TM

Casper
A BUSINESS PLAN
Table of Contents
Acknowledgement..............................................................................................3
Executive Summary............................................................................................3
1.1 Objectives..................................................................................................3
1.2 Mission.......................................................................................................3
1.3 Keys to Success.........................................................................................3
Company Summary............................................................................................3
2.1 Start-up Summary.....................................................................................3
Situation (Environmental) Analysis Summary.....................................................3
Services..............................................................................................................3
Market Analysis Summary..................................................................................3
4.1 Market Segmentation................................................................................3
4.2 Target Market Segment Strategy..............................................................3
4.3 Service Business Analysis..........................................................................3
4.3.1 Competition and Buying Patterns...........................................................3
Strategy and Implementation Summary.............................................................3
5.1 Competitive Edge......................................................................................3
5.2 Marketing Strategy....................................................................................3
5.3 Sales Strategy...........................................................................................3
5.4 Milestones.................................................................................................3
5.5 Web Plan Summary...................................................................................3
Management Summary......................................................................................3
Financial Plan......................................................................................................3
7.1 Important Assumptions.............................................................................3
7.2 Projected Cash Flow..................................................................................3
7.3 Break-even Analysis..................................................................................3
7.4 Projected Profit and Loss...........................................................................3
7.5 Projected Balance Sheet............................................................................3
Appendix.............................................................................................................3

CasperTM Page 2
Acknowledgement
We are so grateful to our course instructor Mr. Laique Ahmed for assigning
this project. We will be glad to prepare this business plan under the
guidance of our respectable teacher.

The cost data given in this report should not be taken as exact, as cost of
land, building, machinery and other equipment, raw material etc are
changing from time to time. Therefore the cost data will depend on
location of the project and other influencing an environmental factor.
However, every effort has been made by us to give correct cost data.

CasperTM Page 3
Executive Summary
‘CasperTM’ is an exciting, new business with a unique approach to helping
people enjoy home cooked meals at their offices. The company will serve
the corporate market of Lahore. The service offerings are quite a change
relative to the existing food market which is quite stagnant. This idea is
based at affordable cost and high quality food delivery at your doorsteps
during lunch hours and off days/late sitting hours. CasperTM offers creative,
colorful, and unusual food options as well as the traditional standbys on
the basis of monthly, bi-yearly or yearly agreement.

CasperTM will inject new life into the food market, leveraging the best
chefs’ culinary skills and services to develop creative new cuisine options
for the corporate world.

Although CasperTM is new in market and fewer resources but due to new
cost reduction oriented ideas and services which are more demanded by
people we have chances to grow in future and we can continue this
business and have ability to fulfill our valued customers’ demands with
our new idea to exist in market in future.

CasperTM offers several advantages to its target market:

• Relatively inexpensive meal preparation: Rs. 100-125 per person

meal (Aprox.)
• Fun, social, homemade taste atmosphere.
• Convenient: eat our home taste prepared meals at your work
place, when you do not want to have junk food.
• Saves time: no shopping, no prep, no clean up.
• Special menus and transportation assistance make meals easy.
• And, best of all, not having to decide "What's For Lunch?"
The purpose of this plan is to lay the foundations of the company's vision,
philosophy, and strategy, to ensure that we know where we are going and
how to get there.

1.1 Objectives
The objectives for the first three years of operation include:

• To create a service-based company whose primary goal is to exceed

customer's expectations.
• To increase the number of client's served by 25% per year through
superior service.
• To develop a sustainable start-up business.

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 • To develop enough cash flow to pay all salaries as well as grow the
business.

1.2 Mission
CasperTM is a specialized business that provides a variety of people with the
opportunity to have health conscious, yet savory meals even at work place. The
purpose of this process is to both optimize the time investment needed to
prepare the quality of meals that CasperTM will become known for, within the
clients' current schedules, and also for them to practice the proper health
conscious behavior that has become the target lifestyle of a health deficient
society.

CasperTM will provide a unique and distinctive service that will unite a home-like
atmosphere with professional food preparation that will attract a growing repeat
customer base. CasperTM will allow companies and busy professionals the ability
to have homemade taste food, away from home, thus giving people more of
what they are looking for - time.

Our goal is to be a self-sustaining corporate enterprise within 3 years from the

company's inception to begin expanding our menu offerings within 3 months and
its location offerings within 4 years.

In short, we will be in the business of helping our customers to relieve their daily
stresses of what to fix for their lunch by providing them with a great menu choice
of meals that they will get.

1.3 Keys to Success

The keys to success in this business are:

• Creating a high level of customer satisfaction in our service and

products, which will lead to customer retention each month.
• Marketing: getting our name out to the public, primarily through
an intensive marketing campaign driven by our customers (word of
mouth) with a supplemental vehicle of standardized and
conventional marketing tactics.
• Great product quality and variety that will be used to aid in
customer retention and growth.
• Finances: as our customer base increases we will be better able to
lower our supply costs by buying more in bulk through food service
distributors.
• Variety of menus offered based on seasons, trends and customer
preferences.
• Exceeding our customers' expectations by offering them a higher
quality of food for a competitive price.

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 • Casper’s website will be an efficient and convenient place for
customers to register and get the valuable knowledge about health
and food.

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Company Summary
CasperTM is a unique business where companies will get home-made taste
like meal on periodic (monthly/bi-yearly or yearly) bases, depending on
the agreement, at their doorsteps. CasperTM will serve companies of 20-
300 personnel with high-end foods that are currently only available in a
couple of areas of Lahore. CasperTM will offer a large menu repertoire,
from traditional favorites to creative inventions. All of the food and drink
items served will be done under strict supervision of the international
standards of Health and Food safety.

All of the planning, shopping, food preparation and containers are

provided with no worries to the customer. The meals will be prepared in a
home like atmosphere where customers will have delivered their meals
and have a good time with friends, colleagues at work place.

Our goal is to provide our customers with home cooked meals that they
will enjoy during work, while saving them time and effort and relieve
stress from that age-old question of “What's For Lunch?”

The scheduling aspect of our company will be combination of a standard

walk-up scheduling procedure, a phone messaging service and an
intensive highly-interactive e-commerce website that will allow the
customer to not only schedule meal plan, parties but also to pay online,
using standard secure technology.

2.1 Start-up Summary

CasperTM will incur the following start-up costs:

• Rent expenses for building and van include a deposit and rent for
one month.

• Utilities expenses for one month.

• Sales & Marketing expenses including stationery, brochures,

outdoor signage.

• Website development.

• Office, kitchen and janitorial supply expenses.

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The required start-up assets of PKR 70,000 include:

• Kitchen Equipment (long-term assets):

 Two commercial stoves with ovens.
 Dishwasher.
 Two sets of cookware.
 Two sets of dishware

• Preparation Tables (long-term assets)

• Cooking utensils

• Various Kitchen Utensils

• Assorted serving trays and utensils, knives and cutting boards (two
each).

• Computer and small business software and Printer

• Initially we will rent Building and delivery van.

Please note that the following items which are considered assets to be
used for more than a year will be labeled long-term assets and will be
depreciated using G.A.A.P. approved straight-line depreciation method.

The following chart and table summarize the start-up assumptions.

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Start-up Requirements:
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CasperTM Page 10
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T
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Start-up Funding PKR (00)

Start-up Expenses to Fund 800

Start-up Assets to Fund 69,200
Total Funding Required 70,000

Assets PKR (00)

Non-cash Assets from Start-up 32,500
Cash Requirements from Start-
36,700
up
Additional Cash Raised 0
Cash Balance on Starting Date 36,700
Total Assets 69,200

Liabilities and
Capital

Liabilities PKR (00)

Current Borrowing 0
Long-term Liabilities 0

CasperTM Page 12
Accounts Payable (Outstanding
0
Bills)
Other Current Liabilities (interest-
0
free)
Total Liabilities 0

Capital PKR (00)

Planned Investment
Susan 35,000
Family and friends 35,000
Other 0
Additional Investment Requirement 0
Total Planned Investment 70,000

Loss at Start-up (Start-up Expenses) (800)

Total Capital 69,200

PKR
Total Capital and Liabilities
69,200

PKR
Total Funding
70,000

2.2 Company Ownership

CasperTM is a partnership owned by Gull-e-Raana, Ahsen Ali, Saira Ashruf,

Samra Shahadi and H.M. Usman Akram.

CasperTM Page 13
Situation (Environmental) Analysis Summary
In this analysis CasperTM is analyzed with external environment which
includes Political/legal, Economical, Social and Technological aspects.

 Keeping in mind political factors, careful steps against

government regulations are taken.

 Budget is maintained according to economical issues like

inflation.

 Food at CasperTM is adjusted according to the social

requirements.

 Advance technology will be adapted with the passage of time.

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Services
CasperTM will provide its customers with home cooked meals at their
workplace. The service will be for the business concerns specifically for
Lunch, Off days/Late sittings food facility provided to its employees’.
Furthermore, services can also be provided for special official occasions
and/or parties.

These meals will be chosen from a set menu designed weekly and/or by
us and the meals will be prepared in our location. All of the planning,
shopping, food preparation, recipe directions and containers will be
provided to help make it as easy as possible for our customers to enjoy
their food at their workplace.

The Key benefits our customers will receive from using CasperTM
are:
• Less money on eating out – it keeps you from being tempted to
eat out
• Home style meals & better eating
• Able to sit down at the table together as a family – including
conversation and socialization
• Clean up is easy, because prep is done outside the workplace,
and all meals come in disposable containers
• We create the menus – order the ingredients – slice, dice, chop
and prepare

Our menus and portion sizes are tailored for the group and individual
customers. CasperTM will serve a wide variety of dishes.
This is offered for two reasons.

1. The larger repertoire of menu items is a benefit to the customers.

2. A custom selection is required because the companies have

different budgets.

Some of the menu offerings selection will be traditional Pakistani meals

such as ‘Handi (Chiken, Mutton or Beef), Karri, Saag, seasonal vegetables,
chapatti, and rice. More continental and chine’s dishes will also be offered
to appeal to the higher end, more discriminating customers. Selection of
menu will be of customer’s choice and we’ll provide the food on agreed
rate as per agreement period.

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Market Analysis Summary
The Lahore cuisine market for corporate sector is an interesting one.
There are several caters that offer services that are quite similar to each
other in terms of price and menu options. For the reason, people want
homemade food at their work place, especially at lunch, instead of junk
and full of spices food from the market there has been a demand by
consumers at corporate sector. CasperTM will occupy a niche in the
corporate market that offers new, creative menu items, broadening
people's conception of food at corporate sector.

Though there are no exact replicas of our company there are some types
of companies that we would have to consider to be indirect competitors.
These include such companies and service professionals as caterers and
those charges very high for the specific services. CasperTM, at this time,
has few direct competitors, with exception to area restaurants and your
basic home cooked meal at the workplace during lunch hours. At the
inception of CasperTM there will be no type of company like ours in the
area, thus giving us the overwhelming competitive advantage of first
entry.
The CasperTM market is primarily in the commercial area of Lahore:
Gulberg, Joher Town, Model Town and DHA. We will be focusing on
providing food in those companies that have more than ten persons and
would prefer yearly or bi-yearly contract.
4.1 Market Segmentation
CasperTM has distinct target meal hours as follows:

1. Lunch Most of the working people are getting bored of having junk
Time: or market made (full of spices) food at their lunch time.
They direly need homemade taste meal at lunch times.
Some of the working people bring their food from home,
while coming to offices in the morning, but it get cold at the
time when they need to eat it. For this reason, our main
focus is the delivery of fresh, hot and homemade taste
lunch at the work place.
2. Late This group of workers have to stay late at work place for
sitting/Off their designated duties/projects or assignments. People do
days not have enough time to go outside and have their meal.
working For their convenience, food can be also provided.
hours:

3. Special Companies’ get-togethers, parties, dinners would also be

Occasions: served with prestigious services. Companies will prefer
CasperTM food services instead of getting another

CasperTM Page 16
 caterer.

Potential Growt
Customers h
Lunch hours
12%
customers
Late sitting/off
days working 5%
customers
Other 8%
Total 25%

4.2 Target Market Segment Strategy

These target market segments were chosen based on their greater need
for our services. Working people are very busy, and they can end up
spending a great deal on fast food and junk food because they don't have
time and sources to get the healthy meals from home or dine in outside
and may not have the skills or desire to plan and cook entire meals at
home just for themselves; they can spend a lot on going out to eat.
Options like "Meals on Wheels" are generally last-resorts, and many would
prefer alternate food preparation arrangements, if any were available at a
reasonable price - fixed incomes can be hard on the palate.

Our marketing strategies for all groups will emphasize our relatively
inexpensive, fun, and easy approach to having healthy meals even at
work place. We will vary our serving sizes, menu options, and level of
preparation for each group; Different sized companies have different
needs, and it will be our goal to look to accommodate most family sizes
through our variations in serving size.

The main objection most potential customers will raise is cost – PKR 100-
125 seems like a lot of money, up front, for a new, untested service. This
is why we are starting our marketing and sales campaigns with
established groups of companies, at a price reduction. These consumers
already have experience socializing with each other, and our service will
be an exciting change of pace in their calendars. We anticipate that these
initial positive experiences will generate significant word of mouth and

CasperTM Page 17
produce referrals so we can say to potential customers, "don't just take
our word for it - go ask people who've tried us!"

4.3 Service Business Analysis

Our service is unique among meal delivery options at corporate sector.
There are no direct competitors for CasperTM. The closest competitors are
professional caterers who, sometimes, deliver old food saved from last
evening ceremony. They do not take care of hygiene and health issues of
someone.

Our indirect competitors are area restaurants. These include family-

oriented, inexpensive diners and casual restaurants, as well as fast food
and takeout. We will generally not be competing with upscale restaurants,
since those are "special occasion" locations, and do not fulfill working
personnel’s' daily meal needs. Secondly, our target market segments
cannot afford and like readymade, junk and fast food.

Our competitor restaurants compete on price, perceived convenience, and

atmosphere. They succeed when they convince customers that going out
to eat is an affordable "treat" that is easier and more pleasant than having
meal at office. In truth, the restaurants with the lowest prices also offer
poor quality food and atmosphere. For all customers, the time it takes to
get ready, travel to a restaurant, order meal, eat, pay, and get office
make going out to a eat a full-evening's commitment - hardly the
convenience it claims.

With the introduction of CasperTM to the Lahore’s commercial market, we

will revolutionize the way that the community looks at eating at office
convenience. Our prices really are much lower than restaurant meals, with
much higher quality meals. In addition, our "convenience" comes in two
ways - preparing meals at a set time, outside the daily routine, so they are
ready in advance, and eating and minimal clean-up right in the customer's
own place, which saves time and energy for the long working day.
4.3.1 Competition and Buying Patterns
Even though CasperTM has no direct competitors, we will set up our
business as if we are entering an already aggressive and hostile market.
This is aimed at helping us to become successful through a constant drive
for increased service model efficiencies and marketing effectiveness. We
will strive to excel in customer service excellence, continuing our menu
varieties and achieving the highest standards for our food products. As
owners, we feel that word of mouth and customer retention are significant
factors in our success. Our convenient locations, sanitary facilities,
competitive pricing structure and honorable reputation will all play a part

CasperTM Page 18
in satisfying our customers and increasing our clientele at an accelerating
rate. CasperTM will focus on these factors and always strive to improve our
business model and service offerings. We will strive to be the very best in
our industry and will not rest until we not only have the largest market
share in our industry, but also have the most satisfied customers.
The buying patterns of our customer base will be affected by our initial
meal prep party prices. We have concluded through our exhaustive focus
market groups that we could set our prices high, since there is no direct
competitor, but we feel that to attract and retain customers and be able to
steadily grow our customer base, so we should price ourselves at a lower
level first. By setting ourselves at the lower end of our pricing range, we
will not only gain the attention of the vast majority of our target markets,
but we will also be able to start our revenue streams off with an upward
growth pattern. The price that we will choose will be reasonable for our
customers and be adequate for the business to maintain a gross margin
around 25%.

CasperTM Page 19
Strategy and Implementation Summary
CasperTM? will gradually gain market share in the four focal commercial
markets (Gulberg, Joher Town, Model Town and DHA) by leveraging its
competitive edges. These edges are superior attention to detail in the
local food service market, a revolutionary food-servicing outlook and
excellent nutritional meals at competitive price. These advantages have
been unavailable in this market for some time. We will market our
services with a targeted advertising campaign and networking.

5.1 Competitive Edge

CasperTM will begin with a critical competitive edge: we have no direct

competitors in the commercial area. By being the first-mover and (for at
least a while) the only service of our kind, we will have the initial market
buzz that is normally reserved for the first company of its kind into a given
market. Our positioning is very hard to match, but only if we maintain
focus on our strategy, marketing, business development, and fulfillment of
quality and customer service will we be able to continually grow and
outpace the "copy-cat" businesses that are sure to follow our market lead.
We are aware that the tendency to relax due to lack of competition could
weaken our competitive edge. CasperTM will be operated as if our direct
competitors were conducting the same service business that we are in
and we will be looking for additional enhancements to our operating
procedures from day one.

In addition to our unique positioning, we offer the following

advantages to our customers:

• High quality meals

• Relatively low prices
• Time saving meal delivery
• Reducing mess in customers' premises
• Saving them from that perennial problem of deciding, "What's for
Lunch?"
5.2 Marketing Strategy
As a food service business, our main goal is to provide high quality food
with excellent customer service. Our challenge as a new company is to
quickly establish a reputation for such quality among our potential
markets. With this in mind, the initial focus of our marketing strategy will
be to get our name and reputation out to the public to create "buzz."

CasperTM Page 20
Creating brand recognition for our new concept will be the first
measurable milestone in our marketing strategy.

This will be one of the most important factors when measuring success
within the first couple of months after inception. The basis for our
ideology is simple; the more people that hear our name and become
familiar with our services, the more people will use it. The marketing
campaign will involve a targeted advertising campaign, different specials
to entice the customers to try our business and a very intense networking
campaign. All of these tactics will be used to help gain a loyal clientele
aimed at fostering our happy customer base.

At start-up, we will begin a focused advertising campaign toward target

segments in our geographical area. We will update our advertising
campaign regularly to fill in gaps based on follow-up research: do people
recognize our name? Do they know what we do? What is their impression
of our services' costs and quality?

Marketing campaigns will work via:

• Local area newspapers that are viewed by our target market.

• Direct mail advertisements/flyers to our target market purchased
through a direct mailing company with lists specifically of our target
market.
• Various flyers and pamphlets that will be available at many
shopping centers and grocery stores throughout the (commercial)
area.
• Yellow pages advertisement.
• Dynamic website.
• Registered keyword searches that will lead to our website.
• Various Radio advertisements.
• Various event sponsorships.
Coupled with the advertising campaign will be a systematic offering of
discounted specials to attract more customers. This could be very
important to potential customers because the cost of PKR 1,000 for 10
meals is very appealing to companies that have used our service before,
but companies may be skeptical to buy this much food and invest that
much money in something they have never tried. For that reason, our
business will offer periodic specials to companies to help limit their fears
and open their eyes to the wonderful atmosphere at CasperTM.

CasperTM will also have a networking campaign that will start with the
owner's contacts and friends attending our first months' meal deliveries.
This will be the "word of mouth" campaign that will feature:

CasperTM Page 21
Special discounts to return customers when referring new customers.

5.3 Sales Strategy

In the food service business, as in any customer service intensive
business, sales revenue is our lifeblood. The way in which we present
ourselves to our customers and deal with the public will determine the
success of our business. The food service industry is facilitated by repeat
business and referrals. In order to continuously compete against other
food providers, we need to enhance our repeat customer service business
by making this our main sales focus. We cannot expect to have a satisfied
customer by selling them one month's of meals and then never seeing
them again. We must make our sales strategy revolve around making the
customer's experience with us the best it possibly can, and further,
making every effort to get our current customer base to visit us again. It
is much more expensive to get new customers than to keep the
customers you already have. Our customers cannot stop eating, but they
could stop using our services. We will be selling our service to our current
customers each time they come, in order to have repeat business and
new business through their word of mouth.

These are just a few of the ways we will sell to our customers to
gain repeat business and word of mouth advertising:

• High levels of customer service; friendly, comforting and

entertaining
• Good variety of menus from which to choose
• The best quality of foods and ingredients
• A follow up and reminder program for our current customers that
will be done through email and mail.
• Focus a specific portion of our advertising campaign on getting our
repeat customers to come back and visit us
• Allow our best repeat customers to get special quantity specific
discounts.
• Enlist a comprehensive and highly interactive e-commerce initiative
to help to accommodate our customer's payment and scheduling
options.
The CasperTM website will serve as a productive and consistent selling tool.
Our website will be set up to explain what we offer and the many benefits
customers will receive for using our meal delivery services. The website
will help "close the sale;" customers will be able to register for the meal
delivery services options they would like to receive and accepting
payments online. This will be our main source of registrations for
perspective customers. The ease of use allowed by the Internet will be key
to driving our customer pipeline. Our sales and marketing campaigns will
CasperTM Page 22
help focus our customer traffic through our website, so that people can
see how easy it will be to interact with our company. This element of
efficiency will also help enhance our bottom line by allowing for a 24 hour
customer service mechanism without having to keep a customer rep
staffed all the time.

5.4 Milestones
The accompanying table lists important program milestones, with dates
and budgets for each. The milestone schedule indicates our emphasis on
planning for implementation. What the table doesn't show is the
commitment behind it. Our business plan includes complete provisions for
plan -vs. - actual analysis, and we will follow-up often to discover
variances and course corrections.

CasperTM will have several milestones, including:

1. Business plan completion. This will be done as a roadmap for the

organization. This will be an indispensable tool for the ongoing
performance and improvement of the company.
2. Building set up.
3. Our first meal prep party.
4. Profitability.

CasperTM Page 23
Milestones:
Milestone Start End Date Budge Manage Department/Compa
Date t PKR r ny
(00)
Business Plan
1/7/2009 1/9/2009 2500 Gull Administration
Completion
22/8/200 Gull
Site Selection 1/9/2009 0 Administration
9
Architect 20/7/200 Gull
1/9/2009 50,000 Administration
Designs 9
Licensing 9/1/2003 10/1/2009 5000 Gull Administration
Site 9/15/200 12/15/200 Gull
0 Administration
Construction 3 9
Website 10/1/200 15/12/200 Gull
10,000 Web Development
Design 9 9
Business Gull
30/12/200
Funding 1/9/2009 0 Administration
9
Secured
1/11/200 Gull
Site Set-Up 1/15/2010 0 Administration
9
15/1/201 Gull
First Party 30/1/2010 0 Administration
0
Profitability 1/1/2010 1/12/2010 0 Gull Administration
Totals 67,500

5.5 Web Plan Summary

The CasperTM website will be the virtual business card, party scheduler
and payment acceptance source all rolled into one. It will showcase our
services and highlight the benefits of using our company. The website will
be a crucial portal for party scheduling, as well as having availability
cross-referenced with party menus. Customers will also use this website to
register for their food delivery contract and pay for them using PayPal,
which accepts MasterCard, Discover Card, Visa, or e-checks.

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Management Summary
CasperTM is just like a small community and firm respects its community of
co-workers and tries to treat all workers well. Therefore, firm is not very
well hierarchal at this level, all workers including proprietor treated
equally. We do not anticipate the need to hire anyone else on a full time
basis during the first year, because all of the services that a normal small
business needs will be outsourced. These services include the e-
commerce infrastructure, accounting, marketing, and legal services.

We do plan to employ following part-time employees from the

beginning to help.
• Cooks: 1
• Servers: 2
• Back kitchen help: 1
Our existing contacts with local social and community groups, and Kim's
ongoing relationships with food distributors, specialty grocers, and high-
end clients will all help to generate high sales from early in the first year.

Throughout the first two years we will conduct an aggressive cost analysis
as to what our capabilities are as owners and with what activities we need
assistance.

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Financial Plan
CasperTM expects strong sales, based on research into our target market,
similar businesses in other parts of the country, lack of direct competition,
and the experience, reputations, and know-how of its owners/managers.
By steadily growth, we will generate a net profit midway through the first
year and increase net worth. Our major fixed expenses are payroll and
rent (for building, delivery van).

7.1 Important Assumptions

The following table details important financial assumptions

2009
Plan Month 1
Current Interest Rate 10.00%
Long-term Interest
10.00%
Rate
Tax Rate 30.00%
Other 0

CasperTM Page 26
7.2 Projected Cash Flow
The following chart and table will indicate projected cash flow.

Pro Forma Cash Flow

2009
Amount
Cash Received PKR
Cash from Operations
Cash Sales 178,439
Subtotal Cash from Operations 178,439

Additional Cash Received 0

New Current Borrowing 0
New Other Liabilities (interest-free) 0
New Long-term Liabilities 0
Sales of Other Current Assets 0
Sales of Long-term Assets 0
New Investment Received 0
Subtotal Cash Received 178,439

2009

Amount
Expenditures
PKR
Expenditures from Operations
Cash Spending 132,120
Bill Payments 75,198
Subtotal Spent on Operations 207,318

Additional Cash Spent

Principal Repayment of Current Borrowing 0
Other Liabilities Principal Repayment 0
Long-term Liabilities Principal Repayment 0

CasperTM Page 27
Purchase Other Current Assets 0
Purchase Long-term Assets 0
Dividends 0
Subtotal Cash Spent 207,318

Net Cash Flow (28,879)

Cash Balance 7,821

CasperTM Page 28
7.3 Break-even Analysis
The following table and chart show our Break-even Analysis.

Break-even Analysis

Monthly Revenue Break- PKR

even 20,362

Assumptions:

Average Percent Variable

30%
Cost
Estimated Monthly Fixed PKR14,25
Cost 4

CasperTM Page 29
7.4 Projected Profit and Loss
The following table will indicate projected profit and loss.
Pro Forma Profit and Loss 2009
PKR
Sales 178,439
Direct Cost of Sales 53,532
Other Production Expenses $0
Total Cost of Sales 53,532

Gross Margin 124,907

Gross Margin % 70.00%
Expenses
Payroll 132,120

Sales and Marketing and Other Expenses 1,800

Depreciation 6,504
Leased Equipment 0
Utilities 600
Insurance/ licenses 1,800
Rent 8,400
Payroll Taxes 19,818
Other 0

Total Operating Expenses 171,042

Profit Before Interest and Taxes (46,135)

EBITDA (39,631)
Interest Expense 0
Taxes Incurred $0

Net Profit (46,135)

Net Profit/Sales -25.85%

CasperTM Page 30
CasperTM Page 31
7.5 Projected Balance Sheet
The following table will indicate the projected balance sheet.

Pro Forma Balance Sheet

Assets 2009
Current Assets
Cash 7,821
Other Current Assets 0
Total Current Assets 7,821
Long-term Assets
Long-term Assets 32,500
Accumulated Depreciation 6,504
Total Long-term Assets 25,996
33,817
Total Assets

2009
Liabilities and Capital

Current Liabilities

Accounts Payable 10,752

Current Borrowing 0
Other Current Liabilities 0
Subtotal Current Liabilities 10,752

Long-term Liabilities 0
Total Liabilities 10,752

Paid-in Capital 70,000

Retained Earnings (800)

Earnings (46,135)
Total Capital 23,065

CasperTM Page 32
Total Liabilities and Capital 33,817

Net Worth 23,065

CasperTM Page 33
Appendix
Personnel Plan

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

0 $3,0 $3,0 $3,0 $3,0 $3,00 $3,00 $3,00 $3,00 $3,00 $3,00 $3,00
Gull $3,000
% 00 00 00 00 0 0 0 0 0 0 0

Consulta 0 $1,0 $1,0 $1,0 $1,00 $1,00 $1,00 $1,00 $1,00 $1,00 $1,00
$0 $1,000
nt % 00 00 00 0 0 0 0 0 0 0

0 $2,8 $2,8 $2,8 $2,80 $2,80 $2,80 $2,80 $2,80 $2,80 $2,80
Cook $0 $2,800
% 00 00 00 0 0 0 0 0 0 0

0 $2,80 $2,80 $2,80 $2,80 $2,80 $2,80 $2,80

Cook $0 $0 $0 $0 $2,800
% 0 0 0 0 0 0 0

0
Server $0 $840 $840 $840 $840 $840 $840 $840 $840 $840 $840 $840
%

0
Server $0 $0 $0 $0 $840 $840 $840 $840 $840 $840 $840 $840
%

Backend
0
kitchen $0 $840 $840 $840 $840 $840 $840 $840 $840 $840 $840 $840
%
helper

Backend
0
kitchen $0 $0 $0 $0 $840 $840 $840 $840 $840 $840 $840 $840
%
helper

Total
1 5 5 5 8 8 8 8 8 8 8 8
People

Total $3,0 $8,4 $8,4 $8,4 $12,9 $12,9 $12,9 $12,9 $12,9 $12,9 $12,9
$12,960
Payroll 00 80 80 80 60 60 60 60 60 60 60

Pro Forma Profit and Loss

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

$25,16 $27,09
Sales $0 $6,068 $7,768 $10,556 $12,275 $14,670 $15,983 $17,849 $19,551 $21,464
1 4

Direct Cost of Sales $0 $1,820 $2,330 $3,167 $3,682 $4,401 $4,795 $5,355 $5,865 $6,439 $7,548 $8,128

CasperTM Page 34
Other Production
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Expenses

Total Cost of Sales $0 $1,820 $2,330 $3,167 $3,682 $4,401 $4,795 $5,355 $5,865 $6,439 $7,548 $8,128

$17,61 $18,96
Gross Margin $0 $4,248 $5,438 $7,389 $8,592 $10,269 $11,188 $12,494 $13,686 $15,025
3 6

Gross Margin % 0.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00%

Expenses

$12,96 $12,96
Payroll $3,000 $8,480 $8,480 $8,480 $12,960 $12,960 $12,960 $12,960 $12,960 $12,960
0 0

Sales and Marketing

$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150
and Other Expenses

Depreciation $542 $542 $542 $542 $542 $542 $542 $542 $542 $542 $542 $542

Leased Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Utilities $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50

Insurance/ licenses $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150

Rent $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700

Payroll Taxes 15% $450 $1,272 $1,272 $1,272 $1,944 $1,944 $1,944 $1,944 $1,944 $1,944 $1,944 $1,944

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating $16,49 $16,49

$5,042 $11,344 $11,344 $11,344 $16,496 $16,496 $16,496 $16,496 $16,496 $16,496
Expenses 6 6

Profit Before Interest

($5,042) ($7,096) ($5,906) ($3,955) ($7,904) ($6,227) ($5,308) ($4,002) ($2,810) ($1,471) $1,117 $2,470
and Taxes

EBITDA ($4,500) ($6,554) ($5,364) ($3,413) ($7,362) ($5,685) ($4,766) ($3,460) ($2,268) ($929) $1,659 $3,012

Interest Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Profit ($5,042) ($7,096) ($5,906) ($3,955) ($7,904) ($6,227) ($5,308) ($4,002) ($2,810) ($1,471) $1,117 $2,470

-
Net Profit/Sales 0.00% -76.04% -37.46% -64.39% -42.45% -33.21% -22.42% -14.37% -6.85% 4.44% 9.12%
116.94%

CasperTM Page 35
Pro Forma Cash Flow

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Cash Received

Cash from Operations

$10,55 $12,27 $14,67 $15,98 $17,84 $19,55 $21,46 $25,16

Cash Sales $0 $6,068 $7,768 $27,094
6 5 0 3 9 1 4 1

Subtotal Cash from $10,55 $12,27 $14,67 $15,98 $17,84 $19,55 $21,46 $25,16
$0 $6,068 $7,768 $27,094
Operations 6 5 0 3 9 1 4 1

Additional Cash
Received

Sales Tax, VAT,

0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST/GST Received

New Current
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing

New Other Liabilities

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(interest-free)

New Long-term
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities

Sales of Other
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current Assets

Sales of Long-term
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets

New Investment
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Received

Subtotal Cash $10,55 $12,27 $14,67 $15,98 $17,84 $19,55 $21,46 $25,16
$0 $6,068 $7,768 $27,094
Received 6 5 0 3 9 1 4 1

Expenditures Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Expenditures from
Operations

$12,96 $12,96 $12,96 $12,96 $12,96 $12,96 $12,96

Cash Spending $3,000 $8,480 $8,480 $8,480 $12,960
0 0 0 0 0 0 0

Bill Payments $50 $1,588 $4,159 $4,680 $5,528 $6,700 $7,408 $7,808 $8,366 $8,878 $9,470 $10,562

Subtotal Spent on $10,06 $12,63 $13,16 $18,48 $19,66 $20,36 $20,76 $21,32 $21,83 $22,43
$3,050 $23,522
Operations 8 9 0 8 0 8 8 6 8 0

Additional Cash Spent

Sales Tax, VAT,

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST/GST Paid Out

Principal Repayment
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
of Current Borrowing

Other Liabilities
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment

Long-term Liabilities
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment

Purchase Other
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current Assets

Purchase Long-term
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets

CasperTM Page 36
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$10,06 $12,63 $13,16 $18,48 $19,66 $20,36 $20,76 $21,32 $21,83 $22,43
Subtotal Cash Spent $3,050 $23,522
8 9 0 8 0 8 8 6 8 0

($3,05 ($4,00 ($4,87 ($2,60 ($6,21 ($4,99 ($4,38 ($2,91 ($1,77 ($375 $2,73
Net Cash Flow $3,573
0) 0) 1) 4) 4) 0) 5) 8) 5) ) 1

$33,6 $29,6 $24,7 $22,1 $15,9 $10,9 $6,58 $3,66 $1,89 $1,51 $4,24
Cash Balance $7,821
50 50 79 74 61 71 5 7 2 7 8

CasperTM Page 37
Pro Forma Balance Sheet

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Starting
Assets
Balances

Current
Assets

$33,65
Cash $36,700 $29,650 $24,779 $22,174 $15,961 $10,971 $6,585 $3,667 $1,892 $1,517 $4,248 $7,821
0

Other Current
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets

Total Current $33,65

$36,700 $29,650 $24,779 $22,174 $15,961 $10,971 $6,585 $3,667 $1,892 $1,517 $4,248 $7,821
Assets 0

Long-term
Assets

Long-term $32,50
$32,500 $32,500 $32,500 $32,500 $32,500 $32,500 $32,500 $32,500 $32,500 $32,500 $32,500 $32,500
Assets 0

Accumulated
$0 $542 $1,084 $1,626 $2,168 $2,710 $3,252 $3,794 $4,336 $4,878 $5,420 $5,962 $6,504
Depreciation

Total Long- $31,95

$32,500 $31,416 $30,874 $30,332 $29,790 $29,248 $28,706 $28,164 $27,622 $27,080 $26,538 $25,996
term Assets 8

$65,60
Total Assets $69,200 $61,066 $55,653 $52,506 $45,751 $40,219 $35,291 $31,831 $29,514 $28,597 $30,786 $33,817
8

Liabilities
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
and Capital

Current
Liabilities

Accounts
$0 $1,450 $4,004 $4,497 $5,306 $6,454 $7,149 $7,529 $8,070 $8,564 $9,119 $10,191 $10,752
Payable

Current
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing

Other Current
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities

Subtotal
Current $0 $1,450 $4,004 $4,497 $5,306 $6,454 $7,149 $7,529 $8,070 $8,564 $9,119 $10,191 $10,752
Liabilities

Long-term
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities

Total
$0 $1,450 $4,004 $4,497 $5,306 $6,454 $7,149 $7,529 $8,070 $8,564 $9,119 $10,191 $10,752
Liabilities

$70,00
Paid-in Capital $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000
0

Retained
($800) ($800) ($800) ($800) ($800) ($800) ($800) ($800) ($800) ($800) ($800) ($800) ($800)
Earnings

($5,042
Earnings $0 ($12,138) ($18,045) ($21,999) ($29,903) ($36,130) ($41,438) ($45,440) ($48,250) ($49,721) ($48,605) ($46,135)
)

$64,15
Total Capital $69,200 $57,062 $51,155 $47,201 $39,297 $33,070 $27,762 $23,760 $20,950 $19,479 $20,595 $23,065
8

Total
$65,60
Liabilities $69,200 $61,066 $55,653 $52,506 $45,751 $40,219 $35,291 $31,831 $29,514 $28,597 $30,786 $33,817
8
and Capital

$64,15
Net Worth $69,200 $57,062 $51,155 $47,201 $39,297 $33,070 $27,762 $23,760 $20,950 $19,479 $20,595 $23,065
8

Note:
CasperTM Page 38
All figures are in PKR (00)

Company Profile
Company Name: CasperTM

Type of Business: Food Supplier specifically for corporate

sector

Head Office: Lahore

Legal Form of ownership: Registered Partnership

Contact Person: Gull-e-Raana

Contact Number: +92 345 6514449

CasperTM Page 39