |â‚ ¬33,165 |â‚ ¬34,145 |â‚ ¬35,797 | | | | | | | | | | | | | | | | |Net Worth |â‚ ¬7,290 |â‚ ¬13,317 |â‚ ¬17,693 |â‚ ¬20,646 |â‚ ¬18,662 |â‚ ¬16,251 |â‚ ¬13,398 |â‚ ¬10,672 |â‚ ¬7,603 |â‚ ¬4,187 |â‚ ¬411 |â‚ ¬2,324 |â‚ ¬5,426 | | How to cite Kitsch Internet Cafe Business Plan, Papers

External Threats That Face Coca Cola Commerce Essay Example For Students

External Threats That Face Coca Cola Commerce Essay The study provides a elaborate analysis of the external environmental menaces of coca Cola every bit good as how it monitors its environment to discourage all the possible menaces that may be /arise at that place from, to enable it keep a competitory place over its cardinal rivals in the relentless shrinkage concern universe with its attendant intense and unchecked competition. This study, in a command to reexamine of the current monitoring system of coca-cola, will take a problem/solution attack. This attack will assist happen out endangering environmental factors that affect determination devising, and scheme preparation and the realization of the strategic purpose of the coca-cola, such as economic ordinances, revenue enhancement alterations, new Torahs, trade barriers, demographic alteration, and authorities policy alterations among others. Books, articles, diaries and periodicals were reviewed, internet beginnings were besides visited, to arouse information. The major menace identified were more of environmental, originating majorly from its sludge which was alleged to incorporate a high degree of toxic chemicals, including Cd and lead, both of which can be harmful to human and workss. The instance of coca-cola works in Perumatti in the southern province of Kerala in India was used as a instance survey. Amidst these menaces, cardinal countries of chances for coca-cola were besides identified. An prototype of this is its partnership with International Olympic Committee ( IOC ) since 1928 and its recent reclamation boulder clay 2020, covering a 12 -year treaty from the Beijing 2008 Olympic Games through the Vancouver 2010 Olympic Winter Games, the London 2012 Olympic Games, the Sochi 2014 Olympic. ( http: //www2.coca-cola.com/ ) Sing the degree of uncertainness and altering fortunes in the international concern sphere, particularly in the face of the looming economic down-turn, the study, proffered the undermentioned recommendations: The usage of environmental impact appraisal, both before constructing a works and afterwards. development of daily/weekly/monthly studies which will maintain it abreast of what s new and important in the market particularly at the street degree. the usage of scenario planning which will invariably maintain the company informed about what is go oning in its market place every bit good as the spread between where they are, and where they intend to be. The usage of bench marker, to be able to happen out the spread between what they are making and those of their rivals. development of indispensable rival information which includes statements on scheme, new merchandise development, selling enterprises and cardinal assignments and enlargement programs and capacity fluctuations. development of topographic point pattern/ trends that will be able to place weak signal and therefore maintain in front of its rivals. Introduction Not merely is coca Cola the universe s largest drink company, but in 200 states ( with consumers basking an norm of 1.6 billion helpings a twenty-four hours ) , sells about 500 scintillating trade names, including 4 of the top Sellerss ( coca- Cola, diet coke, fairy and fanta ) , scintillating drinks, juices, and ready to imbibe teas among others. ( http: //www2.coca-cola.com/ ) Established: 1886 with its official central office in Atlanta, Georgia Company Associates: 92,400 worldwide ( as of December 31, 2008 ) New York Stock Exchange Ticker Symbol: KO Supporting Communities In 2007, The Coca-Cola Company and The Coca-Cola Foundation made charitable Contributions of $ 99 million to community enterprises worldwide. . ( http: //www2.coca-cola.com/ ) 2008 Financial Highlights: Our portfolio includes 13 billion dollar trade names. Unit instance volume grew 5 % to 23.7 billion unit instances worldwide. Net operating grosss grew 11 % to $ 31.9 billion. More than 70 % of our cyberspace operating grosss and more than 75 % of our unit instance volume were generated outside of North America. ( http: //www2.coca-cola.com/ ) With mention to SWOT analysis, PESTLE analysis and Porter s five competitory scheme, I am analyzing the unstable ordinances, revenue enhancement Torahs, trade limitations, duty, demographic alterations, in the concern environment of coca-cola and a reappraisal of the current monitoring system of the external environment every bit good as proffering a recommendation, with respects to what coke could make better, to keep and its competitory rim over its rivals. THE EXTERNAL ENVIRONMENT OF COCA-COLA USING SWOT ANALYSIS IT S STRENGHTS At the bosom of strategic planning, is environmental scanning ; a procedure of analyzing the environment of the organisation to nail chances and menaces ( Mathis, R.L, and Jackson, J.H:47 ) . To analyze coca-cola s environment, I am traveling to utilize SWOT and PESTLE analysis tools every bit good as the Michael porter s five of competitory scheme. This is so because, it is the developments in the macro concern environment, associating to political, societal, technological, etc that automatically make chances or menaces and in bend, impact on the strategic development of coca-cola which may either convey success or impair its strategic purpose. For coca-cola, matchless chances abounds, which can non be delinked from its strengths in invention and merchandise line enlargement aggressive advertizement and publicities. Harmonizing to Morrison, J. ( 2006:130-1 ) coca- Cola s strength has been in the carbonated soft drinks market, served by its flagship trade name, coke, and promoted by planetary advertisement runs . The Great Gatsby Analysis EssayGross saless addition: 4 % on coca-cola, 10 % coke s zero trade name 55 % net income and 5 % planetary gross revenues. ( hypertext transfer protocol: //news.bbc.co.uk/1/hi/business/8506495.stm ) and Net runing revenue-:5 % , $ 7.51 billion exceeding analyst prognosis of 7.22 billion. ( hypertext transfer protocol: //www.nytimes.com/2010/02/10/business/10coke.html ) PORTER S FIVE COMPETITIVE Force Another scheme used by coca-cola to supervise its environment is the usage of Michael Porte s five theories. Michael Porter ( 1980 ) considers the external factors, that can impact upon an organisations competitory placement, and therefore identifies five competitory forces that govern the regulation of competition and how the regulations prevail in any administration, both at place and at the planetary market.A comprehensive understanding the nature of each of these forces gives administrations the necessary penetrations to ease them to make the suited schemes to be successful in their market. Porter farther suggested that the comparative strengths of these forces besides determines the strength of competition.These five forces are: Menace of new entrants ; menace of substitutes/ replacing merchandises ; dickering power of purchasers ; dickering power of providers, and competitions between houses of the same sector. Menace OF NEW ENTRANTS Sing the trade name trueness, economic systems of graduated table, entree to channels of distribution, etc, which coca-cola has acquired over the old ages, there is small or no menace for its merchandises from new entrants into the non-alcoholic drink sector. In the visible radiation of this, Coca-cola is topographic point in a good competitory place. Menace OF SUBSTITUTES/ REPLACEMENT PRODUCTS: Dickering Power of Suppliers This is really low for coca-cola sing the fact that there are assortment of beginnings from which it can beginning inputs from. In other words, the provider concatenation for its natural stuffs is dependable, fast, and monetary values are negotiable. Menace FROM Competition Coca-cola is a full-blown and dominant participant in the worldwide soft drink industry, with a strong trade name trueness. Albeit, there exist the cola wars , between coke and Pepsi, both of them fundamentally portion the full soft drink market, doing usage of rough selling, advertisement and publicity tactics and this frequently lead to haltering net incomes between the two soft drink war-lords. HOW DOES COCA-COLA MONITOR ITS EXTERNAL ENVIRONMENT? An apprehension that coca-cola does non run in a vacuity has made it to continually scan its environment in order to happen out or anticipate likely environmental menaces and therefore develop appropriate responses to them. This has helped it to take advantage of its chances, and minimise menaces and once more, determines how it will accomplish a sustainable competitory advantage. Certain theoretical accounts and models that can be used for this purpose includes: Scenario planning, client surveys/ sentiment polls, bench marker, among others. Customer Surveys /Opinion polls: This is a scheme coke uses to happen out the sentiment consumer have about is merchandises or other alterations particularly as it concerns its activities and those of its rivals. Over the old ages, coca-cola and Pepsi have been locked in ferocious conflicts, sometimes described as the Cola wars Shimp, T.A ( 2007:43 ) . One sensational conflict began in 1975 when the traditional coke was tested against Pepsi. ( ibid ) The consequence gotten informed a alteration in the coke s expression for more sugariness, the consequence was that the folks who liked old Coke went brainsick so brainsick that the Coca Cola Company decided to convey it back as Coke Classic. ( hypertext transfer protocol: //www.highbeam.com/doc/1G1-3961611.html ) Scenario Planning: Scenarios are realistic descriptions of the administrations possible hereafters that allow the scenario squad to put aside its single and organizational premises about how the external environment will run and research new 1s ( Ralston, B.2006:141 ) Coca-cola is invariably cognizant of the nexus between its scheme and the changing hereafter, therefore, itself for the ifaˆÂ ¦then likely hereafter. This is exemplified it its mission statement, therefore: the universe is altering all around us. To go on to boom as a concern over the following 10 old ages and beyond, we must look in front, understand the tendencies and forces that will determine our concern in the hereafter and travel fleetly to fix for what s to come. We must acquire ready for tomorrow today. That s what our 2020 Vision is all about. It creates a long-run finish for our concern and provides us with a Roadmap for winning together with our bottler spouses ( hypertext transfer protocol: //www.thecoca-colacompany.com/ourcompany/mission_vision_values.html ) Benchmarking is the comparing of public presentation in one administration or portion of an organisation against that in another, with a position to happening ways of bettering public presentation. ( Needle, D.2004:433 ) This avails the company the chance to take disciplinary steps actions. Recommendation It is recommended that coca- Cola should take immediate action to launch and promote environmental impact appraisal of locations before mentioning their workss for operations.coca-cola should besides The International Association for Impact Assessment ( IAIA ) defines an environmental impact appraisal as the procedure of identifying, foretelling, measuring and extenuating the biophysical, societal, and other relevant effects of development proposals prior to major determinations being taken and committednesss made.