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Legal PageThis sample business plan has been made available to users of Bplans com, published by Palo Alto Software Our sample plans were developed by existing companies and new business start ups as research instruments to determine market viability, or funding availability Names, locations and numbers may have been changed, and substantial portions of text may have been omitted to preserve confidentiality and proprietary information You are welcome to use this plan as a starting point to creat.
Legal Page Confidentiality Agreement This sample business plan has been made available to users of Bplans.com, published The undersigned reader acknowledges that the information provided by _ in bythis Palo Alto Software Our sample plans reader were developed bydisclose existingit companies and business plan is confidential; therefore, agrees not to without the express written permission of _ new business start-ups as research instruments to determine market viability, or funding availability Names, locations and numbers may have been changed, and substantial It is acknowledged by reader that information to be furnished in this business plan is in all respects portions of text may have to preserve confidential in nature, otherbeen than omitted information which is in the public domain through other means and that any disclosure or use of information same by reader, may cause serious harm or damage to confidentiality and proprietary _ You are welcome to use this plan as a starting point to create your own, but you not Upon request, this document is to be immediately returned to _ have permission to reproduce, resell, publish, distribute or _ even copy this plan as it exists here Signature Requests for reprints, academic use, and other dissemination of this sample plan should _ beName emailed to or theprinted) marketing department of Palo Alto Software at (typed marketing@paloalto.com _ Date This is a business plan It does not imply an offering of securities Copyright Palo Alto Software, Inc., 2020 All rights reserved Silvera and Sons, Ldta 1.0 Executive Summary Silvera & Sons prepares green Arabica coffee beans grown in Brazil for exportation to American specialty roasters and sells to wholesalers on the Brazilian market We will expand production capacity from 72,000/60kg bags per year to 120-160,000/60kg per year Our coffee stands out from that of the competition We prepare the top five percent, in terms of quality standards, of all Arabica beans on the market Our customers seek this product as it provides them with a point of differentiation to specialty roasters In the past six years, demand for our coffee has exceeded the amount we are able to supply and we have been forced to refuse requests for larger shipments We predict growth of thirty percent in the first year with sales exceeding ($BRL) expectations In year three the plant will run at maximum capacity and based on the current price of coffee we expect excellent profits ($BRL) We have positive indicators from current importers that the additional amount of beans will be sold Our keys to success are: Establishing and maintaining working relationships and contractual agreements with American importers and Brazilian coffee brokers and wholesalers Bringing the new facility to maximum production within three years of operation Increasing our profit margin with the use of improved technology in the new facility Effectively communicating to current and potential customers, through targeted efforts, our position as a differentiated provider of the highest quality Arabica beans in the world Chart: Highlights Page Silvera and Sons, Ldta 1.1 Objectives The objectives of Silvera & Sons: • • • • Increase production and sale from 78,000/60kg bags per year to approximately 100,000/60kg bags per year in the first year of operation at the proposed facility and reach maximum capacity of 120,000/60kg bags per year by year three Increase sales substantially in the first full year of operation Establish strategic relationships with 10-15 American importers in Los Angeles, San Francisco, & Seattle Increase gross margins in the next three years 1.2 Mission Silvera & Sons Ltda seeks to serve coffee importers and enthusiasts by exceeding minimum acceptable quality standards and by providing the highest quality product at the lowest possible price We value our relationships with current and future customers and hope to communicate our appreciation to them through our outstanding, guaranteed product quality, personal service, and efficient delivery Our commitment to our customers and the country of Brazil will be reflected through honest and responsible business 1.3 Keys to Success The keys to success for Silvera & Sons are: • • • • Establishing and maintaining working relationships and contractual agreements with American importers and Brazilian coffee brokers and wholesalers Bringing the new facility to maximum production within three years of operation Increasing our profit margin with the use of improved technology in the new facility Effectively communicating, to current and potential customers, our position as a differentiated provider of the highest quality Arabica beans in the world 2.0 Company Summary Silvera & Sons buys and prepares raw coffee in parchment (pergamino), or coffee in its postharvest stage The finished product, green Arabica coffee beans are packaged in 60kg sacks and sold on the U.S and Brazilian market Our customers are primarily American importers and Brazilian wholesalers who provide high-quality beans to the specialty roasting market 2.1 Company Ownership Silvera & Sons Ltda is a private, family owned preparer and exporter of Brazilian-grown, green Arabica coffee beans It is owned and operated by Marco Silvera Sr and his sons, Marco Silvera Jr and Antonio Silvera 2.2 Company History Silvera & Sons is in its sixth year of operation The current plant has been in operation for 15 years and for 12 of those years was managed by Marco Silvera Sr who was then an employee of Page Silvera and Sons, Ldta the former owner, Cafe Fina Since the plant was purchased, Silvera & Sons has maintained maximum production and sales It is currently operating at maximum capacity Table: Past Performance Past Performance 1996 1997 1998 $16,262,532 $2,439,380 15.00% $12,196,899 12.00 $17,304,066 $2,630,218 15.20% $12,631,968 12.00 $18,345,600 $2,814,215 15.34% $13,346,424 12.00 1996 1997 1998 $0 $0 $0 $0 $0 $0 $0 $0 $994,260 $355,200 $243,936 $1,593,396 Long-term Assets Accumulated Depreciation Total Long-term Assets $0 $0 $0 $0 $0 $0 $521,650 $100,000 $421,650 Total Assets $0 $0 $2,015,046 Accounts Payable Current Borrowing Other Current Liabilities (interest free) Total Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $8,435 $58,000 $0 $66,435 Long-term Liabilities Total Liabilities $0 $0 $0 $0 $402,000 $468,435 Paid-in Capital Retained Earnings Earnings Total Capital $0 $0 $0 $0 $0 $0 $0 $0 $525,000 $85,985 $935,626 $1,546,611 Total Capital and Liabilities $0 $0 $2,015,046 0 60 Sales Gross Margin Gross Margin % Operating Expenses Inventory Turnover Balance Sheet Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Current Liabilities Other Inputs Payment Days Page Silvera and Sons, Ldta Chart: Past Performance 2.3 Company Locations and Facilities The Silvera & Son's main warehouse and office is located in Ouro Fino The warehouse has the capacity to prepare approximately 6,000 60kg bags of exportable coffee beans The proposed new warehouse and preparation facility site is also located in Ouro Fino The new facility will be 3.500m2 and will have 30 selecting machines with capacity to prepare 40,000 bags for exportation and 80,000 bags for storage The proposed facility will also handle shipping 3.0 Products Silvera & Sons deal exclusively in green coffee, grown in the southern states of Brazil and onehundred percent Arabica Beans in parchment are purchased directly from growers and are dehusked and packaged into 60kg sacks in the Silvera & Sons' plant The final product is suitable for sale and exportation 3.1 Competitive Comparison In order to differentiate our product, coffee, which is a commodity, from the product offering of competitors, all beans are guaranteed fresh and are shipped within seven days of preparation In addition all beans are sorted at ninety-five percent screen 18 and above compared to the industry standard ninety percent screen of 17 and above The beans shipped by Silvera & Sons are therefore larger than most and are guaranteed fresh In addition, all of the farms from which Silvera & Sons purchases coffee adhere to environmentally sound farming practices and avoid the use of pesticides and chemicals in crop production There are approximately ten competitors who offer a product similar to ours Our research indicates that with the additional capacity we would become one of the top four, in terms of quantity, providers We have the advantage of established distribution channels and reputation In addition, improvements to our marketing efforts will further separate us from the larger market and from our close competitors Page Silvera and Sons, Ldta 3.2 Sales Literature Silvera & Sons currently works with two importers in the United States who handle all of our shipments Likewise, we have dealt with the same Brazilian wholesalers, for internal sales, each year Sales to this point have been handled through personal selling Additional sales literature will include a website, direct mail to specialty roasters and importers, and print advertising in several trade publications including Coffee Times, a monthly publication which targets American business dealing with issues relevant to the coffee industry 3.3 Sourcing Both the existing and the proposed facilities are ideally located in Ouro Fino, in the state of Minas Gerais Minas Gerais is the largest coffee producing state in Brazil and beans produced in the region are of the highest quality With additional financing, we would be able to buy larger volumes at lower prices We now buy from one or more of six private growers or grower cooperatives Contracts are secured six months in advance of harvest 3.4 Technology Improvements in technology will include the use of partially automated selecting machines which will allow for increased production capacity with a lower machine-to-operator ratio than we currently employ Additional storage capabilities will decrease shipping charges and will reduce the need for permanent shipping employees by thirty-five percent High-technology information system upgrades will improve all aspects of business, especially inventory control, tracking of shipments, and communication with clients in import countries 3.5 Future Products Alternative to the Arabica bean, Coffea Robusta, though it shares some similarities with the Arabica bean, is very different Coffea Robusta is grown at lower elevations and has a higher yield per plant as well as being more resistant to disease It also has up to twice the caffeine level as it's cousin the Arabica Bean Due to the lower cost and larger market amount of Robusta coffee, it is found primarily on supermarket shelves The Arabica species grows at much higher elevations, better soil rich areas, and is the source of the worlds finest coffees By providing the finest species of coffee, Silvera & Sons has taken the first step towards a differentiated product To further distinguish our coffee, we adhere to higher quality standards than approximately ninety-five percent of the market In addition, all of our beans are of the Bourbon Santos variety The "Bourbon" strain is considered one of the finest Brazil has to offer It is grown in the mountains surrounding Sao Paulo and is highly sought after by specialty roasters from around the world We have assumed the position of a specialized provider of this exceptional coffee Our customers, American and Brazilian specialty roasters, recognize Silvera & Sons for our ability to provide the type of beans they require to produce award winning coffee 4.0 Market Analysis Summary Coffee is the second largest commodity market next to oil and Brazil has remained the largest producer of coffee in the world for two centuries Imports of Arabica coffee in the United States have increased ninety-four percent in the past five years and consumption of coffee within Brazil has seen similar increases In addition, demand for green coffee is above the market clearing level, and market price and crop yield estimates are at an all time high The increase in the number of independent specialty roasters in the United States and Brazil has contributed to and is an indicator of the increased demand for coffee Within the larger coffee Page Silvera and Sons, Ldta market is our target market is the specialty roaster These discerning customers want the highest quality coffee beans They serve the growing "gourmet" coffee market and are represented by large American companies like Starbucks and thousands of smaller specialty roasters The Arabica bean is considered to be the best in the world and as such, the demand for Arabica beans is high on the specialty roaster market Specialty roasters are willing to pay more for Arabica beans and attempt to distinguish themselves via the characteristics of the bean they use i.e the location in which it was grown, farming methods, bean size, etc The final consumer is relatively price insensitive if the coffee is good, has won awards, or is compatible with a popular trend We estimate that specialty roasting in the U.S alone is a ($USD) onebillion market 4.1 Market Segmentation The potential customer groups for Silvera & Sons are: • • • American importers of green Arabica beans: Market research suggests that there are approximately 200 importers of green Arabica coffee on the West and East Coasts of the United States that would be able to handle the quantities of our shipments and are in our target market Combined, they import a total of four to five million/60kg bags of Brazilian coffee per year Brazilian green coffee wholesalers: This market serves as a safety valve for our export business By maintaining relationships with Brazilian wholesalers we have an alternative market with established distribution channels Brazilian specialty roasters: As we move towards maximum capacity we will plan to more aggressively target this audience We hope to eventually reduce transactions with wholesalers and capture their value-added costs as profit We anticipate that this effort will begin approximately four years into operation of the new facility Table: Market Analysis Market Analysis Potential Customers U.S Importers (60kg bags) Brazilian Wholesalers (60kg bags) Total 1999 2000 2001 2002 20 70,140 30,060 100,200 88,376 37,876 126,252 111,354 47,724 159,078 140,306 60,132 200,438 176,78 75,76 252,55 Growth 26% 26% 26.00% Page Silvera and Sons, Ldta Chart: Market Analysis (Pie) 4.2 Industry Analysis Coffee has been a growing industry for the past five years The most notable growth has been in the American market where imports have increased almost one-hundred percent and the market price has nearly doubled The number of specialty roasters has increased from a handful of well known companies to thousands of independent entities There is a constant struggle within this market to produce the best coffee and serve one or more niches within the larger market Brazilian coffee producers and exporters have made great efforts to improve agricultural techniques, processing methods, and distribution in order to better serve this growing market Demand for Brazilian coffee is currently greater than supply 4.2.1 Competition and Buying Patterns The purchase decision for our customer is based on trust in our process and bean selection We have established relationships with our customers which extend beyond that of the buyer/seller The Silvera & Sons label means that the product has been chosen and prepared with the highest quality standards in mind Our beans are priced up to nine percent higher than similar products Our customers are willing to pay more for our product because they are familiar with us and trust in the quality of our beans This is the result of their success in the marketplace with our product Page Silvera and Sons, Ldta 4.2.2 Main Competitors There are approximately 150 exporters of green Arabica beans in Brazil According to the Brazilian Coffee Exporters Association, ABECAFE, fifty percent (50%) of all green coffee exports come from their 45 members Approximately eighty percent (80%) of these exports come from 20 ABECAFE members Market contributions of individual exporters are held in strict confidence and are not available to the public However, based on this information and given the large number of remaining exporters not affiliated with ABECAFE who account for the remaining sixty percent (60%) of all exports, we assume that many of the largest competitors are amongst the ABECAFE members They are: Agro Food Cooxupe Mitsui Alimentos Allcoffee Cotia Trading Nicchio Cafe Bramazonia Custudio Forzza Nova America Cafe Ponto Esteve N.S da Guia Cafeeira Carolina Eurobrasil Ottoni & Filhos Cargill Agricola Fazenda da Serra Porto de Santos Casas Sendas Guaxupe Ref Oleos Brasil Cocam Inter-Continental R&G Comexim JR Exportadora Rio Doce Comercial Ben MC Coffee Tres Coracoes Compel Melitta Volcafe 4.2.3 Industry Participants Silvera & Sons deals exclusively in the exportation and sale of green Arabica beans There are approximately 150 Brazilian businesses in this market However, approximately 30 companies account for approximately eighty percent of the total amount of green Arabica exports In addition many of these companies prepare, export and sell, to the Brazilian market, other coffee products Additional products include: • • • • Green Robusta (Conillon) beans: The Robusta bean is produced in far less quantity, in Brazil, than the Arabica and is considered an inferior species The Robusta market represents less than ten percent of all coffee produced in Brazil Soluble coffee products: These are instant (water soluble) coffees and are either decaffeinated or not Sales of soluble coffee products account for approximately twelve percent of the total market Roasted & Ground coffee: Approximately eighty-five percent of all roasted and ground coffee (decaffeinated and non-decaffeinated) goes to internal consumption and represents approximately twenty-seven percent of the total coffee market Primary competitors include: Golden Brazil, Bramazonia, Comexim, and Nicchio Cafe 4.2.4 Distribution Patterns All of the coffee produced for exportation by Silvera & Sons and approximately eighty-five percent of all coffee produced for exportation in Brazil is shipped from Porto de Santos Prepared coffee is shipped via rail and/or truck from the Silvera & Sons plant in Ouro Fino to Porto de Santos From the port it is then shipped, in 40 foot containers to the port of Miami via cargo Page 10 Silvera and Sons, Ldta Table: Profit and Loss Pro Forma Profit and Loss 1999 2000 2001 $26,260,416 $21,242,400 $300,396 $300,000 $21,842,796 $33,021,600 $26,712,000 $316,884 $345,000 $27,373,884 $46,126,400 $37,312,000 $331,912 $410,000 $38,053,912 $4,417,620 16.82% $5,647,716 17.10% $8,072,488 17.50% $225,492 $144,000 $21,000 $24,000 $414,492 1.58% $128,150 $165,000 $22,500 $26,500 $342,150 1.04% $136,521 $165,000 $24,000 $28,500 $354,021 0.77% $119,400 $0 $216,000 $50,400 $36,000 $72,000 $305,250 $0 $0 $799,050 3.04% $130,228 $0 $216,000 $50,400 $36,000 $75,000 $300,000 $0 $0 $807,628 2.45% $173,377 $0 $216,000 $50,400 $36,000 $78,000 $300,000 $0 $0 $853,777 1.85% $0 $18,000 $0 $18,000 0.07% $0 $24,000 $0 $24,000 0.07% $0 $30,000 $0 $30,000 0.07% Total Operating Expenses $1,231,542 $1,173,778 $1,237,798 Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred $3,186,078 $3,402,078 $269,166 $1,370,949 $4,473,938 $4,689,938 $238,449 $1,990,680 $6,834,690 $7,050,690 $225,191 $3,106,465 Net Profit Net Profit/Sales $1,545,964 5.89% $2,244,809 6.80% $3,503,035 7.59% Sales Direct Cost of Sales Production Payroll Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Operating Expenses Sales and Marketing Expenses Sales and Marketing Payroll Advertising/Promotion Travel Other Sales and Marketing Expenses Total Sales and Marketing Expenses Sales and Marketing % General and Administrative Expenses General and Administrative Payroll Marketing/Promotion Depreciation Leased Equipment Utilities Insurance Rent Payroll Taxes Other General and Administrative Expenses Total General and Administrative Expenses General and Administrative % Other Expenses: Other Payroll Consultants Other Expenses Total Other Expenses Other % Page 21 Silvera and Sons, Ldta Chart: Profit Monthly Chart: Profit Yearly Page 22 Silvera and Sons, Ldta 7.5 Projected Cash Flow Silvera & Sons expects to manage cash flow over the next three years with the assistance of a loan supported by the Central Bank of Brazil This financing assistance is required to provide the working capital to meet the current needs for the construction of the new production facility and additional personnel, distribution costs, and other related expenses Table: Cash Flow Pro Forma Cash Flow 1999 2000 2001 $26,260,416 $26,260,416 $33,021,600 $33,021,600 $46,126,400 $46,126,400 $0 $0 $0 $2,700,000 $0 $0 $0 $28,960,416 $0 $0 $0 $0 $0 $0 $650,000 $33,671,600 $0 $0 $0 $0 $0 $0 $650,000 $46,776,400 1999 2000 2001 $645,288 $23,678,478 $24,323,766 $575,262 $30,335,893 $30,911,155 $641,810 $42,448,245 $43,090,055 $0 $57,996 $0 $305,250 $60,000 $2,700,000 $0 $27,447,012 $0 $0 $0 $294,636 $75,000 $0 $0 $31,280,791 $0 $0 $0 $0 $85,000 $0 $0 $43,175,055 $1,513,404 $2,507,664 $2,390,809 $4,898,473 $3,601,345 $8,499,818 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance Page 23 Silvera and Sons, Ldta Chart: Cash Page 24 Silvera and Sons, Ldta 7.6 Projected Balance Sheet As shown in the balance sheet in the following table, our net will grow quickly by the end of 1999 and to continue steadily through the end of the plan period The monthly projections are in the appendix Table: Balance Sheet Pro Forma Balance Sheet 1999 2000 2001 $2,507,664 $1,958,880 $303,936 $4,770,480 $4,898,473 $3,079,078 $378,936 $8,356,487 $8,499,818 $4,777,515 $463,936 $13,741,269 $3,221,650 $316,000 $2,905,650 $7,676,130 $3,221,650 $532,000 $2,689,650 $11,046,137 $3,221,650 $748,000 $2,473,650 $16,214,919 1999 2000 2001 Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities $1,786,801 $4 $0 $1,786,805 $2,556,635 $4 $0 $2,556,639 $3,572,383 $4 $0 $3,572,387 Long-term Liabilities Total Liabilities $2,796,750 $4,583,555 $2,502,114 $5,058,753 $2,502,114 $6,074,501 Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital $525,000 $1,021,611 $1,545,964 $3,092,575 $7,676,130 $1,175,000 $2,567,575 $2,244,809 $5,987,383 $11,046,137 $1,825,000 $4,812,383 $3,503,035 $10,140,418 $16,214,919 Net Worth $3,092,575 $5,987,383 $10,140,418 Assets Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities 7.7 Business Ratios Standard business ratios are included in the following table The ratios show an aggressive plan for growth in order to reach maximum production within three years Return on investment increases each year as we bring the new facility to maximum capacity and production Return on sales and assets remain strong and cost of goods decreases based upon efficiency projections Projections are based on the 1997/98 selling price Industry Profile is based on NAICS code 311920, Coffee and Tea Manufacturing Page 25 Silvera and Sons, Ldta Table: Ratios Ratio Analysis 1999 2000 2001 43.14% 25.75% 39.69% Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets 25.52% 3.96% 62.15% 37.85% 100.00% 27.87% 3.43% 75.65% 24.35% 100.00% 29.46% 2.86% 84.74% 15.26% 100.00% Current Liabilities Long-term Liabilities Total Liabilities Net Worth 23.28% 36.43% 59.71% 40.29% 23.15% 22.65% 45.80% 54.20% 22.03% 15.43% 37.46% 62.54% 100.00% 16.82% 10.94% 0.55% 12.13% 100.00% 17.10% 10.31% 0.50% 13.55% 100.00% 17.50% 9.91% 0.36% 14.82% 2.67 1.57 59.71% 94.32% 38.00% 3.27 2.06 45.80% 70.74% 38.34% 3.85 2.51 37.46% 65.18% 40.76% Sales Growth Percent of Total Assets Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios 1999 2000 2001 Net Profit Margin Return on Equity 5.89% 49.99% 6.80% 37.49% 7.59% 34.55% 10.91 14.25 27 3.42 10.60 12.17 25 2.99 9.50 12.17 26 2.84 1.48 0.39 0.84 0.51 0.60 0.59 $2,983,675 11.84 $5,799,847 18.76 $10,168,882 30.35 0.29 23% 1.57 8.49 0.00 0.33 23% 2.06 5.52 0.00 0.35 22% 2.51 4.55 0.00 Activity Ratios Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab to Liab Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout Page 26 Silvera and Sons, Ldta Page 27 Appendix Table: Sales Forecast Sales Forecast Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 8,700 8,200 8,800 8,300 8,450 8,050 8,000 8,200 8,050 8,000 9,050 8,400 8,700 8,200 8,800 8,300 8,450 8,050 8,000 8,200 8,050 8,000 9,050 8,400 Unit Sales Import and Export Other 0% 0% Total Unit Sales Unit Prices Import and Export Other Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $262.08 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,280,096 $2,149,056 $2,306,304 $2,175,264 $2,214,576 $2,109,744 $2,096,640 $2,149,056 $2,109,744 $2,096,640 $2,371,824 $2,201,472 Sales Import and Export Other Total Sales Direct Unit Costs Import and Export Other 0.00% 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,280,096 $2,149,056 $2,306,304 $2,175,264 $2,214,576 $2,109,744 $2,096,640 $2,149,056 $2,109,744 $2,096,640 $2,371,824 $2,201,472 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $212.00 $0.00 $1,844,400 $1,738,400 $1,865,600 $1,759,600 $1,791,400 $1,706,600 $1,696,000 $1,738,400 $1,706,600 $1,696,000 $1,918,600 $1,780,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,844,400 $1,738,400 $1,865,600 $1,759,600 $1,791,400 $1,706,600 $1,696,000 $1,738,400 $1,706,600 $1,696,000 $1,918,600 $1,780,800 Direct Cost of Sales Import and Export Other Subtotal Direct Cost of Sales Page 28 Appendix Table: Personnel Personnel Plan Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,2 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,3 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,5 $25,033 $25,033 $25,033 $25,033 $25,033 $25,033 $25,033 $25,033 $25,033 $25,033 $25,033 $25,0 Production Personnel Antonio Silvera, VP Production Plant Employees Other Subtotal Sales and Marketing Personnel Marco Silvera Jr, VP Sales/Mktg $3,750 $3,750 $3,750 $3,750 $3,750 $3,750 $3,750 $3,750 $3,750 $3,750 $3,750 $3,7 Other $15,041 $15,041 $15,041 $15,041 $15,041 $15,041 $15,041 $15,041 $15,041 $15,041 $15,041 $15,0 Subtotal $18,791 $18,791 $18,791 $18,791 $18,791 $18,791 $18,791 $18,791 $18,791 $18,791 $18,791 $18,7 Marco Slivera Sr, CEO $4,200 $4,200 $4,200 $4,200 $4,200 $4,200 $4,200 $4,200 $4,200 $4,200 $4,200 $4,2 Ralph Henzo, CFO $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,5 Admin/Acctg Staff $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $7 Other $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,5 Subtotal $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $9,9 Name or Title or Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Name or Title or Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Name or Title or Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total People 15 15 15 15 15 15 15 15 15 15 15 $53,774 $53,774 $53,774 $53,774 $53,774 $53,774 $53,774 $53,774 $53,774 $53,774 $53,774 General and Administrative Personnel Other Personnel Total Payroll Page 29 $53,7 Appendix Table: Profit and Loss Pro Forma Profit and Loss Sales Direct Cost of Sales Production Payroll Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Jan $2,280,096 $1,844,400 $25,033 $25,000 $1,894,433 Feb $2,149,056 $1,738,400 $25,033 $25,000 $1,788,433 Mar $2,306,304 $1,865,600 $25,033 $25,000 $1,915,633 Apr $2,175,264 $1,759,600 $25,033 $25,000 $1,809,633 May $2,214,576 $1,791,400 $25,033 $25,000 $1,841,433 Jun $2,109,744 $1,706,600 $25,033 $25,000 $1,756,633 Jul $2,096,640 $1,696,000 $25,033 $25,000 $1,746,033 Aug $2,149,056 $1,738,400 $25,033 $25,000 $1,788,433 Sep $2,109,744 $1,706,600 $25,033 $25,000 $1,756,633 Oct $2,096,640 $1,696,000 $25,033 $25,000 $1,746,033 Nov $2,371,824 $1,918,600 $25,033 $25,000 $1,968,633 $385,663 16.91% $360,623 16.78% $390,671 16.94% $365,631 16.81% $373,143 16.85% $353,111 16.74% $350,607 16.72% $360,623 16.78% $353,111 16.74% $350,607 16.72% $403,191 17.00% $18,791 $12,000 $1,750 $2,000 $34,541 1.51% $18,791 $12,000 $1,750 $2,000 $34,541 1.61% $18,791 $12,000 $1,750 $2,000 $34,541 1.50% $18,791 $12,000 $1,750 $2,000 $34,541 1.59% $18,791 $12,000 $1,750 $2,000 $34,541 1.56% $18,791 $12,000 $1,750 $2,000 $34,541 1.64% $18,791 $12,000 $1,750 $2,000 $34,541 1.65% $18,791 $12,000 $1,750 $2,000 $34,541 1.61% $18,791 $12,000 $1,750 $2,000 $34,541 1.64% $18,791 $12,000 $1,750 $2,000 $34,541 1.65% $18,791 $12,000 $1,750 $2,000 $34,541 1.46% $9,950 $0 $18,000 $4,200 $3,000 $6,000 $0 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $9,950 $0 $18,000 $4,200 $3,000 $6,000 $27,750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $41,150 $68,900 $68,900 $68,900 $68,900 $68,900 $68,900 $68,900 $68,900 $68,900 $68,900 1.80% 3.21% 2.99% 3.17% 3.11% 3.27% 3.29% 3.21% 3.27% 3.29% 2.90% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.07% $0 $1,500 $0 $1,500 0.06% $77,191 $104,941 $104,941 $104,941 $104,941 $104,941 $104,941 $104,941 $104,941 $104,941 $104,941 Operating Expenses Sales and Marketing Expenses Sales and Marketing Payroll Advertising/Promotion Travel Other Sales and Marketing Expenses Total Sales and Marketing Expenses Sales and Marketing % General and Administrative Expenses General and Administrative Payroll Marketing/Promotion Depreciation Leased Equipment Utilities Insurance Rent Payroll Taxes Other General and Administrative Expenses Total General and Administrative Expenses General and Administrative % Other Expenses: Other Payroll Consultants Other Expenses Total Other Expenses Other % Total Operating Expenses 9% Page 30 $ $ $ Appendix Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred $308,472 $326,472 $23,885 $133,756 $255,682 $273,682 $23,621 $109,069 $285,730 $303,730 $23,356 $123,316 $260,690 $278,690 $23,092 $111,671 $268,202 $286,202 $22,827 $115,326 $248,170 $266,170 $22,563 $106,035 $245,666 $263,666 $22,298 $104,983 $255,682 $273,682 $22,034 $109,815 $248,170 $266,170 $21,769 $106,408 $245,666 $263,666 $21,505 $105,356 $298,250 $316,250 $21,240 $130,195 Net Profit Net Profit/Sales $150,831 6.62% $122,992 5.72% $139,058 6.03% $125,927 5.79% $130,049 5.87% $119,572 5.67% $118,385 5.65% $123,834 5.76% $119,992 5.69% $118,805 5.67% $146,815 6.19% Page 31 Appendix Table: Cash Flow Pro Forma Cash Flow Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $2,280,096 $2,280,096 $2,149,056 $2,149,056 $2,306,304 $2,306,304 $2,175,264 $2,175,264 $2,214,576 $2,214,576 $2,109,744 $2,109,744 $2,096,640 $2,096,640 $2,149,056 $2,149,056 $2,109,744 $2,109,744 $2,096,640 $2,096,640 $2,371,824 $2,371,824 $2,201,472 $2,201,472 $0 $0 $0 $2,700,000 $0 $0 $0 $4,980,096 $0 $0 $0 $0 $0 $0 $0 $2,149,056 $0 $0 $0 $0 $0 $0 $0 $2,306,304 $0 $0 $0 $0 $0 $0 $0 $2,175,264 $0 $0 $0 $0 $0 $0 $0 $2,214,576 $0 $0 $0 $0 $0 $0 $0 $2,109,744 $0 $0 $0 $0 $0 $0 $0 $2,096,640 $0 $0 $0 $0 $0 $0 $0 $2,149,056 $0 $0 $0 $0 $0 $0 $0 $2,109,744 $0 $0 $0 $0 $0 $0 $0 $2,096,640 $0 $0 $0 $0 $0 $0 $0 $2,371,824 $0 $0 $0 $0 $0 $0 $0 $2,201,472 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations $53,774 $132,806 $186,580 $53,774 $3,668,016 $3,721,790 $53,774 $1,850,946 $1,904,720 $53,774 $2,222,911 $2,276,685 $53,774 $1,867,189 $1,920,963 $53,774 $2,040,313 $2,094,087 $53,774 $1,827,442 $1,881,216 $53,774 $1,898,330 $1,952,104 $53,774 $1,996,185 $2,049,959 $53,774 $1,883,378 $1,937,152 $53,774 $1,911,190 $1,964,964 $53,774 $2,379,772 $2,433,546 Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent $0 $4,833 $0 $0 $5,000 $225,000 $0 $421,413 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $3,984,373 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,167,303 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,539,268 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,183,546 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,356,670 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,143,799 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,214,687 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,312,542 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,199,735 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,227,547 $0 $4,833 $0 $27,750 $5,000 $225,000 $0 $2,696,129 $4,558,683 $5,552,943 ($1,835,317) $3,717,626 $139,001 $3,856,626 ($364,004) $3,492,622 $31,030 $3,523,653 ($246,926) $3,276,727 ($47,159) $3,229,568 ($65,631) $3,163,937 ($202,798) $2,961,139 ($103,095) $2,858,044 $144,277 $3,002,321 ($494,657 $2,507,664 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Net Cash Flow Cash Balance 0.00% Page 32 Appendix Table: Balance Sheet Pro Forma Balance Sheet Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov $994,260 $355,200 $243,936 $1,593,396 $5,552,943 $2,028,840 $248,936 $7,830,719 $3,717,626 $1,912,240 $253,936 $5,883,802 $3,856,626 $2,052,160 $258,936 $6,167,722 $3,492,622 $1,935,560 $263,936 $5,692,118 $3,523,653 $1,970,540 $268,936 $5,763,129 $3,276,727 $1,877,260 $273,936 $5,427,923 $3,229,568 $1,865,600 $278,936 $5,374,104 $3,163,937 $1,912,240 $283,936 $5,360,113 $2,961,139 $1,877,260 $288,936 $5,127,335 $2,858,044 $1,865,600 $293,936 $5,017,580 $3,002,321 $2,110,460 $298,936 $5,411,717 $2,507,6 $1,958,8 $303,9 $4,770,4 $521,650 $100,000 $421,650 $2,015,046 $746,650 $118,000 $628,650 $8,459,369 $971,650 $136,000 $835,650 $6,719,452 $1,196,650 $154,000 $1,042,650 $7,210,372 $1,421,650 $172,000 $1,249,650 $6,941,768 $1,646,650 $190,000 $1,456,650 $7,219,779 $1,871,650 $208,000 $1,663,650 $7,091,573 $2,096,650 $226,000 $1,870,650 $7,244,754 $2,321,650 $244,000 $2,077,650 $7,437,763 $2,546,650 $262,000 $2,284,650 $7,411,985 $2,771,650 $280,000 $2,491,650 $7,509,230 $2,996,650 $298,000 $2,698,650 $8,110,367 $3,221,6 $316,0 $2,905,6 $7,676,1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov $8,435 $58,000 $0 $66,435 $3,606,760 $53,167 $0 $3,659,927 $1,776,433 $48,334 $0 $1,824,767 $2,160,879 $43,501 $0 $2,204,380 $1,798,931 $38,668 $0 $1,837,599 $1,979,476 $33,835 $0 $2,013,311 $1,764,281 $29,002 $0 $1,793,283 $1,831,660 $24,169 $0 $1,855,829 $1,933,419 $19,336 $0 $1,952,755 $1,820,231 $14,503 $0 $1,834,734 $1,831,254 $9,670 $0 $1,840,924 $2,318,158 $4,837 $0 $2,322,995 $1,786,8 $402,000 $468,435 $3,102,000 $6,761,927 $3,074,250 $4,899,017 $3,046,500 $5,250,880 $3,018,750 $4,856,349 $2,991,000 $5,004,311 $2,963,250 $4,756,533 $2,935,500 $4,791,329 $2,907,750 $4,860,505 $2,880,000 $4,714,734 $2,852,250 $4,693,174 $2,824,500 $5,147,495 $2,796,7 $4,583,5 Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital $525,000 $85,985 $935,626 $1,546,611 $2,015,046 $525,000 $1,021,611 $150,831 $1,697,442 $8,459,369 $525,000 $1,021,611 $273,823 $1,820,434 $6,719,452 $525,000 $1,021,611 $412,881 $1,959,492 $7,210,372 $525,000 $1,021,611 $538,809 $2,085,420 $6,941,768 $525,000 $1,021,611 $668,857 $2,215,468 $7,219,779 $525,000 $1,021,611 $788,429 $2,335,040 $7,091,573 $525,000 $1,021,611 $906,814 $2,453,425 $7,244,754 $525,000 $1,021,611 $1,030,648 $2,577,259 $7,437,763 $525,000 $1,021,611 $1,150,640 $2,697,251 $7,411,985 $525,000 $1,021,611 $1,269,445 $2,816,056 $7,509,230 $525,000 $1,021,611 $1,416,261 $2,962,872 $8,110,367 $525,0 $1,021,6 $1,545,9 $3,092,5 $7,676,1 Net Worth $1,546,611 $1,697,442 $1,820,434 $1,959,492 $2,085,420 $2,215,468 $2,335,040 $2,453,425 $2,577,259 $2,697,251 $2,816,056 $2,962,872 $3,092,5 Assets Starting Balances Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Page 33 $1,786,8 Appendix Table: General Assumptions General Assumptions Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other Jan Feb Mar Apr May Jun Jul Aug Sep Oct 10 Nov 11 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 14.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 47.00% 47.00% 47.00% 47.00% 47.00% 47.00% 47.00% 47.00% 47.00% 47.00% 47.00% 0 0 0 0 0 Page 34 Appendix Page 35 ... are approximately 150 exporters of green Arabica beans in Brazil According to the Brazilian Coffee Exporters Association, ABECAFE, fifty percent (50%) of all green coffee exports come from their... four to five million/60kg bags of Brazilian coffee per year Brazilian green coffee wholesalers: This market serves as a safety valve for our export business By maintaining relationships with Brazilian... sample plans reader were developed bydisclose existingit companies and business plan is confidential; therefore, agrees not to without the express written permission of _ new business