Oasis Juice is located on 1234 Main St.
Oasis Juice offers the following products:
The demographics of Oasis Juice customers are as follows:
Oasis Juice has identified seven metro locations within the state where we can reach our target customers:
Market Analysis | |||||||
2002 | 2003 | 2004 | 2005 | 2006 | |||
Potential Customers | Growth | CAGR | |||||
Montclair | 10% | 60,000 | 66,000 | 72,600 | 79,860 | 87,846 | 10.00% |
Riley | 10% | 75,000 | 82,500 | 90,750 | 99,825 | 109,808 | 10.00% |
Ashford | 10% | 85,000 | 93,500 | 102,850 | 113,135 | 124,449 | 10.00% |
Tracy | 10% | 75,000 | 82,500 | 90,750 | 99,825 | 109,808 | 10.00% |
Wilmington | 10% | 62,000 | 68,200 | 75,020 | 82,522 | 90,774 | 10.00% |
Langsford | 10% | 90,000 | 99,000 | 108,900 | 119,790 | 131,769 | 10.00% |
Willard | 10% | 48,000 | 52,800 | 58,080 | 63,888 | 70,277 | 10.00% |
Total | 10.00% | 495,000 | 544,500 | 598,950 | 658,845 | 724,731 | 10.00% |
The strategy of Oasis Juice is to focus on our niche market which is health/natural food stores that serve the young active professional.
Oasis Juice will introduce its products at 20% off regular price during the first month. In addition, Oasis Juice will co-sponsor local athletic charitable events to raise the visibility of the brand name.
The sales strategy is to build customer loyalty in the new markets. Oasis Juice will increase its sales force to focus on the new markets.
The following table and charts shows the rapid ramp-up of sales during the first twelve months of operation.
Sales Forecast | |||
2002 | 2003 | 2004 | |
Sales | |||
Products | $1,020,000 | $1,200,000 | $1,300,000 |
Other | $0 | $0 | $0 |
Total Sales | $1,020,000 | $1,200,000 | $1,300,000 |
Direct Cost of Sales | 2002 | 2003 | 2004 |
Products | $278,000 | $310,000 | $360,000 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $278,000 | $310,000 | $360,000 |
Co-owners, Tama Gardner and William Harris, currently manage the daily operation of Oasis Juice. Tama and William have fifteen years of experience working in natural food stores. Tama is responsible for production and distribution. William is the Sales Manager for Oasis Juice.
Tama Gardner was one of the founding members of the Mason Peak Natural Grocery, 4th and Tyler. The grocery was established in 1992 by the non-profit NEDCO, the Neighborhood Economic Development Corporation, and a number of concerned neighbors who wished to save the historic Mason Peak Market from destruction. Tama started as a cashier and advanced to the position of Store Manager in 1996. The grocery has grown into a community fixture under her management.
William Harris ran the University’s now defunct Natural Food Collective for three years before the program was defunded. The small on-campus store provided natural food products to student customers. Sales increased by 20% each year under his leadership. Unfortunately, the state budget shortfall impacted the continued funding of the program. Prior to this position, William worked as Buyer for Sunburst Natural Foods for four years.
The following table shows the project personnel plan for Oasis Juice.
Personnel Plan | |||
2002 | 2003 | 2004 | |
Tama Gardner | $36,000 | $40,000 | $44,000 |
William Harris | $36,000 | $40,000 | $44,000 |
Production Staff | $120,000 | $130,000 | $140,000 |
Distribution Staff | $120,000 | $130,000 | $140,000 |
Sales Staff | $72,000 | $76,000 | $80,000 |
Total People | 13 | 13 | 13 |
Total Payroll | $384,000 | $416,000 | $448,000 |
The following is the financial plan for Oasis Juice.
The monthly break-even point is $66,534.
Break-even Analysis | |
Monthly Revenue Break-even | $66,534 |
Assumptions: | |
Average Percent Variable Cost | 27% |
Estimated Monthly Fixed Cost | $48,400 |
The following table and charts are the projected profit and loss for three years.
Pro Forma Profit and Loss | |||
2002 | 2003 | 2004 | |
Sales | $1,020,000 | $1,200,000 | $1,300,000 |
Direct Cost of Sales | $278,000 | $310,000 | $360,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $278,000 | $310,000 | $360,000 |
Gross Margin | $742,000 | $890,000 | $940,000 |
Gross Margin % | 72.75% | 74.17% | 72.31% |
Expenses | |||
Payroll | $384,000 | $416,000 | $448,000 |
Sales and Marketing and Other Expenses | $72,000 | $132,000 | $132,000 |
Depreciation | $9,600 | $9,600 | $9,600 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $12,000 | $12,000 | $12,000 |
Insurance | $9,600 | $9,600 | $9,600 |
Rent | $36,000 | $36,000 | $36,000 |
Payroll Taxes | $57,600 | $62,400 | $67,200 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $580,800 | $677,600 | $714,400 |
Profit Before Interest and Taxes | $161,200 | $212,400 | $225,600 |
EBITDA | $170,800 | $222,000 | $235,200 |
Interest Expense | $9,310 | $13,703 | $14,203 |
Taxes Incurred | $45,567 | $59,609 | $63,419 |
Net Profit | $106,323 | $139,088 | $147,978 |
Net Profit/Sales | 10.42% | 11.59% | 11.38% |
The following table and chart are the projected cash flow for three years.
Pro Forma Cash Flow | |||
2002 | 2003 | 2004 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $255,000 | $300,000 | $325,000 |
Cash from Receivables | $697,500 | $873,971 | $960,539 |
Subtotal Cash from Operations | $952,500 | $1,173,971 | $1,285,539 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $100,163 | $0 | $0 |
New Other Liabilities (interest-free) | $36,000 | $36,000 | $36,000 |
New Long-term Liabilities | $36,000 | $36,000 | $36,000 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $1,124,663 | $1,245,971 | $1,357,539 |
Expenditures | 2002 | 2003 | 2004 |
Expenditures from Operations | |||
Cash Spending | $384,000 | $416,000 | $448,000 |
Bill Payments | $511,954 | $637,704 | $695,324 |
Subtotal Spent on Operations | $895,954 | $1,053,704 | $1,143,324 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $19,992 | $19,992 | $19,992 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $18,000 | $18,300 | $3,700 |
Purchase Other Current Assets | $24,000 | $30,000 | $40,000 |
Purchase Long-term Assets | $24,000 | $30,000 | $30,000 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $981,946 | $1,151,996 | $1,237,016 |
Net Cash Flow | $142,717 | $93,975 | $120,524 |
Cash Balance | $182,717 | $276,692 | $397,216 |
The following table is the projected balance sheet for three years.
Pro Forma Balance Sheet | |||
2002 | 2003 | 2004 | |
Assets | |||
Current Assets | |||
Cash | $182,717 | $276,692 | $397,216 |
Accounts Receivable | $147,500 | $173,529 | $187,990 |
Inventory | $33,000 | $36,799 | $42,734 |
Other Current Assets | $29,000 | $59,000 | $99,000 |
Total Current Assets | $392,217 | $546,020 | $726,940 |
Long-term Assets | |||
Long-term Assets | $74,000 | $104,000 | $134,000 |
Accumulated Depreciation | $21,600 | $31,200 | $40,800 |
Total Long-term Assets | $52,400 | $72,800 | $93,200 |
Total Assets | $444,617 | $618,820 | $820,140 |
Liabilities and Capital | 2002 | 2003 | 2004 |
Current Liabilities | |||
Accounts Payable | $51,123 | $52,530 | $57,564 |
Current Borrowing | $80,171 | $60,179 | $40,187 |
Other Current Liabilities | $36,000 | $72,000 | $108,000 |
Subtotal Current Liabilities | $167,294 | $184,709 | $205,751 |
Long-term Liabilities | $58,000 | $75,700 | $108,000 |
Total Liabilities | $225,294 | $260,409 | $313,751 |
Paid-in Capital | $80,000 | $80,000 | $80,000 |
Retained Earnings | $33,000 | $139,323 | $278,411 |
Earnings | $106,323 | $139,088 | $147,978 |
Total Capital | $219,323 | $358,411 | $506,389 |
Total Liabilities and Capital | $444,617 | $618,820 | $820,140 |
Net Worth | $219,323 | $358,411 | $506,389 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5149, Groceries and related products, are shown for comparison.
Ratio Analysis | ||||
2002 | 2003 | 2004 | Industry Profile | |
Sales Growth | 75.86% | 17.65% | 8.33% | 4.60% |
Percent of Total Assets | ||||
Accounts Receivable | 33.17% | 28.04% | 22.92% | 33.30% |
Inventory | 7.42% | 5.95% | 5.21% | 26.00% |
Other Current Assets | 6.52% | 9.53% | 12.07% | 20.90% |
Total Current Assets | 88.21% | 88.24% | 88.64% | 80.20% |
Long-term Assets | 11.79% | 11.76% | 11.36% | 19.80% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 37.63% | 29.85% | 25.09% | 45.20% |
Long-term Liabilities | 13.04% | 12.23% | 13.17% | 10.00% |
Total Liabilities | 50.67% | 42.08% | 38.26% | 55.20% |
Net Worth | 49.33% | 57.92% | 61.74% | 44.80% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 72.75% | 74.17% | 72.31% | 44.10% |
Selling, General & Administrative Expenses | 62.32% | 62.58% | 60.92% | 26.70% |
Advertising Expenses | 5.88% | 10.00% | 9.23% | 0.70% |
Profit Before Interest and Taxes | 15.80% | 17.70% | 17.35% | 0.80% |
Main Ratios | ||||
Current | 2.34 | 2.96 | 3.53 | 1.69 |
Quick | 2.15 | 2.76 | 3.33 | 1.01 |
Total Debt to Total Assets | 50.67% | 42.08% | 38.26% | 55.20% |
Pre-tax Return on Net Worth | 69.25% | 55.44% | 41.75% | 3.60% |
Pre-tax Return on Assets | 34.16% | 32.11% | 25.78% | 8.00% |
Additional Ratios | 2002 | 2003 | 2004 | |
Net Profit Margin | 10.42% | 11.59% | 11.38% | n.a |
Return on Equity | 48.48% | 38.81% | 29.22% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 5.19 | 5.19 | 5.19 | n.a |
Collection Days | 59 | 65 | 68 | n.a |
Inventory Turnover | 10.91 | 8.88 | 9.05 | n.a |
Accounts Payable Turnover | 10.62 | 12.17 | 12.17 | n.a |
Payment Days | 28 | 30 | 29 | n.a |
Total Asset Turnover | 2.29 | 1.94 | 1.59 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 1.03 | 0.73 | 0.62 | n.a |
Current Liab. to Liab. | 0.74 | 0.71 | 0.66 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $224,923 | $361,311 | $521,189 | n.a |
Interest Coverage | 17.31 | 15.50 | 15.88 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.44 | 0.52 | 0.63 | n.a |
Current Debt/Total Assets | 38% | 30% | 25% | n.a |
Acid Test | 1.27 | 1.82 | 2.41 | n.a |
Sales/Net Worth | 4.65 | 3.35 | 2.57 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | |||||||||||||
Products | 0% | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 | |
Direct Cost of Sales | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Products | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 |
Personnel Plan | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Tama Gardner | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
William Harris | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Production Staff | 0% | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Distribution Staff | 0% | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Sales Staff | 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 |
Total People | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | |
Total Payroll | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 |
General Assumptions | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
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 | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
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 | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 | |
Direct Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Gross Margin | $47,000 | $47,000 | $53,000 | $60,000 | $60,000 | $65,000 | $65,000 | $65,000 | $70,000 | $70,000 | $70,000 | $70,000 | |
Gross Margin % | 78.33% | 78.33% | 75.71% | 75.00% | 75.00% | 72.22% | 72.22% | 72.22% | 70.00% | 70.00% | 70.00% | 70.00% | |
Expenses | |||||||||||||
Payroll | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Sales and Marketing and Other Expenses | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | |
Depreciation | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Insurance | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | |
Rent | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Payroll Taxes | 15% | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | |
Profit Before Interest and Taxes | ($1,400) | ($1,400) | $4,600 | $11,600 | $11,600 | $16,600 | $16,600 | $16,600 | $21,600 | $21,600 | $21,600 | $21,600 | |
EBITDA | ($600) | ($600) | $5,400 | $12,400 | $12,400 | $17,400 | $17,400 | $17,400 | $22,400 | $22,400 | $22,400 | $22,400 | |
Interest Expense | $401 | $469 | $538 | $606 | $674 | $742 | $810 | $878 | $946 | $1,014 | $1,082 | $1,151 | |
Taxes Incurred | ($540) | ($561) | $1,219 | $3,298 | $3,278 | $4,757 | $4,737 | $4,717 | $6,196 | $6,176 | $6,155 | $6,135 | |
Net Profit | ($1,261) | ($1,309) | $2,844 | $7,696 | $7,648 | $11,101 | $11,053 | $11,006 | $14,458 | $14,410 | $14,363 | $14,314 | |
Net Profit/Sales | -2.10% | -2.18% | 4.06% | 9.62% | 9.56% | 12.33% | 12.28% | 12.23% | 14.46% | 14.41% | 14.36% | 14.31% |
Pro Forma Cash Flow | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $15,000 | $15,000 | $17,500 | $20,000 | $20,000 | $22,500 | $22,500 | $22,500 | $25,000 | $25,000 | $25,000 | $25,000 | |
Cash from Receivables | $40,000 | $41,500 | $45,000 | $45,250 | $52,750 | $60,000 | $60,250 | $67,500 | $67,500 | $67,750 | $75,000 | $75,000 | |
Subtotal Cash from Operations | $55,000 | $56,500 | $62,500 | $65,250 | $72,750 | $82,500 | $82,750 | $90,000 | $92,500 | $92,750 | $100,000 | $100,000 | |
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 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,500 | |
New Other Liabilities (interest-free) | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
New Long-term Liabilities | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
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 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $69,333 | $70,833 | $76,833 | $79,583 | $87,083 | $96,833 | $97,083 | $104,333 | $106,833 | $107,083 | $114,333 | $114,500 | |
Expenditures | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Expenditures from Operations | |||||||||||||
Cash Spending | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Bill Payments | $21,092 | $32,619 | $28,850 | $38,891 | $42,695 | $39,953 | $51,417 | $46,148 | $46,596 | $58,060 | $52,791 | $52,839 | |
Subtotal Spent on Operations | $53,092 | $64,619 | $60,850 | $70,891 | $74,695 | $71,953 | $83,417 | $78,148 | $78,596 | $90,060 | $84,791 | $84,839 | |
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 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | |
Purchase Other Current Assets | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Purchase Long-term Assets | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $60,258 | $71,785 | $68,016 | $78,057 | $81,861 | $79,119 | $90,583 | $85,314 | $85,762 | $97,226 | $91,957 | $92,005 | |
Net Cash Flow | $9,075 | ($952) | $8,817 | $1,526 | $5,222 | $17,714 | $6,500 | $19,019 | $21,071 | $9,857 | $22,376 | $22,495 | |
Cash Balance | $49,075 | $48,123 | $56,940 | $58,465 | $63,687 | $81,401 | $87,900 | $106,919 | $127,990 | $137,847 | $160,222 | $182,717 |
Pro Forma Balance Sheet | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $40,000 | $49,075 | $48,123 | $56,940 | $58,465 | $63,687 | $81,401 | $87,900 | $106,919 | $127,990 | $137,847 | $160,222 | $182,717 |
Accounts Receivable | $80,000 | $85,000 | $88,500 | $96,000 | $110,750 | $118,000 | $125,500 | $132,750 | $132,750 | $140,250 | $147,500 | $147,500 | $147,500 |
Inventory | $10,000 | $14,300 | $14,300 | $18,700 | $22,000 | $22,000 | $27,500 | $27,500 | $27,500 | $33,000 | $33,000 | $33,000 | $33,000 |
Other Current Assets | $5,000 | $7,000 | $9,000 | $11,000 | $13,000 | $15,000 | $17,000 | $19,000 | $21,000 | $23,000 | $25,000 | $27,000 | $29,000 |
Total Current Assets | $135,000 | $155,375 | $159,923 | $182,640 | $204,215 | $218,687 | $251,401 | $267,150 | $288,169 | $324,240 | $343,347 | $367,722 | $392,217 |
Long-term Assets | |||||||||||||
Long-term Assets | $50,000 | $52,000 | $54,000 | $56,000 | $58,000 | $60,000 | $62,000 | $64,000 | $66,000 | $68,000 | $70,000 | $72,000 | $74,000 |
Accumulated Depreciation | $12,000 | $12,800 | $13,600 | $14,400 | $15,200 | $16,000 | $16,800 | $17,600 | $18,400 | $19,200 | $20,000 | $20,800 | $21,600 |
Total Long-term Assets | $38,000 | $39,200 | $40,400 | $41,600 | $42,800 | $44,000 | $45,200 | $46,400 | $47,600 | $48,800 | $50,000 | $51,200 | $52,400 |
Total Assets | $173,000 | $194,575 | $200,323 | $224,240 | $247,015 | $262,687 | $296,601 | $313,550 | $335,769 | $373,040 | $393,347 | $418,922 | $444,617 |
Liabilities and Capital | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Current Liabilities | |||||||||||||
Accounts Payable | $20,000 | $31,669 | $27,558 | $37,464 | $41,377 | $38,233 | $49,879 | $44,609 | $44,655 | $56,301 | $51,030 | $51,076 | $51,123 |
Current Borrowing | $0 | $6,667 | $13,334 | $20,001 | $26,668 | $33,335 | $40,002 | $46,669 | $53,336 | $60,003 | $66,670 | $73,337 | $80,171 |
Other Current Liabilities | $0 | $3,000 | $6,000 | $9,000 | $12,000 | $15,000 | $18,000 | $21,000 | $24,000 | $27,000 | $30,000 | $33,000 | $36,000 |
Subtotal Current Liabilities | $20,000 | $41,336 | $46,892 | $66,465 | $80,045 | $86,568 | $107,881 | $112,278 | $121,991 | $143,304 | $147,700 | $157,413 | $167,294 |
Long-term Liabilities | $40,000 | $41,500 | $43,000 | $44,500 | $46,000 | $47,500 | $49,000 | $50,500 | $52,000 | $53,500 | $55,000 | $56,500 | $58,000 |
Total Liabilities | $60,000 | $82,836 | $89,892 | $110,965 | $126,045 | $134,068 | $156,881 | $162,778 | $173,991 | $196,804 | $202,700 | $213,913 | $225,294 |
Paid-in Capital | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 |
Retained Earnings | $9,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 |
Earnings | $24,000 | ($1,261) | ($2,570) | $274 | $7,970 | $15,619 | $26,720 | $37,773 | $48,778 | $63,236 | $77,646 | $92,009 | $106,323 |
Total Capital | $113,000 | $111,739 | $110,430 | $113,274 | $120,970 | $128,619 | $139,720 | $150,773 | $161,778 | $176,236 | $190,646 | $205,009 | $219,323 |
Total Liabilities and Capital | $173,000 | $194,575 | $200,323 | $224,240 | $247,015 | $262,687 | $296,601 | $313,550 | $335,769 | $373,040 | $393,347 | $418,922 | $444,617 |
Net Worth | $113,000 | $111,739 | $110,430 | $113,274 | $120,970 | $128,619 | $139,720 | $150,773 | $161,778 | $176,236 | $190,646 | $205,009 | $219,323 |
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No matter what your line of business is, it is recommended for you to come up with a business plan. Even if some organizations and establishments tend to thrive without this document, your operations can be more effective and well-managed if you’ll have one. If you plan to create a juice bar start-up business, start your planning procedures with brainstorming and developing a comprehensive juice bar business plan. Do not worry if you do not have prior experiences in making this document. Just like when creating affiliate marketing business plan examples and other business documents, there are already a lot of references that can help you come up with an effective document.
Browse through this post for a selection of downloadable juice bar business plan examples in PDF that you can use as references. Having examples like the ones that we have collected just for you can give you an easier time in developing your own juice bar business plan from scratch.
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Prior to the creation of a juice bar business plan, there are already several processes that you need to execute so you can ensure that you are building a strong foundation for the document that you will be making. Here are some of the initial processes that you need to get involved in if you want to develop a juice bar business plan:
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May it be a BBQ catering business plan , a start-up business plan, a juice bar business plan, or any other kinds of business plan document that you want to develop, it is important for you to always be aware of the factors and elements that are needed to be considered so that you can get your desired output. Your business plan must be comprehensive and detailed enough so that it can present a thorough discussion of your business strategies and how you will incorporate these in the management of your operations. Listed below are some of the information that are essential to be included in a simple juice bar business plan.
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Not all of the abovementioned information can be present in every juice bar business plan. There are establishments and partnerships that may consider to remove some items in the list that we have provided or those with complex operations who will add more than what we have specified. Even if the content of each juice bar business plan varies from one business to another, it is imperative for you to look into particular factors and elements that are expected to be listed in the specified document. Some of the most important items that you have to consider if you want to develop a juice bar business plan include the following:
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A juice bar business plan can set the direction in which you can possibly attain your desired results. As a document that serves as a reference or a guide for your workforce and other stakeholders, a juice bar business plan can provide a lot of advantages and benefits to your business. This is the reason why a juice bar business plan is considered both as an important and a critical document. A few of the tips that you can incorporate in the development of your own juice bar business plan include the following:
Know how you will brand and position your business in the best manner. As an example, you can present a healthy juice bar if you want to target a market segment that is conscious with their health. On the other hand, you can also target young adults, teenagers, and/or kids by developing a business plan that can give focus on the flavors of your juices and the way that you will present your products in the most appealing way possible. With these guides and references at hand, try to draft a juice bar business plan now.
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Published Nov.11, 2016
Updated Apr.23, 2024
By: Brandi Marcene
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Table of Content
Do you want to start a juice bar business? Well, this is one of those businesses that generate huge profits despite requiring little investment group for the business plan and very few employees. One can easily set up and run their juice bar business even by hiring two to three people.
Well, if you are entering this venture you might probably want to learn a stepwise approach on how to open a juice bar. In this sample juice kiosk business plan we’re providing all financial and other details of a juice bar startup, ‘Fructose Bar’ so that everyone can benefit.
2.1 the business.
Fructose Bar will be a licensed and registered juice corner situated near Detroit St, Denver. The business will be based on offering fresh fruit juices, smoothies and other refreshments to the customers. The company will provide its customers with both sit-in and takeaway facilities.
Opening a juice bar is not at all difficult. You just need a few people to ensure the supply of fresh fruits and other eatables and to prepare delicious and freshening juices.
If you are looking for a guide on how to start up a juice bar business, you can take help from this sample juice corner business plan.
Fructose Bar will buy the required machinery and equipment before a month of the launch. The company will also set up a small beautiful place for those who want to enjoy juices while sitting in. Fructose Bar will hire drivers, chefs, general assistants, web developer, accountant, cleaners, and a store manager to ensure the successful running of the business.
Target customers of Fructose Bar are versatile. Adults, youngsters, and senior citizens are likely to consume our juices and smoothies. The children and teens will also be one of our target groups and we’ll be providing some extra services to meet their demands.
Our target is to become a renowned juice corner in our vicinity. We aim at increasing footfall at our site by providing healthy, nutritious, and fresh juices and some eatables. Moreover, we aim at opening our juice bar in at least two more locations in our city.
3.1 company owner.
Fructose Bar will be owned by Kenneth Grant. Grant is a graduate in management sciences from the University of Denver. He has worked as a manager for three years in a local restaurant. Though he has received a lot of respect in his job, he wants to quit it to start his own business and make huge profits.
Grant has always wanted to start some food-related business to serve people with fresh and healthy foods. After working for three years in a resort, he found that opening juice shop business will be the most convenient and the most desirable option for him.
Grant will acquire the required licenses and registrations for opening a juice bar. He will buy the required machinery such as juicer machines, juice extractors, cutlery, etc. to run the kitchen portion. Moreover, to make a small place for customers to sit, he will also be purchasing comfortable furniture and tables.
Since the company will also offer salads, pastries and many eatables other than just juices, it will be hiring a few chefs. The staff as will be mentioned in the next portions will be hired a week before the launch. The company will also hire transporters to provide home delivery services and to ensure a continuous supply of fresh fruits and vegetables. Lastly, the company will hire a web developer to manage the company’s social site and to manage the online portal to take orders and payments from customers online.
If you want to estimate start up cost for a juice bar to write your fruit juice bar business plan, you can take help from here. You can also benefit from here even if you want to open a mobile juice bar because more than 80% requirements are the same.
Legal | $58,000 |
Stationery etc. | $61,000 |
Brochures | $42,000 |
Consultants | $0 |
Insurance | $22,300 |
Rent | $81,000 |
Research and Development | $32,000 |
Expensed Equipment | $380,000 |
Signs | $95,000 |
Start-up Assets | $0 |
Cash Required | $890,000 |
Start-up Inventory | $56,000 |
Other Current Assets | $170,000 |
Long-term Assets | $850,000 |
Start-up Expenses to Fund | $680,900 |
Start-up Assets to Fund | $1,966,000 |
Assets | $980,000 |
Non-cash Assets from Start-up | $540,500 |
Cash Requirements from Start-up | $0 |
Additional Cash Raised | $765,000 |
Cash Balance on Starting Date | $185,900 |
Liabilities and Capital | $0 |
Liabilities | $1,240,000 |
Current Borrowing | $0 |
Long-term Liabilities | $0 |
Accounts Payable (Outstanding Bills) | $240,000 |
Other Current Liabilities (interest-free) | $135,600 |
Capital | $0 |
Planned Investment | $0 |
Investor 1 | $2,646,900 |
Investor 2 | $0 |
Other | $0 |
Additional Investment Requirement | $0 |
Loss at Start-up (Start-up Expenses) | $484,700 |
Before you open a juice bar, you must decide which services and products you will be offering so that you can invest in just relevant arrangements. In this starting a juice bar business plan we’re enlisting the products and services Fructose Bar will provide.
The company will offer home delivery, dine-in as well as takeaway services.
Before starting your own juice bar business, you must carry out thorough research on your market and marketplace. It’s essential to analyze different locations to find out one in which there are relatively fewer competitors. Moreover, analyzing the buying patterns, volume and status of your customers is another important thing to do in the market analysis because usually, people with low incomes don’t spend on things like fruit juices and smoothies.
So understanding economic patterns and competitive environments by using the tools of market analysis can help you a lot in writing juice smoothie bar business plan and taking major decisions.
According to IBISWorld, more than 5600 juice and smoothie bars are running in the United States. Collectively these businesses have generated a revenue of $2 billion in the year 2018. The source has also reported an annual growth rate of 1.4% over the past five years. So, if you are willing to enter this venture and have planned things accurately, you surely won’t suffer a loss.
Knowing your customers and their financial status is really important if you are going to start some costly food-related services. Knowing your customers can help you in coming up with services that are expected to be availed by them. Since juices, smoothies, scoops are the things that can’t be afforded by low-income people so if you intend to serve them too, you must provide some additional services that can be afforded by them. And if you aim at targeting rich communities you will have to make a proper and splendid place so that they choose to come to your site.
In this juice parlour business plan on how to start a juice bar we’re providing the details of target customers of Fructose Bar.
The detailed marketing segmentation of our target audience is as follows:
5.2.1 Passers-by: The biggest consumer of our products will be passers-by that will include people of all ages. Since our corner will be located in a crowded place which is near to schools, offices and shopping centers so we’ll employ techniques like the attractive display to convert passers-by and tourists into our customers.
5.2.2 Residential Community : Residential community isn’t really far from our location so we expect nearby residents to avail our services too. Moreover, through our home-delivery business services , residents who don’t want to come to us are expected to consume our products by paying online.
5.2.3 Working Class: Another target customer of ours will be the working class. In fact, this group can become our biggest consumer as, after an exhausting and tiring routine, working men and women opt for taking something energizing that is good for their health too.
5.2.4 Teens & Children: The last group of our target customers comprises of teens and children who’ll either be accompanied by other groups of our customers or will be coming to us themselves. Since this category isn’t much attracted to taking healthy fruit drinks thus we’ll be providing scoops, and snacks so that they can also have something to buy from us.
Potential Customers | Growth | ||||||
Passers-by | 34% | 2,300 | 2,460 | 2,740 | 2,950 | 3,410 | 9% |
Residential Community | 23% | 1,830 | 1,940 | 2,045 | 2,340 | 2,760 | 8% |
Working Class | 29% | 2,200 | 2,400 | 2,780 | 3,240 | 3,310 | 10% |
Teens & Children | 14% | 700 | 820 | 960 | 1,230 | 1,980 | 9% |
11% |
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Our business targets to be achieved over the span of the next few years are given here:
Since, Fructose Bar will be providing extremely clean, fresh and nutritious juices and smoothies to its customers, it has decided to keep its prices in almost the same range as that of its competitors. After all, the company owner doesn’t want to compromise on quality by compromising on prices.
OGS provided the services I needed in an excellent fashion. Feedback was accommodated continuously throughout and changes were fast and professional. A very positive experience with the result being a great business plan. Thanks, Bill Ostrom , Go Kin .
Before opening a juice bar business it’s necessary to think about ways that can help you in getting ahead of your competitors and approaching your target customers.
Before making fresh juice bar business plan Grant did research on his competitors so that he can come up with features that others lack. Competitive aspects defined by Fructose Bar are given here:
Our biggest competitive advantage is that we’ve established a comfortable place for our customers to sit in and enjoy our offerings. Our second biggest aspect is that we will be taking orders online so that if customers want to have fresh juice for themselves but don’t want to stay or wait at the stop, they can order us 10 to 15 minutes before they walk by there. Thirdly we will provide snacks and scoops besides juice and smoothies so that every person including kids and teen can have something to buy from us.
And the last thing that can benefit us is our excellent location which is near to offices, institutes resident community as well as shopping areas.
We will offer a 10% discount on our servings for the first month of our launch. To introduce our healthy and fresh offerings to the people we’ll offer a 75% discount on all our products for the first two days of our launch. Lastly, we’ll advertise our products and sitting area on social media to approach distant target customers.
Unit Sales | |||
Fruit Juices & Nectar | 1,300 | 1,460 | 1,729 |
Smoothies | 1,030 | 1,157 | 1,370 |
Salads & Scoops | 800 | 898 | 1,064 |
Snacks & Refreshments | 430 | 483 | 572 |
Unit Prices | Year 1 | Year 2 | Year 3 |
Fruit Juices & Nectar | $1,505.00 | $1,822.56 | $2,122.05 |
Smoothies | $980.00 | $1,186.78 | $1,382.00 |
Salads & Scoops | $590.00 | $714.49 | $832.02 |
Snacks & Refreshments | $420.00 | $508.62 | $592.28 |
Sales | |||
Direct Unit Costs | Year 1 | Year 2 | Year 3 |
Fruit Juices & Nectar | $1,120.00 | $1,232.00 | $1,355.20 |
Smoothies | $730.00 | $803.00 | $883.30 |
Salads & Scoops | $490.00 | $539.00 | $592.90 |
Snacks & Refreshments | $330.00 | $363.00 | $399.30 |
Direct Cost of Sales | |||
7.1 company staff.
The staff you hire can affect your business in the long run. So if you are looking for how to set up a smoothie bar you should first devise a plan to find out the most suitable employees for your business.
Grant will oversee all the operations himself, however, he’ll hire the following people:
Co-Manager | $35,000 | $39,200 | $52,500 |
Accountant | $27,000 | $30,240 | $40,500 |
Chefs | $70,000 | $78,400 | $105,000 |
General Assistants | $85,000 | $95,200 | $98,000 |
Drivers & Cleaners | $130,000 | $145,600 | $195,000 |
Sales Executive | $21,000 | $23,520 | $31,500 |
Web Developer | $22,000 | $24,640 | $33,000 |
Front Desk Officer | $23,000 | $25,760 | $34,500 |
If you are opening a juice bar, you need not worry about how much does juicing cost because the startup doesn’t require a lot of investment. Keeping in view the few requirements to start this business, people usually think that is a juice bar profitable or not. The answer is that the juice bar business is profitable if you select your location wisely.
Well, if you want to take a relatively larger startup, like Fructose Bar, you must have to develop a thorough financial plan. Through a financial plan, you can easily estimate profits and losses and can make planned transactions, investments, and expenses.
You can get an idea of an effective financial plan from this sample financial plan of Fructose Bar.
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.02% | 10.40% | 10.71% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 23.40% | 24.30% | 25.70% |
Other | 0 | 0 | 0 |
Monthly Units Break-even | 5120 |
Monthly Revenue Break-even | $134,500 |
Assumptions: | |
Average Per-Unit Revenue | $238.00 |
Average Per-Unit Variable Cost | $0.72 |
Estimated Monthly Fixed Cost | $184,300 |
Other | $0 | $0 | $0 |
TOTAL COST OF SALES | |||
Expenses | |||
Payroll | $413,000 | $462,560 | $590,000 |
Sales and Marketing and Other Expenses | $58,500 | $61,425 | $64,496 |
Depreciation | $32,400 | $34,020 | $35,721 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $34,500 | $36,225 | $38,036 |
Insurance | $36,600 | $38,430 | $40,352 |
Rent | $21,300 | $22,365 | $23,483 |
Payroll Taxes | $80,100 | $92,512 | $118,000 |
Other | $31,200 | $32,760 | $34,398 |
Profit Before Interest and Taxes | $82,200 | $90,420 | $101,106 |
EBITDA | $114,600 | $124,440 | $136,827 |
Interest Expense | $0 | $0 | $0 |
Taxes Incurred | $16,440 | $18,084 | $20,221 |
Net Profit | $65,760 | $72,336 | $80,885 |
Net Profit/Sales | $0 | $0 | $0 |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $39,000 | $46,800 | $51,090 |
Cash from Receivables | $11,200 | $13,440 | $14,672 |
SUBTOTAL CASH FROM OPERATIONS | |||
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 | $0 | $0 | $0 |
SUBTOTAL CASH RECEIVED | |||
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $205,000 | $225,500 | $248,050 |
Bill Payments | $117,500 | $129,250 | $142,175 |
SUBTOTAL SPENT ON OPERATIONS | |||
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 | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
SUBTOTAL CASH SPENT | |||
Net Cash Flow | $109,800 | $122,976 | $132,858 |
Cash Balance | $197,400 | $221,088 | $238,854 |
Assets | |||
Current Assets | |||
Cash | $190,500 | $213,360 | $234,315 |
Accounts Receivable | $10,200 | $11,424 | $12,546 |
Inventory | $2,130 | $2,386 | $2,620 |
Other Current Assets | $9,900 | $11,000 | $11,000 |
TOTAL CURRENT ASSETS | |||
Long-term Assets | |||
Long-term Assets | $10,000 | $10,000 | $10,000 |
Accumulated Depreciation | $12,100 | $13,450 | $14,870 |
TOTAL LONG-TERM ASSETS | |||
TOTAL ASSETS | |||
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $10,900 | $11,300 | $12,450 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
SUBTOTAL CURRENT LIABILITIES | |||
Long-term Liabilities | $0 | $0 | $0 |
TOTAL LIABILITIES | |||
Paid-in Capital | $31,600 | $33,700 | $35,250 |
Retained Earnings | $42,300 | $48,500 | $53,200 |
Earnings | $98,000 | $125,600 | $130,500 |
TOTAL CAPITAL | |||
TOTAL LIABILITIES AND CAPITAL | |||
Net Worth | $185,400 | $220,500 | $245,900 |
Sales Growth | 7.20% | 17.40% | 39.80% | 4.00% |
Percent of Total Assets | ||||
Accounts Receivable | 4.04% | 3.81% | 3.52% | 9.04% |
Inventory | 1.33% | 1.73% | 1.99% | 9.12% |
Other Current Assets | 1.49% | 1.98% | 2.01% | 24.78% |
Total Current Assets | 156.00% | 159.00% | 162.00% | 53.80% |
Long-term Assets | -7.98% | -8.74% | -9.78% | -10.06% |
TOTAL ASSETS | ||||
Current Liabilities | 3.33% | 3.49% | 3.79% | 5.31% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 23.80% |
Total Liabilities | 4.08% | 4.17% | 4.23% | 7.46% |
NET WORTH | ||||
Percent of Sales | ||||
Sales | 93.59% | 94.89% | 96.30% | 97.00% |
Gross Margin | 93.00% | 94.80% | 96.90% | 0.00% |
Selling, General & Administrative Expenses | 71.09% | 72.89% | 74.06% | 80.01% |
Advertising Expenses | 1.58% | 1.22% | 0.53% | 0.88% |
Profit Before Interest and Taxes | 25.61% | 27.30% | 29.89% | 1.99% |
Main Ratios | ||||
Current | 24.5 | 26.8 | 29.8 | 1.41 |
Quick | 25.8 | 26.8 | 29.7 | 0.18 |
Total Debt to Total Assets | 1.89% | 1.52% | 1.13% | 52.00% |
Pre-tax Return on Net Worth | 66.50% | 70.70% | 76.20% | 4.23% |
Pre-tax Return on Assets | 66.20% | 71.30% | 76.30% | 10.00% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 17.80% | 19.50% | 23.50% | N.A. |
Return on Equity | 48.70% | 53.50% | 58.45% | N.A. |
Activity Ratios | ||||
Accounts Receivable Turnover | 4.29 | 4.31 | 4.39 | N.A. |
Collection Days | 91 | 98 | 98 | N.A. |
Inventory Turnover | 24.2 | 25.9 | 26.4 | N.A. |
Accounts Payable Turnover | 13.9 | 14.6 | 15.3 | N.A. |
Payment Days | 24 | 24 | 26 | N.A. |
Total Asset Turnover | 1.8 | 1.62 | 1.48 | N.A. |
Debt Ratios | ||||
Debt to Net Worth | 0.02 | -0.01 | -0.03 | N.A. |
Current Liab. to Liab. | 1 | 1 | 1 | N.A. |
Liquidity Ratios | ||||
Net Working Capital | $138,500 | $149,500 | $160,300 | N.A. |
Interest Coverage | 0 | 0 | 0 | N.A. |
Additional Ratios | ||||
Assets to Sales | 0.43 | 0.45 | 0.48 | N.A. |
Current Debt/Total Assets | 2% | 4% | 4% | N.A. |
Acid Test | 26.3 | 27.9 | 28.1 | N.A. |
Sales/Net Worth | 1.18 | 0.94 | 0.74 | N.A. |
Dividend Payout | 0 | 0 | 0 | N.A. |
Juice Bar Business Plan Sample in PDF
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A Sample Fruit Juice Production Business Plan Template 1. Industry Overview. Fruit juice production business is a subsidiary of the global fruit and vegetable processing industry and players in this industry are engaged in the processing and packaging of fresh fruit and vegetables into canned, bottled, preserved, frozen, dried (except sun-dried ...
Financial Plan. Provide an overview of your financial goals and projections, offering insights into revenue targets, profit margins, and anticipated growth trajectories. Example: Fresh Oasis Juice Bar aims for a projected revenue of $760,000 annually, targeting a 13% EBITDA profit margin by 2028.
Embark on this refreshing journey with us as we present a comprehensive business plan tailored for aspiring fruit juice bar entrepreneurs. A solid business plan is a cornerstone of any successful venture, providing a clear blueprint for your fruit juice bar's mission, objectives, and tactical approach. To squeeze the most out of your planning ...
When we built and designed our business plan for a fruit juice bar establishment, we made sure it had a proper structure. We've separated it into 5 sections (Opportunity, Project, Market Research, Strategy and Finances). 1. Market Opportunity. The introductory section has been named "Market Opportunity".
Marketing promotion expenses for the grand opening of Shelly Pearson® Fruit Juice Shop, LLC 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. Cost for hiring Business Consultant - $2,500.
Lastly, address any funding needs in the "ask" section of your executive summary. 2. The presentation of the company. The second section in your fruit juice producer's business plan should focus on the structure and ownership, location, and management team of the company.
Juice Bar Business Plan. Over the past 20+ years, we have helped over 10,000 entrepreneurs and business owners create business plans to start and grow their juice bars and smoothie bars. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a juice/smoothie ...
A juice bar business plan is an indispensable tool on your path to success. It provides a structured framework to turn your passion for health and wellness into a thriving business. With a well-thought-out plan, you can attract investors, secure funding, and ensure that your juice bar not only survives but thrives in a competitive market.
3. The products and services section. The products and services section of your business plan should include a detailed description of the offerings that your company provides to its customers. For example, your fruit juice brand could offer freshly squeezed juices, smoothies, and health shots to customers.
Financial budget. Creating a detailed financial budget for your juice bar is crucial before you start writing a plan. This should include all the payments, such as rent/mortgage, utility bills, equipment prices, insurance fees, taxes, and labor costs. And make sure that all the expenses remain within your budget.
3. Wholesale. ( Note: This is not technically a juice bar business — it's a juice factory business — but it is a plan worth considering.) It's hard to start small as a wholesale brand, so if you're going to go wholesale, you probably need to go big out of the gate. This requires a big investment in marketing and a factory.
A Business Model Canvas is a strategic tool designed to help you map out the key components of your business. Think of it as a visual framework that captures your fruit juice bar's value proposition, operations, customers, and financials. Imagine this canvas as a roadmap that illustrates how your juice bar will attract customers, what unique ...
Sample from Growthink's Ultimate Juice Bar Business Plan Template: The following industry statistics bode well for [Company Name]. According to the recent report entitled, "Juice & Smoothie Bars Industry in the U.S." by Supplier Relations US, LLC, the industry's annual revenue is approximately $2.7 billion, with an estimated gross ...
A juice bar business plan is a tool for such an entrepreneur who seeks to initiate a juice bar business. Can a juice bar be profitable? The average revenue of a juice bar sits within the range of a hundred thousand to five hundred thousand dollars, with a profit margin as high as twenty-five percent.
Complete Guide to Writing Your Juice Business Plan. This PDF is a step-by-step guide to helping you write a business plan for your juice business. Whether you're starting a juice bar, a juice delivery service, or a wholesale juice business, this guide explores the key elements of a successful juice business plan, along with industry tips ...
Sales Forecasts and Operating Expenses. The operating expenses of a juice bar include labor, equipment, produce, insurance, water, ice machines, rent, marketing, etc. which should all be balanced against sales forecasts in this section of your business plan. Business plans commonly include a "break-even analysis" which compares the sales ...
Freshwell Juice Bar, LLC is a licensed fruit juice shop business that will be based in Detroit - Michigan. We are a unique fruit juice brand because we do not just sell assorted fresh fruit juice, but we will also offer consultancy services in line with our area of business. To unlock help try Upmetrics! .
A fruit juice shop is a small, informal restaurant where fruit juice and in most cases, smoothies are made and served to customers. Fruit juice is ideally 100 percent pure juice made from the flesh of fresh fruit or from whole fruit, depending on the type used. It is not permitted to add sugars, sweeteners, preservatives, flavorings, or ...
Explore a real-world wholesale juice business plan example and download a free template with this information to start writing your own business plan. ... 100% fruit juices has grown in sales by 15% each year and is now available in over 100 store outlets in the greater Richmond area. Oasis Juice will gross $580,000 in sales this year.
Ensure that your juice bar business plan will have a vision, mission, and objectives. You can achieve your goals accordingly if you are fully aware of what they are and what are the steps that you need to take to get them. Sticking to the core of your business can promote great branding, business imaging, and market visibility.
2.1 The Business. Fructose Bar will be a licensed and registered juice corner situated near Detroit St, Denver. The business will be based on offering fresh fruit juices, smoothies and other refreshments to the customers. The company will provide its customers with both sit-in and takeaway facilities.
Fruit Juice Bar Business Plan. Complete business plan, fully customizable. Suitable for a funding request. 35 pages written by our team. 80 hours of research and analysis. All techniques and strategies to succeed. Updated every semester. Guidance by our experts for free. Receive future updates for free.
The document provides a business plan template for a juice bar business called Juice Bar that packs a punch, including sections on the executive summary, company summary, products/services, market analysis, SWOT analysis, strategy and implementations, and financial plan. The template guides the user through each section and provides prompts, examples, and guidance to develop a comprehensive ...