Business Plan: FOR Habesha Culture Coffee House

BUSINESS PLAN
FOR
HABESHA CULTURE COFFEE HOUSE
MAY, 2014
…………………………………………….......
Habesha Culture Coffee House, Sikela, Arba Minch Town, Ethiopia
Phone: 046 8812525, Mobile: +251 911105066,
Email –[email protected]
Course: Entrepreneurship for Engineering
Academic Year: 2014 G.C.
Semester: 2
Title: Business Plan on the case of Habesha Culture Coffee House
Group Members
S.NO NAME ID NO
1. EYASU TESFAY RET/252/02
2. EYOB CHENEKE RET/574/02
3. FEKEDE PETROS RET/653/02
4. GADISA MULETA RET/516/02
Submitted to:
Instructor: Mr.DANIEL.
Department of Management
College of Business and Economics
Arba Minch University
EXECUTIVE SUMMARY
Habesha Culture coffee house is determined to become a daily necessity for local coffee
addicts, a place to dream of as you try to escape the daily stresses of life and just
a comfortable place to meet your friends or to read a book, all in one. With the growing
demand for high-quality gourmet coffee and great service, Habesha Culture will capitalize on
its proximity to the Arba MinchUniversity main campus to build a core group of repeat
customers. Habesha Culture will offer its customers the best prepared coffee in the area that
will be complimented with pastries, as well as free books that its patrons can read to enjoy
their visit.The company will operate a 500 square kmcoffee house within a walking distance
from the Arba Minch University main campus.
The owners have secured this location through a three-year lease with an option for
extending. The have also provided 140,000 of the required 170,000 start-up funds. The
remaining capital will be obtained through Bank of Ethiopian commercial loans.
The company is expected to grow sales revenue from 584,000 in 2004 to 706,000 in year
three. As Habesha Culture will strive to maintain a 65% gross profit margin and reasonable
operating expenses, it will see net profits grow from 100,000 to 125,000 during the same
period.
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Table of Contents
EXECUTIVE SUMMARY.........................................................................................................i
LIST OF FIGURES..................................................................................................................iv
LIST OF TABLES.....................................................................................................................v
1. GENERAL COMPANY DESCRIPTION.........................................................................1
1.1. MISSION STATEMENT............................................................................................1
1.2. VISION STATEMENT...............................................................................................1
1.3. COMPANY SUMMARY...........................................................................................1
1.4. COMPANY OWNERSHIP.........................................................................................1
1.5. OBJECTIVES..............................................................................................................2
2. PRODUCTS AND SERVICES.........................................................................................3
2.1. INTRODUCTION.......................................................................................................3
2.2. COMPETITIVE COMPARISON...............................................................................3
2.3. SALES LITERATURE...............................................................................................3
3. MARKETING PLAN........................................................................................................4
3.1. GENERAL..................................................................................................................4
3.2. MARKET SEGMENTATION....................................................................................4
3.3. TARGET MARKET SEGMENT STRATEGY..........................................................5
3.4. COMPETITION AND BUYING PATTERNS...........................................................5
3.4.1. COMPETITION...................................................................................................5
3.4.2. BUYING PATTERNS.........................................................................................6
3.5. DISTRIBUTION PATTERNS/MARKET NEEDS....................................................6
3.6. PRODUCT/FEATURES AND BENEFITS................................................................6
3.7. NICHE.........................................................................................................................7
3.8. PRICING STRATEGY...............................................................................................7
3.9. SALES STRATEGY AND SALES FORECAST.......................................................7
3.9.1. SALES STRATEGY............................................................................................7
3.9.2. SALES FORECAST............................................................................................8
4. OPERATIONAL PLAN..................................................................................................10
4.1. LOCATIONS AND FACILITIES............................................................................10
4.2. PERSONNEL PLAN.................................................................................................11
5. MANAGEMENT AND ORGANIZATION....................................................................12
5.1. INTRODUCTION.....................................................................................................12
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5.2. MANAGEMENT TEAM..........................................................................................12
5.3. MANAGEMENT TEAM GAPS...............................................................................13
6. PERSONAL FINANCIAL STATEMENT......................................................................14
7. START-UP EXPENSES AND CAPITALIZATION......................................................15
7.1. START-UP EXPENSES...........................................................................................15
7.2. START-UP ASSETS.................................................................................................15
8. FINANCIAL PLAN.........................................................................................................17
8.1. GENERAL................................................................................................................17
8.2. PROJECTED PROFIT AND LOSS..........................................................................17
8.3. PROJECTED CASH FLOW.....................................................................................18
8.4. IMPORTANT ASSUMPTIONS...............................................................................20
8.5. PROJECTED BALANCE SHEET............................................................................20
8.6. BREAK-EVEN ANALYSIS.....................................................................................21
APPENDICES..........................................................................................................................22
iii
LIST OF FIGURES
Figure 1Market Analysis/Pie Chart...........................................................................................4

Figure 2 Sales Monthly...............................................................................................................8
Figure 3 Cash flow Diagram....................................................................................................18
Figure 4Break-Even Analysis...................................................................................................21
iv
LIST OF TABLES
Table 1 Market Analysis.............................................................................................................5

Table 2 Sales Forecasting..........................................................................................................9
Table 3 Personnel Plan............................................................................................................11
Table 4 Assets of the member of partnership of the Habesha cultural Coffee House.............14
Table 5 Pro Forma Profit and Loss.........................................................................................17
Table 6 Pro forma Cash Flow..................................................................................................19
Table 7 Important Assumptions...............................................................................................20
Table 8 Pro forma Balance Sheet............................................................................................20
Table 9Break-Even Analysis....................................................................................................21
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BUSINESS PLAN-HABESHA CULTURE COFFEE HOUSE 2014
1. GENERAL COMPANY DESCRIPTION

1.1. MISSION STATEMENT
Habesha Culture will make its best effort to create a unique place where customers can
socialize with each other in a comfortable and relaxing environment while enjoying the best
brewed coffee or espresso and pastries in around the community of the university. We will be
in the business of helping our customers to relieve their daily stresses by providing piece of
mind through great ambience, convenient location, friendly customer service, and products of
consistently high quality. Habesha Culture will invest its profits to increase the employee
satisfaction while providing stable return to its shareholders.
1.2. VISION STATEMENT

The Vision of Habesha Culture Coffee House will be:
Store design that will be both visually attractive to customers, and designed for fast
and efficient operations.
Employee training to insure the best coffee preparation techniques.
Marketing strategies aimed to build a solid base of loyal customers, as well as
maximizing the sales of high margin products, such as espresso drinks.
1.3. COMPANY SUMMARY

Habesha Culture, a limited liability company, sells coffee, other beverages and snacks in its
500 square km premium coffee house located near the Arba Minch University main campus.
Habesha Culture's major investors are the members of partnership that cumulatively own
100% of the company. The start-up loss of the company is assumed in the amount of 27,680.
1.4. COMPANY OWNERSHIP

Habesha Culture is registered as a Limited Liability partnership Corporation in the Arba
Minch town.
WATER RESOURCES AND IRRIGATION ENGINEERING

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1.5. OBJECTIVES
Habesha Culture's objectives for the first year of operations are:
Become selected as the "Best New Coffee House in the area" by the local restaurant
guide.
Turn in profits from the first month of operations.
Maintain a 65% gross margin.

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2. PRODUCTS AND SERVICES
2.1. INTRODUCTION
Habesha Culture will offer its customers the best tasting coffee beverages in the area. This
will be achieved by using high-quality ingredients and strictly following preparation
guidelines. The store layout, menu listings and marketing activities will be focused on
maximizing the sales of higher margin espresso drinks. Along with the espresso drinks,
brewed coffee and teas, as well as some refreshment beverages, will be sold in the coffee
house.
Habesha Culture will also offer its clients pastries, small salads and sandwiches. For the
gourmet clientele that prefers to prepare its coffee at home, Habesha Culture will also be
selling coffee beans. The menu offerings will be supplemented by free books and magazines
that customers can read inside the coffee house.
2.2. COMPETITIVE COMPARISON

There are approximately around ten/10indirect competitors who offer a product similar to
ours. Our research indicates that with the additional capacity we would become one of the top
three/3, in terms of quantity and quality, 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.
2.3. SALES LITERATURE
Two thousand flyers will be distributed in the adjacent neighborhood, on the University
campus, at the malls and in the selected office buildings within two weeks prior to the
opening of Habesha Culture. Subsequently, free postcards with Habesha Culture endorsement
will be printed to increase the company visibility among the patrons.

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3. MARKETING PLAN
3.1. GENERAL
Ethiopian coffee consumption has shown steady growth, with gourmet coffee having the
strongest growth. Coffee drinkers in the main campus areas are among the most demanding
ones. They favor well-brewed gourmet coffee drinks and demand great service. With its
liberal and outgoing populace and long rainy winter, has traditionally been a great place for
coffee establishments. Habesha Culture will strive to build a loyal customer base by offering
a great tasting coffee in a relaxing environment of its coffee house located close to the
bustling Arba Minch University main campus.
3.2. MARKET SEGMENTATION
Habesha Culture will focus its marketing activities on reaching the University students and
faculty, people working in offices located close to the coffee house and on sophisticated
teenagers. Our market research shows that these are the customer groups that are most likely
to buy gourmet coffee products.
Since gourmet coffee consumption is universal across different income categories and mostly
depends on the level of higher education, proximity to the Arba Minch University main
campus will provide access to the targeted customer audience.The chart and table below
outline the total market potential (in number of customers) of gourmet coffee drinkers.
Market Analysis
Student and Faculty

Teenagers
Office Workers
Other
Figure 1 Market Analysis/Pie Chart
Table 1 Market Analysis

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Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Students & Faculty 2% 18,000 18,360 18,727 19,102 19,484 2.00%
Teenagers 1% 3,000 3,030 3,060 3,091 3,122 1.00%
Office workers 2% 8,000 8,160 8,323 8,489 8,659 2.00%
Other 0% 5,000 5,000 5,000 5,000 5,000 0.00%
Total 1.63% 34,000 34,550 35,110 35,682 36,265 1.63%
3.3. TARGET MARKET SEGMENT STRATEGY
Habesha Culture will cater to people who want to get their daily cup of great-tasting coffee in
a relaxing atmosphere. Such customers vary in age, although our location close to the
University campus means that most of our clientele will be college students and faculty. Our
market research shows that these are discerning customers that gravitate towards better
tasting coffee. Furthermore, a lot of college students consider coffee houses to be a
convenient studying or meeting location, where they can read or meet with peers without the
necessity to pay cover charges. For us, this will provide a unique possibility for building a
loyal client base.
3.4. COMPETITION AND BUYING PATTERNS
3.4.1. COMPETITION
According to our study in Arba Minch town there is not well organized coffee house which
offers a quality gourmet coffee. But there are different cafes, restaurant and small street
coffee sellers around the campus and Arba Minch town. Habesha Culture's indirect
competitors will be other Cafes located near the Arba Minch town. These include Zebib Café,
Kbiye View Café and Restaurant, Tourist Hotel and other Food service establishments that
offer coffee. Zebib Cafe will definitely be one of the major competitors because of its strong
financial position and established marketing and operational practices.
However, despite of Zebib's entrenched market position, many customers favor smaller,
independent establishments that offer cozy atmosphere and good coffee at affordable prices.
Habesha Culture will position itself as a unique coffee bar that not only offers the best tasting

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coffee and pastries but also provides home-like, cozy and comfortable environment, which
established corporate establishment’s lack. We will cater to customers' bodies and minds,
which will help us, grow our market share in this competitive market.
3.4.2. BUYING PATTERNS
The major reason for the customers to return to a specific coffee house is a great tasting
coffee, quick service and pleasant atmosphere. Although as stated before, coffee consumption
is uniform across different income segments. Habesha Culture will price its product offerings
competitively. We strongly believe that selling coffee with a great service in a nice setting
will help us build a strong base of loyal clientele.
3.5. DISTRIBUTION PATTERNS/MARKET NEEDS
General trend toward quality among Ethiopian consumers definitely plays an important role
in the recent growth in gourmet coffee. Additionally, such factors as desire for small
indulgencies, for something more exotic and unique, provide a good selling opportunity for
coffee house.
3.6. PRODUCT/FEATURES AND BENEFITS
The menu of the Habesha Culture coffee house will be built around espresso-based coffee
drinks such as cappuccinos etc. Each of the espresso-based drinks will be offered with whole,
skimmed, or soy milk. Each of these coffee beverages is based on a 'shot' of espresso, which
is prepared in the espresso machine by forcing heated water through ground coffee at high
pressure. Such espresso shots are combined with steamed milk and/or other additives like
cocoa, caramel, etc., to prepare the espresso-based beverages. Proper preparation techniques
are of paramount importance for such drinks. A minor deviation from the amount of coffee in
the shot, the size of the coffee particles, the temperature of milk, etc., can negatively affect
the quality of the prepared drink.
3.7. NICHE
The retail coffee industry is flourishing in the Ethiopia. The Ethiopian Rift Valleys especially
around Arba Minch area, the local climate, with a long hot season, is very conducive for the

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consumption of non-alcoholic beverages. At the same time, hot dry summers drive people
into cafes to order iced drinks. Further, coffee has really become a part of the lifestyle in the
main campus area. Its discerning coffee drinkers are in favor of well-prepared, strong coffee-
based beverages, which they can consume in a relaxing environment.
3.8. PRICING STRATEGY
Habesha Culture will position itself as unique coffee house where its patrons can not only
enjoy a cup of perfectly brewed coffee but also spend their time in an ambient environment.
Comfortable sofas and chairs, dimmed light and quiet relaxing music will help the customers
to relax from the daily stresses and will differentiate Habesha Culture from incumbent
competitors.
3.9. SALES STRATEGY AND SALES FORECAST
3.9.1. SALES STRATEGY
Habesha Culture baristas will handle the sales transactions. To speed up the customer service,
at least two employees will be servicing clients--while one employee will be preparing the
customer's order, the other one will be taking care of the sales transaction. All sales data
logged on the file based data system will be later analyzed for marketing purposes.
In order to build up its client base, Habesha Culture will use banners and fliers, utilize
customer referrals and cross-promotions with other businesses in the community. At the same
time, customer retention programs will be used to make sure the customers are coming back
and spending more at the coffee house.
3.9.2. SALES FORECAST
Food costs are assumed at 25% for coffee beverages and 50% for retail beans and pastries.
Proximity to the University campus will dictate certain sales seasonality with revenues
slightly decreasing during the school vacation periods. The chart and table below outline our
projected sales forecast for the next three years.

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60000
50000
40000
Coffee Beverages
30000
Coffee Beans
pastries, etc
20000
10000
0
1 2 3 4 5 6 7 8 9 10 11 12
Figure 2 Sales Monthly
Table 2 Sales Forecasting
Sales Forecast
Year 1 Year 2 Year 3
Sales
Coffee beverages 350,400 385,440 423,984
Coffee beans 87,600 96,360 105,996
Pastries, etc. 146,000 160,600 176,660
Total Sales 584,000 642,400 706,640
Direct Cost of Sales
Coffee beverages 87,600 96,360 105,996

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Coffee beans 43,800 48,180 52,998
Pastries, etc. 73,000 80,300 88,330
Subtotal Direct Cost of
204,400 224,840 247,324
Sales
4. OPERATIONAL PLAN
4.1. LOCATIONS AND FACILITIES
Habesha Culture coffee house will be located in front of the main gate of the main campus.
The company has secured a one-year lease of the vacant 500 square km premises. The lease
contract has an option of renewal for three years at a fixed rate that Habesha Culture will
execute depending on the financial strength of its business.
The floor plan will include a 200 square km back office and a 500 square km coffee house,
which will include a seating area with 15 tables, a kitchen, storage area and two bathrooms.
The space in the coffee bar will be approximately distributed the following way--274 square
km (i.e., 55% of the total) for the seating area, 130 square km (26%) for the production area,
and the remaining 96 square km (19%) for the customer service area.

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This property is located in a commercial area within a walking distance from the Arba Minch
University main campus. The commercially zoned premises have the necessary water and
electricity hookups and will require only minor remodeling to accommodate the espresso
bar, kitchen and storage area.
The coffee house's open and clean interior design with modern wooden decor will convey the
quality of the served beverages, and will be in-line with the establishment's positioning as an
eclectic place where people can relax and enjoy their cup of coffee. The clear window
displays, through which passerby will be able to see customers enjoying their beverages, and
outside electric signs will be aimed to grab the attention of the customer traffic.
4.2. PERSONNEL PLAN
The table below outlines the personnel needs of Habesha Culture coffee house.
Table 3 Personnel Plan
Personnel Plan
Manager 30,000 32,800 35,824
Baristas 26,400 30,400 34,720
Employees 38,400 50,800 54,800
Total People 7 8 8
Total Payroll 94,800 114,000 125,344

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5. MANAGEMENT AND ORGANIZATION
5.1. INTRODUCTION
Habesha Culture is majority-owned by the members of partnership. In which the members

have an impressive work experience in different business activity. From those Mr. Xholds a
Bachelor's Degree in Business Administration from the Adama University. He's worked for
several years as an independent business consultant. Mr. X has extensive business contacts in
Arba Minch that he will leverage to help his new venture succeed. Mr. Y has a Bachelor's
Degree in Psychology from the Haramaya University. For the last five years he has worked as
a manager of Trianon Café and Restaurant. Under Mr. Y's management, the restaurant has
consistently increased sales while maintaining a lower than average level of operating
expenses.
However, because of the investors' other commitments they will not be involved into the
daily management decisions at HabeshaCulture. A professional manager will be hired who
will oversee all the coffee bar operations. Two full-time baristas will be in charge of coffee
preparation. Four more part-time employees will be hired to fulfill the staffing needs. In the
second and third year of operation one more part-time employee will be hired to handle the
increased sales volume.

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5.2. MANAGEMENT TEAM
A full-time manager will be hired to oversee the daily operations at Habesha Culture. The
candidate (whose name is withheld due to his current employment commitment) has had
three years of managerial experience in the definitely industry in Arba Minch. This person's
responsibilities will include managing the staff, ordering inventory, dealing with suppliers,
developing a marketing strategy and perform other daily managerial duties. We believe that
our candidate has the right experience for this role. A profit-sharing arrangement for the
manager may be considered based on the first year operational results.
5.3. MANAGEMENT TEAM GAPS
Despite the owners' and manager's experience in the definitely industry, the company will
retain the consulting services of ABC Espresso Services, the consultants who have helped to
develop the business idea for Habesha Culture. This company has over twenty years of
experience in the retail coffee industry and has successfully opened dozens of coffee bars
across the Ethiopia. Consultants will be primarily used for market research, customer
satisfaction surveys and to provide additional input into the evaluation of the new business
opportunities.

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6. PERSONAL FINANCIAL STATEMENT

The owner of the Habesha coffee culture house is not a single person rather it is a partnership
small business association. The members of partnership of the Habesha coffee cultural house
have their personal net income and liabilities outside the business activity.
All the member of partnership of the Habesha coffee culture house have their own house and
house plan, have cash money, commercial trade license of the work that can be guarantee for
our two term loan from the commercial bank of Ethiopia and each of the members of
partnership of Habesha coffee culture house assets described table below.
Table 4 Assets of the member of partnership of the Habesha cultural Coffee House
Member Assets
Owner1 House and car
Owner2 Apartment and garage
Owner3 Cash money and land
Owner4 House and cash money
Owner5 Supermarket and car
Generally, Habesha culture coffee house have enough assets to collateralize the loan (one or
two times of the loan).

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7. START-UP EXPENSES AND CAPITALIZATION
7.1. START-UP EXPENSES
The start-up expenses include:
Legal expenses for obtaining licenses and permits as well as the accounting services
totaling 1,300.
Marketing promotion expenses for the grand opening of Habesha Culture 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.
Consultant’s fees of 3,000 paid to ABC Espresso Services for the help with setting up
the coffee bar.
Insurance (general liability, workers' compensation and property casualty) coverage at
a total premium of 2,400.
Premises remodeling in the amount of 10,000.
Other start-up expenses including stationery (500) and phone and utility deposits
(2,500).
7.2. START-UP ASSETS
The required start-up assets of 142,320 include:
 Operating capital in the total amount of 67,123, which includes employees and
owner's salaries of 23,900 for the first two months and cash reserves for the first three
months of operation (approximately 14,400 per month).
 Start-up inventory of 16,027, which includes:
 Coffee beans (12 regular brands and five decaffeinated brands) - 6,000

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 Coffee filters, baked goods, salads, sandwiches, tea, beverages, etc. - 7,900
 Retail supplies (napkins, coffee bags, cleaning, etc.) - 1,840
 Office supplies - 287
 Equipment for the total amount of 59,170:
 Espresso machine - 6,000
 Coffee maker - 900
 Coffee grinder - 200
 Food service equipment (microwave, toasters, dishwasher, refrigerator,
blender, etc.) - 18,000
 Storage hardware (bins, utensil rack, shelves, food case) - 3,720
 Counter area equipment (counter top, sink, ice machine, etc.) - 9,500
 Serving area equipment (plates, glasses, flatware) - 3,000
 Store equipment (cash register, security, ventilation, signage) - 13,750
 Office equipment (PC, fax/printer, phone, furniture, file cabinets) - 3,600
 Other miscellaneous expenses - 500
Funding for the company comes from two major sources--owners' investments and bank
loans. The members of Partnership have contributed 140,000. The remaining 30,000 needed
to cover the start-up expenses and assets came from the two bank loans--a one-year loan in
the amount of 10,000 and a long-term (five years) loan of 20,000. Both loans were secured
through the Commercial Bank of Ethiopia. Thus, total start-up loss is assumed in the amount
of 27,680.

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8. FINANCIAL PLAN
8.1. GENERAL
Habesha Culture will capitalize on the strong demand for high-quality gourmet coffee. The
owners have provided the company with sufficient start-up capital. With successful
management aimed at establishing and growing a loyal customer base, the company will see
its net worth doubling in two years. Habesha Culture will maintain a healthy 65% gross
margin, which combined with reasonable operating expenses, will provide enough cash to
finance further growth.
8.2. PROJECTED PROFIT AND LOSS
Annual projected sales of 584,000 in 2004 translate into 254.00 of sales per square km, which
is in line with the industry averages for this size of coffee bar. Overall, as the company gets
established in the local market, its net profitability increases from 17.06% in 2004 to 17.63%
in2006. The table below outlines the projected Profit and Loss Statement for 2004-2006.
Table 5 Pro Forma Profit and Loss

Sales 584,000 642,400 706,640
Direct Cost of Sales 204,400 224,840 247,324
Other 0 0 0
Total Cost of Sales 204,400 224,840 247,324
379,60
Gross Margin 417,560 459,316
0
Gross Margin % 65.00% 65.00% 65.00%
Expenses Year 1 Year 2 Year 3

Payroll 124,600 143,800 155,144
Sales and Marketing and Other
25,800 27,600 31,000
Expenses
Depreciation 5,400 5,500 5,500
Rent 48,400 52,800 52,800
Rent 6,000 6,000 6,000
Maintenance 5,840 6,424 7,066
Utilities/Phone 9,000 9,500 10,000
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Payroll Taxes 18,690 21,570 23,272
Other 0 0 0
Total Operating Expenses 243,730 273,194 290,782
Profit Before Interest and Taxes 135,870 144,366 168,534
EBITDA 141,270 149,866 174,034
Interest Expense 2,821 2,326 1,618
Taxes Incurred 33,740 35,510 42,424
Net Profit 99,308 106,530 124,491
Net Profit/Sales 17.00% 16.58% 17.62%
8.3. PROJECTED CASH FLOW
As the chart and table below present, the company will maintain a healthy cash flow position,
which will allow for timely debt servicing and funds available for future development.
250000
200000
150000
Cash Balance
Net Cash Flow
100000
50000
0
1 2 3 4 5 6 7 8 9 10 11 12
Figure 3 Cash flow Diagram

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Table 6 Pro forma Cash Flow

Cash Received
Cash from Operations

Cash Sales 584,000 642,400 706,640
Subtotal Cash from Operations 584,000 642,400 706,640
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 584,000 642,400 706,640
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations

Cash Spending 124,600 143,800 155,144
Bill Payments 327,865 388,715 420,945
Subtotal Spent on Operations 452,465 532,515 576,089
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out 0 0 0
Principal Repayment of Current
3,300 3,300 3,300
Borrowing
Other Liabilities Principal Repayment 0 0 0
Long-term Liabilities Principal
0 3,585 3,961
Repayment
Purchase Other Current Assets 0 0 0
Purchase Long-term Assets 0 2,000 2,000
Dividends 0 0 0
Subtotal Cash Spent 455,765 541,400 585,350
Net Cash Flow 128,235 101,000 121,290

Cash Balance 195,358 296,358 417,648

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8.4. IMPORTANT ASSUMPTIONS

Table 7 Important Assumptions
General Assumptions
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest
10.00% 10.00% 10.00%
Rate
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0
8.5. PROJECTED BALANCE SHEET
The company's net worth is expected to increase from approximately 212,000 by the end of
2004 to approximately 443,000 in 2006. The table shows the projected balance sheets.
Table 8 Pro forma Balance Sheet
Assets Year 1 Year 2 Year 3

Current Assets
Cash 195,358 296,358 417,648
Inventory 21,175 23,293 25,622
Other Current Assets 0 0 0
Total Current Assets 216,533 319,651 443,270
Long-term Assets
Long-term Assets 59,170 61,170 63,170
Accumulated Depreciation 5,400 10,900 16,400
Total Long-term Assets 53,770 50,270 46,770
Total Assets 270,303 369,921 490,040
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable 31,974 31,947 34,836
Current Borrowing 6,700 3,400 100
Other Current Liabilities 0 0 0
Subtotal Current Liabilities 38,674 35,347 34,936
Long-term Liabilities 20,000 16,415 12,454
Total Liabilities 58,674 51,762 47,390
Paid-in Capital 140,000 140,000 140,000
Retained Earnings 27,680 71,628 178,159
Earnings 99,308 106,530 124,491
Total Capital 211,628 318,159 442,650
Total Liabilities and Capital 270,303 369,921 490,040
Net Worth 211,628 318,159 442,650

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8.6. BREAK-EVEN ANALYSIS
With average monthly fixed costs of 20,300 in 2004 and an average margin of 65%, Habesha
Culture's break-even sales volume is around 31,300 per month. As shown further, the
company is expected to generate such sales volume from the out start.
Break-Even Analysis
20000
15000
10000
5000
0
-5000 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 50000 55000
-10000
-15000
-20000
-25000
Figure 4 Break-Even Analysis
Table 9 Break-Even Analysis
Break-even Analysis
Monthly Revenue Break-even 31,247
Assumptions:
Average Percent Variable Cost 35%
Estimated Monthly Fixed Cost 20,311

20
APPENDICES
Sales Forecast
Month
sales 1 2 3 4 5 6 7 8 9 10 11 12
Coffee beverages 24000 27000 28800 28800 28800 28800 28800 28800 29400 31250 33000 33000
Coffee beans 6000 6750 7200 7200 7200 7200 7200 7200 7350 7800 8250 8250
Pastries,etc 10000 11250 12000 12000 12000 12000 12000 12000 12250 13000 13750 13750
Total sales 40000 45000 48000 48000 48000 48000 48000 48000 49000 52000 55000 55000
Direct cost of 1 2 3 4 5 6 7 8 9 10 11 12
sales
Coffee beverages 6000 6750 7200 7200 7200 7200 7200 7200 7350 7800 8250 8250
Coffee beans 3000 3375 3600 3600 3600 3600 3600 3600 3675 3900 4125 4125
Pastries,etc 5000 5625 6000 6000 6000 6000 6000 6000 6125 6500 6875 6875
Subtotal of direct 14000 15750 16800 16800 16800 16800 16800 16800 17150 18200 19250 19250
cost of sales
Personnel Plan

21
Month
1 2 3 4 5 6 7 8 9 10 11 12
Manager 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500
Baristas 2200 2200 2200 2200 2200 2200 2200 2200 2200 2200 2200 2200
Employees 3200 3200 3200 3200 3200 3200 3200 3200 3200 3200 3200 3200
Total people 7 7 7 7 7 7 7 7 7 7 7 7
Total pay 7900 7900 7900 7900 7900 7900 7900 7900 7900 7900 7900 7900
roll
General Assumptions
Month
1 2 3 4 5 6 7 8 9 10 11 12
Plan 1 2 3 4 5 6 7 8 9 10 11 12
month
Curren 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00
t % % % % % % % % % % % %
interest
rate
Long 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00
term % % % % % % % % % % % %
interest
rate
Total 30.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00
rate % % % % % % % % % % %
%
other 0 0 0 0 0 0 0 0 0 0 0 0
Pro forma profit and loss
Month
1 2 3 4 5 6 7 8 9 10 11 12
Sales 40000 45000 48000 48000 48000 48000 48000 48000 49000 52000 55000 55000
Direct cost of 14000 15750 16800 16800 16800 16800 16800 16800 17150 18200 19250 19250
sales
Other 0 0 0 0 0 0 0 0 0 0 0 0
Total cost of 14000 15750 16800 16800 16800 16800 16800 16800 17150 18200 19250 19250
sales
Gross margin 26000 29250 31200 31200 31200 31200 31200 31200 31850 33800 37750 37750
Gross margin 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65%
%
Expenses
Payroll 7900 7900 7900 7900 7900 7900 7900 7900 7900 7900 7900 7900
Sales and 2150 2150 2150 2150 2150 2150 2150 2150 2150 2150 2150 2150
marketing &
other
expenses
Depreciation 450 450 450 450 450 450 450 450 450 450 450 450
Rent 0 4400 4400 4400 4400 4400 4400 4400 4400 4400 4400 4400
Rent 500 500 500 500 500 500 500 500 500 500 500 500
Maintenance 400 450 480 480 480 480 480 480 490 520 550 550
Utilities/pho 750 750 750 750 750 750 750 750 750 750 750 750
ne
Payroll tax 1558 1558 1558 1558 1558 1558 1558 1558 1558 1558 1558 1558

22
15%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Total 16191 20641 20671 20671 20671 20671 20671 20670 20681 20711 20741 20741
operating
expense
Profit before 9809 8609 10529 10529 10529 10529 10529 10529 11169 13089 15009 15009
interest&
taxes
EBITDA 10259 9056 10979 10979 10979 10979 10979 10979 11619 13539 15459 15459
Interest 248 245 243 241 239 236 234 232 229 227 225 223
expense
Taxes 2868 2091 2572 2572 2573 2573 2574 2574 2735 3216 3696 3697
incurred
Net profit 6693 6273 7715 7716 7718 7720 7721 7723 8205 9647 11088 11090
Net 16.73 13.94 16.07 16.08 16.08 16.09 16.09 16.09 16.74 18.55 20.16 20.16
profit/sales % % % % % % % % % % % %

23

Business Plan: FOR Habesha Culture Coffee House

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Business Plan: FOR Habesha Culture Coffee House

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BUSINESS PLAN

Habesha Culture Coffee House, Sikela, Arba Minch Town, Ethiopia

Phone: 046 8812525, Mobile: +251 911105066,

Academic Year: 2014 G.C.

Title: Business Plan on the case of Habesha Culture Coffee House

2. EYOB CHENEKE RET/574/02

3. FEKEDE PETROS RET/653/02

4. GADISA MULETA RET/516/02

Figure 1Market Analysis/Pie Chart...........................................................................................4

Table 1 Market Analysis.............................................................................................................5

1. GENERAL COMPANY DESCRIPTION

1.2. VISION STATEMENT

1.3. COMPANY SUMMARY

1.4. COMPANY OWNERSHIP

WATER RESOURCES AND IRRIGATION ENGINEERING

WATER RESOURCES AND IRRIGATION ENGINEERING

2. PRODUCTS AND SERVICES

2.2. COMPETITIVE COMPARISON

2.3. SALES LITERATURE

WATER RESOURCES AND IRRIGATION ENGINEERING

3.2. MARKET SEGMENTATION

Student and Faculty

Figure 1 Market Analysis/Pie Chart

Table 1 Market Analysis

3.3. TARGET MARKET SEGMENT STRATEGY

3.4. COMPETITION AND BUYING PATTERNS

WATER RESOURCES AND IRRIGATION ENGINEERING

3.4.2. BUYING PATTERNS

3.5. DISTRIBUTION PATTERNS/MARKET NEEDS

3.6. PRODUCT/FEATURES AND BENEFITS

WATER RESOURCES AND IRRIGATION ENGINEERING

3.8. PRICING STRATEGY

3.9. SALES STRATEGY AND SALES FORECAST

3.9.1. SALES STRATEGY

3.9.2. SALES FORECAST

WATER RESOURCES AND IRRIGATION ENGINEERING

Figure 2 Sales Monthly

Table 2 Sales Forecasting

WATER RESOURCES AND IRRIGATION ENGINEERING

WATER RESOURCES AND IRRIGATION ENGINEERING

4.2. PERSONNEL PLAN

Table 3 Personnel Plan

WATER RESOURCES AND IRRIGATION ENGINEERING

5. MANAGEMENT AND ORGANIZATION

Habesha Culture is majority-owned by the members of partnership. In which the members

WATER RESOURCES AND IRRIGATION ENGINEERING

5.2. MANAGEMENT TEAM

5.3. MANAGEMENT TEAM GAPS

WATER RESOURCES AND IRRIGATION ENGINEERING

6. PERSONAL FINANCIAL STATEMENT

WATER RESOURCES AND IRRIGATION ENGINEERING

7. START-UP EXPENSES AND CAPITALIZATION

7.1. START-UP EXPENSES

The start-up expenses include:

7.2. START-UP ASSETS

The required start-up assets of 142,320 include:

WATER RESOURCES AND IRRIGATION ENGINEERING

WATER RESOURCES AND IRRIGATION ENGINEERING