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BUSINESS PLAN

AROMA CONSULTANCY UAEBUSINESS PLAN

<<Prepared by: __________________>><<Date>>

Strictly Private & Confidential

© Aroma Consultancy UAE, 2021

Table of Contents Table of ContentsConfidentiality Agreement............................................................................................iii1. Executive Summary...................................................................................................4

Opportunity Statement...............................................................................................52. Company Description.................................................................................................5

Promoters and Shareholders.......................................................................................5Advisors.....................................................................................................................5Services Offered.........................................................................................................5Long Term Aim of the Business................................................................................6Objectives...................................................................................................................6SWOT Analysis..........................................................................................................6

3. Market Analysis.........................................................................................................8Target Market.............................................................................................................8Total Market Valuation..............................................................................................9Target Company Revenue..........................................................................................9Market Trends............................................................................................................9Profile of Competitors..............................................................................................10Competitive Advantage............................................................................................11Benefits to Clients....................................................................................................11

4. Marketing/Sales Strategy.........................................................................................12Marketing Strategy...................................................................................................12Revenue Sources......................................................................................................12Sales Strategy...........................................................................................................12Pricing......................................................................................................................12Marketing and Communications Strategy................................................................12

5. Research and Development......................................................................................14Technology Roadmap..............................................................................................14Research and Development......................................................................................14Technical Partners....................................................................................................14IP, Patents, Copyrights, Brands................................................................................14

6. Staffing and Operations............................................................................................15Management (including Board) Organisation Chart................................................15Staffing.....................................................................................................................15Training Plans..........................................................................................................15Operations................................................................................................................16

This document is the proprietary property of Aroma Consultancy UAE.Copying or otherwise distributing the information contained herein is a breach of confidentiality agreement.

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7. Financial Projections................................................................................................17Key Assumptions.....................................................................................................17Profit & Loss Accounts............................................................................................17Balance Sheet...........................................................................................................17Cash flow..................................................................................................................18Sales Pipeline...........................................................................................................19Funding Requirements.............................................................................................20

Appendices...................................................................................................................21Table 1: cash flows...................................................................................................22


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Confidentiality Agreement

The undersigned reader acknowledges that the information provided in this business plan is confidential; therefore, the reader agrees not to disclose it without the express written permission of Aroma Consultancy UAE.

It is acknowledged by the reader that information to be furnished in this business plan is in all respects confidential in nature, other than information that is in the public domain through other means, and that any disclosure or use of this confidential information by the reader may cause serious harm or damage to Aroma Consultancy UAE.

Upon request, this document is to be immediately returned to Aroma Consultancy UAE.

________________________Signature

________________________Name (printed)

________________________Date

This is a business plan. It does not imply offering of securities.


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1. Executive Summary

AROMA Consultancy, UAE, is a business management consultancy firm in the leisure and hospitality industry. The company’s business focus will have a hospitality mix that targets master plan developments. Among the key concepts that it shall be helping clients with include being involved in various plans like an innovative food concept, creating a new hotel, master plan development for a leisure center, and running a hospitality business on behalf of investors. AROMA offers various services in the hospitality industry and ensures that its clients are updated on current developments and projected issues that can decline performance. The primary market is the hospitality industry, and the services can be distributed into three main segments; development, hospitality, and asset management advisory. The thee services are independent, but they are meant to be interactive for enhancing value creation. Clients can opt to choose any of the services or contract all of them to enhance performance standards. The primary advantage of these services is to offer customized information relevant to the hospitality market by incorporating current challenges and opportunities. The management team shall comprise a Chief Executive Officer (CEO) who shall be involved in the overall running of the enterprise, top-level, middle-level, and lower-level managers. Other key personnel shall include departmental heads, supervisors, employees, and subordinate staff. During the first five years, the company projects to attain key performance metrics, including gaining familiarity in the hospitality industry, having helped some clients overcome management challenges, and breaking even in terms of revenue generation. We are expected to have an exponential growth rate of 15% per annum, and this is attributed to increasing familiarity and customer confidence in the hospitality sector. The initial funding requirements shall involve taking a bank loan to focus on repaying in the initial three years. The starters shall also contribute a total of 870,000 DHS as part of the initial investment. Our primary customers shall remain to be the key players in the hospitality industry seeking consultancy services. The following table will act as a guide for the company’s financial projection.

In millions Year 1 Year 2 Year 3

Revenues 12 13.8 15.87

Expenses 13 9 8

Net Profit before Tax -1 4.8 7.87

Table 1: Financial Projections of AROMA

Opportunity Statement


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The UAE has been experiencing an incremental trend in tourism and the growth of the hospitality industry. However, through extensive research, we noted that the business closure rate is relatively high, and the central issue is the lack of adequate planning and management of enterprises. Some firms get closed even when they are attracting sufficient clients. Higher revenues have not translated into profits due to high costs of administration, inefficiencies, and sabotage. Some other firms choose the wrong strategic location, or their building design is wrong or inappropriate. AROMA is determined to bridge this gap to ensure business continuity, as the primary focus remains on crucial intervention measures to help its clients overcome the identified obstacles.

Based on the identified business opportunity, we decided to split the firm’s operations into three key segments to realize specialization and optimal resource use. That is why we are determined to help our clients in the critical areas of hospitality advisory, development advisory, and asset management. Our focus remains ensuring that the clients can identify business and growth opportunities, become competitive, and attain their financial goals. Ultimately, the rate of business closure in the UAE shall experience a decline, as we will be determined to help companies navigate their obstacles.2. Company Description

Promoters and ShareholdersFour people will be involved in starting the business, and they shall occupy critical positions based on their experience and educational qualifications. Notably, the firm shall have a CEO, Development Advisory, Asset Management, Group finance director, and Hospitality Advisory. Other multifunctional roles they are likely to cover include development, business, and asset management advisory.

Stanley Jefferson shall occupy the CEO’s position, and Director Asset Management will be Bob Ahmed, Hospitality Advisory by Wilson Germen, and Development Advisory by Jane Shalini. These individuals shall be the promoters, and their shareholding ratio will be dependent on the amount contributed. However, to ensure continuity and mitigate conflicts of interest, no one will be allowed to own more than 33% of the shareholding. The initial investment is expected to be 250 K DHS, and every contributor will have a chance to take a significant portion of the shareholding.Advisors

The firm’s founders shall act as advisors, as they have extensive knowledge in work areas and have been working in the hospitality industry for a significant period. They are familiar with the business environment in the UAE and determined to ensure business success. Some of the critical operational expectations shall be based on the identified bottlenecks. The primary advantage for this personnel is that they reside in the area where the business shall be set, along the Umm Amar Road, Dubai, United Arab Emirates. Services OfferedInvestors looking for business opportunities in the area shall be served with the correct information that can enable them to meet their financial and business goals. The critical areas of service offerings shall cover master plan development for a mix


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of hospitality arrangements, investment a concept for starting a hotel, a new food concept, or helping with seeking client representatives. The company will have the expertise to manage a new or existing hotel effectively. This may involve using current staff and recruiting some specialists who will bring new innovative ideas. Aroma will be staged to offer full-fledged services in the hospitality industry, focusing on efficiency and trustworthiness.

The target clients will be advantaged, for they shall gain a competitive edge in the hospitality industry. Given that Aroma will be recruiting highly competent staff and focusing on efficiency and customer satisfaction, the role shall result in specialization. The clients will have a lesser role in market research and strategic planning, as this information shall be availed. The initial phases of contracting the company will involve assessing performance and processes to determine resource utilization. Identified issues of inefficiency shall be eliminated, resulting in a possible increment in business performance. Aroma will not experience any weak points, as the bottlenecks shall be identified and covered. Towards the future, the promoters expect to open three branches across the UAE and realize a business growth to more than 40 specialized employees. Long Term Aim of the Business

The company will create a solid and reliable business base that features private sector firms, start-ups, and government sector organizations. Eventually, it shall open three branches across the UAE to ensure increased services and enhanced market penetration.Objectives

In the next five years, the company should have break-even and financing itself. The promoters will start focusing on taking other roles and attracting highly competent staff to occupy key positions. Eventually, the promoters shall start acting as advisors and monitors in business processes. They understand that business continuity can be enhanced by bringing in new ideas and advocating for flexibility to accommodate innovation. The firm will also be divided into more segments, including a human resource department that shall focus on employee management. Other areas of focus include employee satisfaction and offering them opportunities for career progression through performance-based merit.

SWOT Analysis

Strengths Specialised and highly

competent promoters Strategic location

Weaknesses Lack of enough capital Initial market penetration

challenges New to the market

Opportunities Emerging markets Business challenges due to

COVID-19

Threats Stiff competition Economic instability


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3. Market Analysis

The UAE has been experiencing an incremental trend in the tourism industry. There have been intensified business start-ups in the sector. Firms offering advisory services are not many, which presents a significant chance for business continuity and performance standards. Aroma is determined to meet its goal by optimizing the market and identifying the key strengths of its competitors. That is why it will be determined to be interactive to gain a considerable market share and maintain its focus on client satisfaction. Offering a range of services covering the possible areas of weakness that hospitality-based firms can seek consultations with means that the enterprise is destined for better and enhanced performance.

The key identified rivals in this market segment are Protiviti, TRI Hospitality Consulting (Middle East) Ltd, and Ròya International. These organizations have been operating for some years and have an established business base and brand image. The advisory firms take a strict but reliable business model that effectively operates and meets the expected financial and business goals. Their focus is on leisure destinations and iconic properties management, meaning that the firm offers Aroma a chance to optimize on the new market; business start-ups and small-scale enterprises.

Before commissioning Aroma’s business idea, an extensive market was done, and the key findings included a new market that needs extensive review. The promoters wanted to understand why this gap exists, and the significant findings included a focus on substantial revenues from the consultancy firms. The promoters decided to start with this segment to allow for growth and market familiarization before starting rivaling significant competitors. The team has worked in the hospitality industry for a significant period; they are aware of small-scale companies' challenges, particularly inefficiencies. It will be necessary for Aroma to stage its business model on exploring and optimizing the identified market gaps to enhance performance and financial breakthroughs.Target Market

The promoters focus on capturing the new market, small-scale businesses, and firms on the blink of closure. Due to the COVID-19 pandemic, some firms scaled down operations while others closed temporarily. They may not have sufficient finances to start running optimally, thus the need for low-cost advice and management practices. Aroma is staged to experience an incremental penetration and gain sufficient clients in the first year of operation based on the financial and market penetration expectations. The firm shall also partner with crucial hospitality market players, including outsourcing and co-sourcing start-ups. Table 3 below illustrates the expected market segment and a determination on whether it is growing or declining:


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Sector

Quantity (number of firms) Growth Trend

Established companies 9Slow growth but promising

Hospitality firms facing closure challenges due to inefficiency 23 Growing

Small scale enterprises 35 Rapid growth Table 3: Targeted Segment

Total Market Valuation

The total number of hospitality firms in the UAE exceeds 100 units, which presents a growth potential. Such a high number presents Aroma with a chance to operate effectively by attracting more firms for consultancy services. Within the first five years, the company expects to have gained and enhanced its brand image to cover the critical attributes of increased performance standards, high levels of efficiency, and cost-cutting measures. Even if it initially focuses on small-scale companies, Aroma shall have captured other segments like large firms and one five-star hotel by five years.Target Company Revenue

Based on the company’s business model, the primary focus for the initial five years will be on small-scale companies. These are the key firms that can consider working with start-up enterprises. The financial projections in table 4 below represent a breakdown of the expected revenues.

Sector Revenue Established companies 2.0 M*Small scale enterprises 10.0 M*Hospitality firms facing closure challenges due to inefficiency 3.87 M*

Table 4: Targeted Company revenues from each of the sector

Market Trends

The current hospitality industry is facing challenges attributed to the effects of COVID-19, which demands scaling down of operations, market shocks, and temporal closure of businesses. The hospitality industry, which also depends on international travel, has been affected extensible. These marketing issues demand intensified


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change of operations and consistent consultations with industry players. Other variables include ensuring high levels of efficiencies to save on costs and focus on business continuity. These changes are still impacting the hospitality industry globally, and there is a need to remain determined on embracing effectiveness on policy and decision making. Aroma must gear its business model towards optimizing this market segment, as the administration is aware that more start-up firms and companies facing closure shall seek business consultancy services.

The hospitality industry is likely to face business shocks for the next few years, but businesses shall usually resume in the future. We expect Aroma to be among the reasons why some firms remained in business during the economic shocks while others laid a strong foundation for market penetration. The hospitality sector is influenced by several variables, among them being the quality of services offered. That is why Aroma is the right firm to drive firms in the right direction in business performance and gain a competitive advantage.

The possibility of curing the pandemic is likely to make governments lift travel restrictions, a legislative possibility that will make more tourists visit the UAE. Once the changes are effected, there shall be a higher demand for business consultations, which is the advantage for growth. Aroma shall have to market itself before the pandemic ends, a strategy that can enable the management to attain its five-year financial plans. The possible business shocks that should be considered include a shrinking market due to government policy measures on the hospitability sector and an increment in the number of competitors.

Profile of Competitors

The competitors offer a range of services similar to Aroma's, but there are differences in the target market. Notably, they are all focused on established firms, side-lining upcoming small-scale businesses. They are relatively large and have been operational for some years. For instance, Roya International has been in operation since 1998, has grown in size, and its profit margin is remarkable. The only weakness they present is dominating the market by focusing on established brands to gain recognition. This is the critical area that Aroma shall consider for its business model. Most of the competitors’ mix between offering competitive prices and quality as shown in the figure below, but Aroma shall focus on higher quality and competitive price, thus taking Brand C position. Figure 1: Competition’s perceptual map


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Competitive Advantage

Aroma shall offer competitive pricing and high-quality services. As a start-up firm, the promoters shall be determined to reach out on the market and exhibit their talent and familiarity with the dynamics of the hospitality industry during economic shockwaves. Its unique key attribute focuses on both established and upcoming firms facing closure due to wrong decisions during the COVID-19 period. Aroma shall first focus on creating customer value and confidence, a trend that will result in cost-effectiveness and a reduced ROI. The administration shall consider installing systems and using processes that can be compatible with current technology or allow room for expansion to enhance continuity. As shown in the VRIO table below, the firm enjoys a long term competitive advantage due to the uniqueness of the services. Aroma’s services are also highly valuable based on quality and competitive pricing.

Is it valuable

Is it rare

Difficult to imitate

Is the organization organized?

What are the results?

Yes Competitive disadvantage Yes No Competitive parity/equality Yes Yes No Temporary competitive advantage Yes Yes Yes No Unused competitive advantage Yes Yes Yes Yes Long-term competitive advantage

Table 5: the VRIO model

Benefits to Clients

Aroma is client-oriented, and its services shall directly benefit them to advance their business goals. Seeking the company’s services shall be a win-win situation, as the management will be determined to offer value for their money. Among the primary benefits include increased sales and efficiency through understanding what the customers want and how to respond to market shockwaves effectively. In the hospitality industry, there is a need to save on time and money. Aroma’s services shall enhance efficiency standards, resulting in improved customer service levels in quality and satisfaction.


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4. Marketing/Sales Strategy

Marketing Strategy

Aroma will stage its focus on small-scale enterprises and shrinking firms in the hospitality industry. The significant difference from its identified competitors shall be offering competitive prices but high-quality services. The start-up can also focus on efficiency and creating loyal customers as the primary initiative for optimizing the target market. Among the key benefits to clients include on-the-job training of employees, offering research and extension services, customized guidance on the applicable business practices, and environmental scanning. All these services shall be part of the consultancy, and theory shall be integrated into practice.

The quality of site operations and customer responses or concerns shall be collected by engaging them on its social media platforms and website. This information will prove vital for decision-making and ensuring that quality standards are attained. In terms of marketing and creating awareness, the management shall employ strategies like word of mouth, social media ads, and reaching out to hospitality companies in the UAE. Such marketing team shall be the firm’s personnel, employed and trained on its operations.Revenue Sources

Source Expected revenue (%)Development advisory 35%Hospitality advisory 40%Asset management 25%

Table 6: Expected ratio of revenue sources Sales Strategy

The sales shall be made through direct engagement with the customers. The management will recommend various initiatives, but the clients will have to choose their preferred options. For instance, the constancy services can be offered within the enterprise or site visits for a comprehensive assessment.

The costs associated with the consultancy services shall be inclusive of the rates charged. This strategy will make it possible for the clients to choose the type of consultations they need and consider preferring Aroma for future engagements. The management’s focus shall be based on efficiency, high-quality services, and effective customer engagement. The direct sales strategy is advantageous, as it allows for a better understanding and building a professional working relationship with clients.Pricing

The pricing shall be based on various metrics, including the type of service demanded, market rates, costs of administration, and a minimum profit margin. In every income source, it will be rational for the management to consider these variables, as they amount to enabling the enterprise to gain a competitive advantage. The other critical determinant that must be incorporated in the setting of prices is customer value. Marketing and Communications Strategy


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The company shall employ cost-friendly and effective marketing strategies, particularly direct, website and internet marketing. An IT specialist shall be employed to monitor online activities, including variables like search engine optimization, social media ads, and customer reviews. Direct marketing shall involve identifying and reaching out to potential clients to sell the business idea. Table 7 below is a summary of the marketing and communication strategy

Marketing channel Target audience Marketing Goals Frequency of

marketingWebsite Online users Market

sensitisation and sales

Daily

Direct Local customers

Market outreach and sales

Weekly

Internet marketing Online users Market sensitisation and sales

Daily

Table 7: Marketing and communications strategy


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5. Research and Development

Technology Roadmap

The business development phase for Aroma will follow a standardized guide based on the yearly attainment of goals. The research and development team will be involved in environmental scanning using appropriate technological tools to enhance market penetration goals.

Aroma intends to increase business awareness and attract a higher number of loyal customers who shall offer assured business continuity. The administration will foster innovation and extensive use of online platforms for engaging its clients. The standards of communication will be high, as they shall be based on reasonable business practices and attainment of the expected performance goals. The staff will have to be trained on effectively using technology for secure communication and using the available data to generate reliable reports for decision making.

Research and Development

Initially, the company will not focus on research and development but will introduce the department to deal with this practice area when necessary. The available staff shall be engaged and assigned essential environmental scanning duties to determine the hospitality industry changes. The staff who will manage to unveil upcoming challenges and opportunities shall be rewarded as part of employee encouragement and recognition. Technical Partners

Two main partners will be part of the company’s operations and enhancing efficiency standards. The first one is an IT specialist, who will be contracted to install the required technology and infrastructure and monitor it to enhance efficiency. In case of downtime, the partner will have to check the systems and rectify the issues. Another key partner is a company involved in logistics in the hospitality industry. Some clients may opt to contract Aroma to run their business as part of business management services. This means that the firm will engage a reliable enterprise to provide means of transport for the visitors.

IP, Patents, Copyrights, Brands

Aroma will patent its trademark and logo to ensure uniformity and transparency in service delivery. Given that most customers will prefer to pay online for booking services, it will be vital to have a formal brand website with the approved logo and copyright. The primary business partners will be allowed to use the trademark and copyright only for transactions for which the firm has engaged them to avoid copyright infringement.


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6. Staffing and Operations

Management (including Board) Organisation Chart

Five key managers will administer the company; the CEO, Development Advisory, Asset Management, Group finance director, and Hospitality Advisory, as shown in the chart below.

Figure 1: Organizational Chart

Staffing

The recruitment process shall involve hiring highly competent professionals ready and willing to learn to tackle new and complex roles. They will be trained on critical operational variables like customer management, effective communication, and skills development.

Training Plans


CEO Overall business practices

Development AdvisoryConcept DevelopmentAppointing SpecialistsDesign DevelopmentExecution of plansHanding over

Group finance director

Financial control of all other departments

Asset ManagementBusiness pre and re-Opening ConsultancyHotel Management Mergers and Acquisitions and Real Estate management and advisory

Hospitality Advisory

Hotel OperationsFood & Beverage | Restaurant Advisory servicesLocalisation Services

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The training plans shall cover regular, quarterly assessments to determine the levels of employee training needed. Before being sent to the field to engage clients, the staff will have to undergo an intensive training program session in which they are expected to comply with the standardized performance requirements. The process will be based on job training.Operations

The business start-up will require some physical assets for it to become operational.

Some of these key variables are presented in the table below.

Requirements Expense (Monthly)Rent 30,000Communication 8,000Utilities 12,000IT Services 30,000Marketing 22,000Travel 18,000

Table 8: Operations Charges in Year 1


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7. Financial Projections

This section will comprise a detailed analysis of the company’s financial projections

Key Assumptions

The data presented are projected figures that the promoters expect to attain within a financial year. Due to business shakeups, there is a possibility of attaining the expected standards, surpassing or not meeting the goals.Profit & Loss Accounts

The profit and loss account below shows a little difference between gross profit and net profit. This variance shows that the operating costs are relatively low due to a higher rate of efficiency. A significant figure is spent on marketing to enhance market awareness and sales.

Total Revenue $15,870,000Less operating expenses $8,000,000Gross Profit $7,870,000

Less Expenses Accounting $14,800Marketing $22,000Depreciation $2,000Utility Bills $12000Insurance $8,200Interest $6,800Rent for Offices $30,000Maintenance $7,400Wages $120,500Other Expenses $3,200Total Expenses $226,900Net Profit $7,643,100

Balance Sheet

As shown in the balance sheet below, retained profits are relatively high, an indicator that the management wants to ensure that the firm is a going concern. The promoters have also considered advancing the amount in assets, and these are the key attributes for better performance and organizational continuity.


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Year ending: ….

Assets ‘000 Liabilities ‘000

Cash assets: 7643.1 Current liabilities: 1200

Petty cash: 1200 Accounts payable: 1300

Accounts receivable: 1300 Loan 12, 030

Inventory value: 8000 Share Premium 14000

Investments: 12,000 Share capital 870

Prepaid expenses: 1000 Retained Profits 4913.1

Equipment: 1200

Furnishings: 800

Miscellaneous assets: 390

Intangible assets: 780

Total assets: 34,313.1 Total liabilities: 34,313.1

Cash flow

Based on the cash flow figures, Appendix, it can be manifested that the company is

optimally performing. Injecting more capital in form of loans and owners’ equity is

vital for the firm’s progress, as it must meet maturing obligations. The cash flow trend

represents a possible financial breakthrough, particularly as the net cash out and

closing bank balance and year end is positive.


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Sales Pipeline

Table as follows:

Name of Customer Size of Deal Date PO expected Probability % of Getting Sale

Al Barari. Small December 20%

Al Safadi Restaurant Medium August 50%

Tibba Restaurant Small scale November 48%

The Jungle Courtyard Restaurant & Café

Large scale October 60%


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Funding Requirements

The proposed enterprise is likely to demand funds for critical processes like operations and fixed costs. Some of the primary sources of funds for capital shall include bank loans, promoter’s funds, and grants. The entrepreneurs shall be focused on spending the money generated in critical areas like recurring expenditure, marketing, salaries, and rent. Other critical expenses shall include research and development and purchase of office equipment.


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Application for Start-up Entrepreneur Programme

Appendices

The idea to start Aroma Consultancy Firm is based on the observed trend of wrong decision-making among small-scale companies in the hospitality industry across the UAE. Due to the COVID-19 pandemic, several firms have already closed shop. There is a need for intensified enlightenment on the possible measures that could have been undertaken to curb the adverse trend.

The promoters decided to unite and develop a formal business plan that can enable them to advance their trade by exhibiting and optimizing their talent. They have all been working in the hospitality industry in the UAE and have business connections that can enable them to set a foundation for loyal customers.

The CEO has already contacted one of the targeted restaurants in the area. The management has offered a positive response to the business plan and how they can be working under a professional business relationship. Such high levels of expertise are attributed to the solid pillars and foundation for excellence, resulting in intensified business performance.

The company’s website shall be designed to cover the critical aspects of its business. It will be user-friendly and even have a dialog box for engaging visitors interested in the business or gaining more relevant information. The target market is relatively dynamic and promising due to UAE’s strategic location as a business and investment hub.

Aroma’s business model remains a target on small-scale enterprises, as they are the majority of firms on the brink of closure. The company will also maintain a close working relationship with its clients by offering them subsidized consultancy services and making follow-ups to determine the progress of such enterprises.


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Cash Flows

Table 1: cash flows

January February March Q1 April May June Q2 H1 July AugustSeptembe

r Q3Octobe

r November December Q4 H2 Year

Opening Bank Balance 0 2,708 3,675 0 1,593 9999 13,781 1,593 0 1,727 11,132 12,099 1,727 10,851 19257 22,144 10,851 1,727 0

Receipts

Customers Cash In

- Accounts Receivable 5,200 5,103 4,578 14,881 6,351 7,421 5,492 19,264 34,145 5,294 5,103 4,578 14,975 6,351 7,421 5,492 19,264 34,239 68,384

- Payments on Account 150 0 0 150 575 0 255 830 980 150 0 0 150 575 0 255 830 980 1,960

Disposal of Assets 0 0 0 0 0 1,500 0 1,500 1,500 0 0 0 0 0 1,500 0 1,500 1,500 3,000

Funding Received

- Bank Loans 0 0 0 0 5,000 0 0 5,000 5,000 0 0 0 0 5,000 0 0 5,000 5,000 10,000

- Capital Introduced 870 0 0 870 0 0 0 0 870 7,500 0 0 7,500 0 0 0 0 7,500 8,370


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Cash Flows

Receipts Subtotal 6,220 5,103 4,578 15,901 11,926 8,921 5,747 26,594 42,495 12,944 5,103 4,578 22,625 11,926 8,921 5,747 26,594 49,219 91,714

Payments

Accounts Payable -2,500 -3,002 -4,700 -10,202 -2,501 -4,005 -5,009-

11,515-

21,717 -2,520 -3,002 -4,700-

10,222 -2,501 -4,900 -5,009 -12,410 -22,632 -44,349

Salaries and Wages -500 -625 -617 -1,742 -510 -625 -617 -1,752 -3,494 -510 -625 -617 -1,752 -510 -625 -617 -1,752 -3,504 -6,998

Tax and Social Security -360 -357 -357 -1,074 -357 -357 -357 -1,071 -2,145 -357 -357 -357 -1,071 -357 -357 -357 -1,071 -2,142 -4,287

Assets Acquired 0 0 0 0 0 0 -12,500-

12,500-

12,500 0 0 0 0 0 0 -12,500 -12,500 -12,500 -25,000

Borrowings

-Capital Repayments -50 -52 -54 -156 -50 -52 -54 -156 -312 -50 -52 -54 -156 -50 -52 -54 -156 -312 -624-Interest on Amount Owed -102 -100 -98 -300 -102 -100 -98 -300 -600 -102 -100 -98 -300 -102 -100 -98 -300 -600 -1,200

Payments Subtotal -3,512 -4,136 -5,826 -13,474 -3,520 -5,139 -18,635-

27,294-

40,768 -3,539 -4,136 -5,826-

13,501 -3,520 -6,034 -18,635 -28,189 -41,690 -82,458


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Cash Flows

Net Cash In / (Out) 2,708 967 -1,248 2,427 8,406 3,782 -12,888 -700 1,727 9,405 967 -1,248 9,124 8,406 2,887 -12,888 -1,595 7,529 9,256

Closing Bank Balance 2,708 3,675 2,427 2,427 9,999 13,781 893 893 1,727 11,132 12,099 10,851 10,851 19,257 22,144 9,256 9,256 9,256 9,256


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