Mission:
Business Plan A
The mission of Pamperzhou Day spa is to develop a profitable business in the region. The services offered in the parlour include therapeutic message service of high quality, caring aesthetician services with maintaining a professional environment. The messages offered are of various styles like Traditional Swedish message, Deep tissue work, Reflexology, sports message and others. Arrangements are also made for offering skin treatment, body treatments, anti aging treatment and solve other skin related problem.
Business Plan B
The plan for building Water Tower is inspired from the success of existing restaurant and coffeehouses in Atlana. The mission is to offer a quality experience to the visitor searching for dinner with popular dishes of Atlana and coffee based items. Arrangement is also made for providing entertainment to the customers within the five mile radius of the restaurant. Apart from offering local food items famous recipes from all over the world will be also offered there. Facilities for relaxation of customers are made in order to make the place a favourite pastime of people living i Atlana. In short the aim of the restaurant is to provide a complete package of services containing sensual, high quality, sophisticated food in diner as well as amazing coffeehouse experience. Additionally, Water Tower aims at conducting operation with local food retailers.
Business Plan A
The owner of Pamperzhou Day spa has long term vision Of making the business a successful venture in long run. With offering a high quality and wide variety of services the business aims to be one of the important destination choices for SPA therapy. By providing rich quality of services it aims secure its repeat business. The vision is to offer comfortable, environment friendly services and give customers experience which is something different from the existing parlour.
Business Plan B
Despite being a start up plant Water Tower has a long term vision regarding the growth of its business. Water Tower has a future prospect of becoming the first destination of choice for residents in local metropolitan areas. Not only local residents the restaurant has also plan for attracting visitors outside town. The plant projected to create 21 new jobs in terms of its operation with local retailers. The partnership with local retailers will benefit the business by generating additional revenues. Projection is also made that successful implementation of the business plan will make housing affordable; generate new jobs in the area.
Business Plan A
Business Plan A
Pamperzhou Day SPA is a start up SPA business offering a complete package of SPA service. Like any other business organization newly designed SPA business has set its objectives before designing its strategic operation. The first goal is to make a turnover of $31,000 with proving 14 services on a daily basis. This goal has to be accomplished within the third month of staring is operation. As the business gradually goes up the target is set to make the amount a little more than double of $ 62,000 within the next three month. The services offered per day then will be 29. The plant aims to have a return of approximately 90% from local client at the end of half of the year. After completion f one year operation the SPA parlous has the aim of becoming a attractive Spa destination in the community. Number of SPA services offered per day is objected to be increased to 53 per day within the first year.
Business Plan B
Before setting up a business the entrepreneur should have some clear goals or objectives. Based on these objectives, concerned plant design its business strategies. Thus, objectives are a crucial part of any business plan. Regarding the sales objective of the owner is to make sales reach to nearly $1.9 billion in the first year end. In the next year the target is to maintain a net profit of minimum 14%. Enhance monthly sales in order to make a turnover of $167,000 after fulfilment of its monthly operation in the fourth month and make the amount $220,000 by the end of its first year operation.
Business Plan A
The key strengths of the Pamperzhou Day Spa are manifold. The first strength can be discussed from the marketing perspective. The owner of the spa is a sales executive for more than 15 years. Hence the experience and the proven merit of the owner is a huge plus for the company. The second most important strength is the confidentiality, which is of supreme importance in case of any spa. Apart from the confidentiality, professionalism is also maintained. The best LMT and Aestheticians are hired. The customers are given individual and uninterrupted attention and every treatment at the spa is given according to the preference of each of the customers. The quality and nature of the treatments ensure that the customers mention the spa to their friends and acquaintances. In other words, the word of mouth publicity of the spa is huge and contributes to its success. The spa also provides the most unique and modern treatments with the world’s best quality products. The place where the spa is located is beautiful and an added bonus to its success.
Business Plan B
Business Plan B
The strengths of The Water Tower, a full service cafe cum restaurant are many. The most important aspect for any restaurant is the product quality, that is the food quality. In case of this restaurant the food quality is are of high quality. The presence of coffee-based beverages, several varieties of food and drinks and ample entertainment make the place alluring. The services provided to the customers are quite good and the waiters are diligent, efficient and courteous. The marketing for the company is also well conducted according to the location. The location of the restaurant is well accessible and the marketing is done accordingly. Finally the management of the food, costs of beverages as well as labour are given their due importance as well as the amalgamation of dining, coffeehouse as well as entertainment experience. The restaurant by its services relies on word of mouth publicity.
Business Plan A
The major weaknesses of the plan lie in its assumptions. The major issue is that the company assumes that it is operating in a strong economy without the possibility of any major recession. This assumption is risky and can lead to unaccounted losses. Secondly, being a start-up company, it faces the inevitable problems of establishment in the existing economic or financial market. This also implies that if proper sales margins are not met, there are bound to be losses to the company thereby damaging its overall reputation.
Business Plan B
The company assumes that there are not any huge changes in technology or they are not recent enough to make the use of equipment obsolete with immediate effect. The company also assumes the access to equity capital and the financing should be sufficient to maintain the financial goals and cater to the economic plan of the company. It also assumes a slow growth of economy, and almost the absence of recession. This also detrimental for the image of the company.
Business Plan A
The ability of the Spa to effectively provide services to its customers, the facilities they provide and the best of services in the business is the main competitive edge. The company being a start-up, faces competition from a variety of spas all over the world. The prices of the services, outstanding location, customer interaction make the spa a customer favourite, making it even more famous by the word of mouth publicity.
Business Plan B
Vision:
The main competitors of the Water Tower are cafes like Yin Yang, the Local Luna, nightclub like the Kaya, Cosmopolitan, Highland Bagel and Caribou coffee, clubs like the Somber Reptile as well as the Cafe Diem. The established cafes and restaurants provide a tough competition to the restaurant The Water Tower, which is relatively new. The benefits the restaurant offers are location, tax advantages. The facility’s construction allows flexible dining, entertainment as well as coffeehouse options. The benefits the restaurant provides in terms of its location as well can aim to make it a little more in stature in comparison to the others.
Business Plan A
The main strategy of Pamperzhou Day Spa is the implementation of aggressive marketing and networking for the community people by providing them with best services. Effective marketing and sales strategy are the major strengths of the company. Pamperzhou Day Spa has adopted the strategy of local advertisements and seasonal promotion for their business. Pamperzhou Day Spa uses local newspaper and local flies for their advertisement campaign.
In addition, there will be seasonal promotion in the festivals. Local networking strategy includes various charities, women’s group, membership with Metropolis Chamber of Commerce and others. Pamperzhou Day Spa is providing health care referees to their customers that are an effective strategy. Pamperzhou Day Spa has tied up with various hotels to provide their customers with spa facility and this is an effective strategy to increase the customer base. Pamperzhou Day Spa will be available in all major search engines so the customers can easily find them. Another major marketing strategy of Pamperzhou Day Spa is to set up their business in a busy area so that it can catch the eyes of people. The owner of Pamperzhou Day Spa has visited the most famous spas all over the world in order to get good ideas for the business.
Business Plan B
The major sales strategy of Watertower is to satisfy the people of Atlanta residents with their foods and beverages. The second strategy is to fully utilize the hotels of the area by maintaining happy relationships with the planners. Another major strategy of Watertower is to target the lunch customers of downtown and midtown businesses. The main objective of the marketing strategy of Watertowe is to deliver products of good quality. As per the strategy of Watertower, the concept and message of the company must fit the positioning strategy of Watertower. Thus, Watertower communicates their business message in various media form, radios, televisions and others. Another major strategy is to develop cordial relationships with hotels. As per the sales strategy, the adoption of special event sales, music related special events, artists special events are effective parts. Watertower has priced their products effectively so that they can get repeat customers. Watertower ahs strategic alliance with the employees of at Emory University, the Historic District Development Corporation, the Atlanta Executive Network, The Atlanta Convention and Visitors Bureau.
Business Plan A
Business Plan A
The required resources of Pamperzhou Day spa are as below:
|
Start-up Expenses |
|
|
Legal |
$2,500 |
|
Printing, stationery, bags, grand opening coupons |
$3,500 |
|
Brochures |
$500 |
|
Construction/Design |
$45,000 |
|
Insurance |
$2,000 |
|
Rent |
$17,000 |
|
Research and Development |
$0 |
|
Advertising |
$5,000 |
|
Accountant |
$950 |
|
Linens |
$4,000 |
|
Other |
$0 |
|
Total Start-up Expenses |
$80,450 |
|
Cash Required |
$35,000 |
|
Start-up Inventory |
$6,000 |
|
Other Current Assets |
$32,095 |
|
Long-term Assets |
$0 |
|
Total Assets |
$73,095 |
|
Total Requirements |
$153,545 |
As per the above table, some major assets are required for Pamperzhou Day spa. Liquid cash is requires for various start up expenses of the cafe. After that, some inventories are required for the business. Some other current assets are required. Long-term assets like machineries, tools, building and others are required for the business. Cash is required for the above mentioned expenses.
Business Plan B
The required resources of Watertower cafe are as below:
|
Legal |
$2,000 |
|
Stationery etc. |
$500 |
|
Brochures |
$500 |
|
Consultants |
$1,500 |
|
Insurance |
$1,745 |
|
Debt Service |
$5,000 |
|
Licenses/Tax/Deposits |
$12,000 |
|
Expensed Equipment |
$36,600 |
|
Employee/Payroll |
$26,834 |
|
Accounting |
$1,000 |
|
Soft Opening Expense |
$4,000 |
|
Grand Opening Advertising |
$3,000 |
|
Misc. Expenses |
$2,000 |
|
Total Start-up Expenses |
$96,679 |
|
Cash Required |
$100,000 |
|
Start-up Inventory |
$61,157 |
|
Other Current Assets |
$0 |
|
Long-term Assets |
$595,040 |
|
Total Assets |
$756,197 |
|
Total Requirements |
$852,876 |
According to the above table, some specific resources are required for the business. Liquid cash is required in order to pay for the above mentioned expenses. Apart from this, opening inventory is essential for the business of Watertower. In addition, other current assets are also required for the company. The required long-term assets includes machineries, building and others.
Business Plan A
The performance of Pamperzhou Day spa can be measured with the help of financial ratios. They are discussed below:
|
Ratio Analysis |
|
|||||
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Industry Profile |
|
|
Sales Growth |
n.a. |
4.04% |
5.02% |
5.11% |
3.81% |
3.43% |
|
Accounts Receivable |
3.78% |
3.08% |
2.18% |
1.95% |
1.49% |
4.05% |
|
Inventory |
4.64% |
1.54% |
1.85% |
1.65% |
1.49% |
4.35% |
|
Other Current Assets |
11.98% |
9.19% |
6.76% |
5.26% |
4.22% |
30.50% |
|
Total Current Assets |
100.00% |
99.44% |
99.18% |
99.37% |
99.50% |
38.90% |
|
Long-term Assets |
0.00% |
0.56% |
0.82% |
0.63% |
0.50% |
61.10% |
|
Total Assets |
100.00% |
100.00% |
100.00% |
100.00% |
100.00% |
100.00% |
|
Current Liabilities |
40.46% |
18.89% |
12.75% |
8.94% |
7.20% |
20.63% |
|
Long-term Liabilities |
0.00% |
0.00% |
0.00% |
0.00% |
0.00% |
25.37% |
|
Total Liabilities |
40.46% |
18.89% |
12.75% |
8.94% |
7.20% |
46.00% |
|
Net Worth |
59.54% |
81.11% |
87.25% |
91.06% |
92.80% |
54.00% |
|
Sales |
100.00% |
100.00% |
100.00% |
100.00% |
100.00% |
100.00% |
|
Gross Margin |
46.31% |
47.26% |
47.26% |
47.17% |
47.19% |
100.00% |
|
Selling, General & Administrative Expenses |
90.28% |
94.36% |
90.99% |
0.00% |
0.00% |
69.59% |
|
Advertising Expenses |
0.00% |
0.01% |
0.01% |
0.01% |
0.01% |
2.76% |
|
Profit Before Interest and Taxes |
18.78% |
20.23% |
20.39% |
20.74% |
21.30% |
4.07% |
|
Current |
2.47 |
5.26 |
7.78 |
11.11 |
13.82 |
1.17 |
|
Quick |
2.36 |
5.18 |
7.63 |
10.93 |
13.61 |
0.82 |
|
Total Debt to Total Assets |
40.46% |
18.89% |
12.75% |
8.94% |
7.20% |
58.83% |
|
Pre-tax Return on Net Worth |
95.65% |
60.66% |
44.05% |
35.25% |
29.64% |
4.43% |
|
Pre-tax Return on Assets |
56.95% |
49.20% |
38.43% |
32.10% |
27.50% |
10.76% |
|
Additional Ratios |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|
Net Profit Margin |
13.35% |
14.43% |
14.57% |
14.90% |
15.29% |
n.a |
|
Return on Equity |
68.94% |
43.68% |
31.64% |
25.38% |
21.29% |
n.a |
|
Accounts Receivable Turnover |
2.39 |
2.39 |
2.39 |
2.39 |
2.39 |
n.a |
|
Collection Days |
77 |
148 |
156 |
143 |
157 |
n.a |
|
Inventory Turnover |
10.15 |
6.72 |
10.32 |
9.17 |
9.33 |
n.a |
|
Accounts Payable Turnover |
7.12 |
12.17 |
12.17 |
12.17 |
12.17 |
n.a |
|
Payment Days |
27 |
41 |
29 |
29 |
30 |
n.a |
|
Total Asset Turnover |
3.07 |
2.45 |
1.90 |
1.55 |
1.29 |
n.a |
|
Debt to Net Worth |
0.68 |
0.23 |
0.15 |
0.10 |
0.08 |
n.a |
|
Current Liab. to Liab. |
1.00 |
1.00 |
1.00 |
1.00 |
1.00 |
n.a |
|
Net Working Capital |
$159,528 |
$281,282 |
$410,428 |
$551,427 |
$701,667 |
n.a |
|
Interest Coverage |
72.59 |
110.57 |
187.22 |
500.40 |
4,267.96 |
n.a |
|
Assets to Sales |
0.33 |
0.41 |
0.53 |
0.64 |
0.77 |
n.a |
|
Current Debt/Total Assets |
40% |
19% |
13% |
9% |
7% |
n.a |
|
Acid Test |
2.26 |
5.02 |
7.46 |
10.71 |
13.41 |
n.a |
|
Sales/Net Worth |
5.16 |
3.03 |
2.17 |
1.70 |
1.39 |
n.a |
|
Dividend Payout |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
n.a |
It can be seen that up to the fourth year, there was a steady growth in the sales. However, the growth dropped in the 5th year. Still, the sales growth is more than the industry average. It can also be seen that there has been a steady growth in the net worth of the company and it is more than that of the industry average. There has also been increase in the PBIT (Profit Before Interest and Tax) of the company throughout the five years. Net profit margin of the company is growing in a strong rate. However, there has been continuous decrease in the return on equity. As per the debt ratio, the debt position of the company is good. The liquidity position of the company is also good.
Business Plan B
The performance of Watertower Cafe can be measured with the help of financial ratios. They are discussed below:
|
Ratio Analysis |
|
|||
|
Year 1 |
Year 2 |
Year 3 |
Industry Profile |
|
|
Sales Growth |
n.a. |
7.54% |
9.42% |
7.60% |
|
Inventory |
12.99% |
8.66% |
7.35% |
3.60% |
|
Other Current Assets |
0.00% |
0.00% |
0.00% |
35.60% |
|
Total Current Assets |
41.07% |
54.57% |
67.31% |
43.70% |
|
Long-term Assets |
58.93% |
45.43% |
32.69% |
56.30% |
|
Total Assets |
100.00% |
100.00% |
100.00% |
100.00% |
|
Current Liabilities |
15.66% |
9.07% |
8.96% |
32.70% |
|
Long-term Liabilities |
66.93% |
49.91% |
34.57% |
28.50% |
|
Total Liabilities |
82.59% |
58.98% |
43.53% |
61.20% |
|
Net Worth |
17.41% |
41.02% |
56.47% |
38.80% |
|
Sales |
100.00% |
100.00% |
100.00% |
100.00% |
|
Gross Margin |
38.34% |
45.69% |
47.89% |
60.50% |
|
Selling, General & Administrative Expenses |
30.51% |
30.77% |
29.62% |
39.80% |
|
Advertising Expenses |
0.73% |
0.68% |
0.62% |
3.20% |
|
Profit Before Interest and Taxes |
12.63% |
21.75% |
25.96% |
0.70% |
|
Current |
2.62 |
6.01 |
7.51 |
0.98 |
|
Quick |
1.79 |
5.06 |
6.69 |
0.65 |
|
Total Debt to Total Assets |
82.59% |
58.98% |
43.53% |
61.20% |
|
Pre-tax Return on Net Worth |
131.28% |
89.19% |
63.15% |
1.70% |
|
Pre-tax Return on Assets |
22.86% |
36.58% |
35.67% |
4.30% |
|
Additional Ratios |
Year 1 |
Year 2 |
Year 3 |
|
|
Net Profit Margin |
7.89% |
14.93% |
18.16% |
n.a |
|
Return on Equity |
99.24% |
66.89% |
47.10% |
n.a |
|
Inventory Turnover |
10.91 |
10.62 |
11.18 |
n.a |
|
Accounts Payable Turnover |
11.72 |
12.17 |
12.17 |
n.a |
|
Payment Days |
28 |
32 |
29 |
n.a |
|
Total Asset Turnover |
2.19 |
1.84 |
1.46 |
n.a |
|
Debt Ratios |
||||
|
Debt to Net Worth |
4.74 |
1.44 |
0.77 |
n.a |
|
Current Liab. to Liab. |
0.19 |
0.15 |
0.21 |
n.a |
|
Net Working Capital |
$253,583 |
$582,217 |
$1,025,096 |
n.a |
|
Interest Coverage |
5.74 |
11.81 |
16.12 |
n.a |
|
Assets to Sales |
0.46 |
0.54 |
0.68 |
n.a |
|
Current Debt/Total Assets |
16% |
9% |
9% |
n.a |
|
Acid Test |
1.79 |
5.06 |
6.69 |
n.a |
|
Sales/Net Worth |
12.58 |
4.48 |
2.59 |
n.a |
|
Dividend Payout |
0.00 |
0.00 |
0.00 |
n.a |
As per the above table, there has been a steady sales growth over the three years. In case of the net worth of the company, there has been a massive growth over the three years. The Profit before Interest and Tax has also increased in large margins over the three years. Net profit margin has also been increased all over the three years. As per the above table, the debt position of the company is also good.
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