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Business Overview

Sports Hub will be located in Melbourne. The business will offer services in sports collectibles through various designs. The services offered will focus on designing clothing, footwear, caps with calligraphy of famous sports players in football, baseball, and cycling. This business is exiting and is expecting to reach profitability by the end of the first fiscal year. Consequently, Sports Hub is expected to generate profits in the subsequent years. This is a sole proprietor of business and will be managed by John and his immediate family members. Sole proprietor start-ups are easy to manage and decision-making is fast and efficient (Abdulsaleh & Worthington, 2013).

This business is viable because there is evidence that sports collectibles has a huge market (Chong, 2014). This market is predominantly sports jerseys and other sports collectibles. The customers for sports collectibles are both the young and the old. The popularity of eBay has influenced the growth and demand for sports collectibles. This growth has been evident in open markets. Sports Hub will segment the market into children and adults. In this case, children have been particularly found to be interested in buying football and cycling jerseys. On the other hand, adult customers are interested in playing and buying both football and cycling jerseys. With the entry of Sports Hub, this market opportunity is expected to expand due to increased competition. Additionally, the advancement in technology and emerging group of young people who are interested in sports, signals better business opportunities in future (Cho, 2014).

Having relatively high population and growing demand for well designed sports collectibles, the owner of the business has realized that the industry has not been well exploited and hence the need to venture into the proposed business. The proposed business will improve the fashion industry by taking the standards to a whole new level superior design services. The proposed business will sell its products at a negotiable and fair price to attract customers. A business idea that is not put into action cannot be viable at all (Crane & Matten, 2016).

Sports Hub business is driven by three key factors. First, the business desires to be the leading designer of sports collectible store in Melbourne. Secondly, the business is seeking to establish a constant turnover of inventory. The high turnover of inventory will be critical in attracting customers to visit the stores much more regularly. Lastly, the business is aiming at becoming a store that is known throughout Australia as a leading business in providing excellent customer services (Crane & Matten, 2016).

Market Analysis

Sports Hub is aware that for it to succeed in this industry, there are three specific undertakings that are necessary. The business is looking forward to maintain a good and comprehensive inventory. The enhancement of the inventory will act as a way of attracting more customers to browse and enquire about the products and services of the business (Brunswicker & Vanhaverbeke, 2015). Secondly, the business will develop proper mechanisms for handling customer issues promptly. The business considers customer perception as integral in influence the sale volume and the business prosperity. In this regard, the business will implement an active and efficient feedback loop. The active and efficient feedback loop will be significant in addressing customer expectations (Cavusgil & Knight, 2015). Additionally, the business is looking forward to implement strict financial control mechanisms. Lastly, the business will engage in prudent human resource management practices. There is evidence that in businesses where workers are managed properly, the level of returns is often high (Bloch & Bhattacharya, 2016

Sports Hub will target types of customers. The demographics of each group is discussed hereunder.

Children: These will comprise typically individual who are between the age of seven years to fifteen years. Children often partake in sports and above all, they engage is sports as fans. Additionally, children are in most cases interested in collecting memorabilia. It is important that however much this group don’t hold sizeable amounts of discretional income, they often get money from their parents which they save to purchase spots items (Aghdaie & Alimardani, 2015). Children like well designed products and this is where the business excels.

Adults: This market segment is very active in engaging in sports activities. Adults participate actively in sports by either playing or following it religiously. This group of customers rarely watches sports on television. They rather engage in it actively. An estimated sixty percent of adults are believed collect sports memorabilia since childhood. This trend of collecting memorabilia is still continuing into their adulthood (Crawford et al., 2015). From the national statistics, it approximated that the average income of this group of customers is forty-five percent. It is believed that most adults watch live sports at least ten times in a year.

The buying pattern among customers is dependent on the amount of knowledge in relation to the market and the age. The buying motives will be informed by the need to have as much sports collectibles as possible.

Target Customer

Most young customers have the desire to touch feel and touch the items that they are buying. On the other hand, customers who are old tend to rely so much on the product description. As such, the older customers do not wholly rely on touching and feeling products to make the buying decisions (Eid & El-Gohary, 2013). It suffices to point out that the older customers’ buying behaviour is influenced by the amount of information that they have regarding the product. Having knowledge about a product is important in the sense that customers can be speculative of the value or worth (García, 2014). 

The proposed business falls under fashion industry and it will be a medium sized type of a business. The sports collectible sector is fast gaining popularity (Aghdaie & Alimardani, 2015; Guenzi, Baldauf, & Panagopoulos, 2014). The business will ensure the use of modern technology in advertisement in order to reach many people. The business will take advantage of different seasons by offering different products and services. This will be done by increasing the amount of the products in the season when the demand is high. The sales potential for the business is big owing to increased demand for sports collectibles.

The following are some of the factors that may affect the sales of the business. One of the factors will be changes in taste and preferences of the customers. Additionally, high cost of production may lead to price increase that affects sales. Furthermore, seasonal variations will impact on the sales of the business (Guenzi, Baldauf, & Panagopoulos, 2014).

The enterprise will have five key competitors and it will offer high quality commodities and effective pricing strategies so as to cope with the competition. Some of the competitors in the business include:

  • eBay
  • Fortune Designers
  • West bank fabrics
  • Realtor jerseys 

The business has several key competitors. The tabulated data shows an analysis of competitors.

Name of the cereal shop

Strength

Weaknesses

eBay  

Uses modern technology

Competent employees

Variety of products and services

Located at the outskirts of the town hence not famous.

Offers no transportation services

Fortune Designers

Has very clean premise

Positive public image

Bargain able prices

Poor display of products small sized premise

Located away from main road

West Bank Fabrics

Good display of products

Transportation services offered to customers

Small variety of product 

Poor customers relations

Unqualified employees

Realtor Jerseys

Strategic location

Big premises

Good advertising strategies

Poor displaying of products

Poor customer care

Unfair pricing

The current market competition shows that eBay in leading due efficient use of technology and reduced cost of production (Goffee & Scase, 2015). The competition is rather stiff but with the entry of Ports Hub, it will be a cat throat competition. The Sports Hub will topple eBay to be the leading producer and marketer of sports collectibles. Several studies have supported the idea that for a business to be competitive there ought to be efficiency in the production process and investment in elaborate supply chain (Gilinsky Jr, Thach, & Thompson, 2015).

Competition

The SWOT analysis of the proposed business is important in identifying the strengths, weaknesses, opportunities, and threats that will face it. Conducting this analysis is integral in ensuring that decisions made are favourable to the business (Guenzi, Baldauf, & Panagopoulos, 2014). Further, any informed decisions on any business should informed by known factors in which it operates (Hatten, 2015). The SWOT analysis of Sports Hub business is provided in the table below.

Strengths

·         Qualified personnel

·         Technological capability

·         Proper knowledge of sports collectible market

·         Good financial planning

·         Sound management

·         Competitive pricing

·         Friendly and knowledge staff

·         Good business location

Weaknesses

·         Relatively weak financial basis

·         Limited production resources as compared to the other competitors

·         Prone to government legislations and taxation

Opportunities

·         Growing market in sports collectibles

·         Advancing technology

·         Availability of government funding for start-up businesses in Australia

·         Increasing demand of sports collectibles

·          

Threats

·         High competition that is already in the sport collectible market

·         Entry of new competitors after Sports Hub

·         Continued changes in customer tastes and preferences

·         Delays in delivery of supplies by appointed suppliers

·         Price fluctuations

·         Government regulations

The products that will be offered by the proposed business will be all sports collectibles. These designing services will be offered in the following categories of sports collectibles:-.

  • Foot-wears
  • Jerseys
  • Caps
  • Customized personal accessories.

Services offered include:

  • Selling high quality products
  • Proper packaging of goods
  • Transporting designed materials to different customer destinations

The services will be of high quality and unique so as to satisfy and attract customers. Having skilled personnel will be an added advantage over the other existing sports collectible shops because the employees will advice the customers on how to handle and use the products that they have purchased (Guenzi, Baldauf, & Panagopoulos, 2014).

The business will use the following methods of calculating the selling price of its commodities:

The enterprise will set its prices by matching with those of its competitors so as to remain competitive in the market (Jeston & Nelis, 2014). This pricing strategy is important as it creates a level playing field for completion.

The enterprise will aim at making profits and hence will sell its products by analyzing the cost of production to add a margin of profit to standardize the selling price (Kakabadse, Korac-Kakabadse, & Khan, 2015).

This refers to the pricing of products in accordance to frequency of the customers. The Sports Hub will sell its products to frequent customers who buy in bulk at lower prices (Klandt, 2015). This strategy will enhance frequency of customers thus increasing the profit margins.

Advertisements: The business will always endeavour to place ads in several places and different sources. These ads will be tailored to suit the individual needs of every market segment that include children and adults. Additionally, the ads will be in awareness creation for Sports Hub as unrivalled source of famous sports jerseys. Posters bearing the name, location, products and services available will be distributed in places where they will attract the attention of the potential customers (Liu, 2014). At the end of every season the enterprise will advertise its services to capture the potential customers. This will be done through Radio and Television which is the most populous radio station in the locality .The enterprise will also use Home Newsletter which is widely used in the locality. The business is expecting an increased interaction with its customers through social platforms (Mason, Barraket, Simnett, & Lee, 2016). These social media platforms will be used to inform customers of the new services.

SWOT Analysis

Sponsorship: Sports Hub will work towards sponsoring numerous little leagues in Melbourne. This will be necessary in introducing the business to young people who are interested in participating in sports.

Location: The choice of the location was strategic because it would provide a high number of walk-by traffic. In this regard, owing to the high number of foot traffic, the location is integral in developing the marketing plan for the business. The location of the proposed business will give it an advantage over the other existing business (Mobin & Dehghanimohammadabadi, 2014). A high percentage of customers are expected due to high demand of sportswear in the locality. 

The business environment will be designed to improve access to diverse customers. The business will provide lifts and tramps for people living with disabilities. Additionally, will strive to cultivate a friend atmosphere where customers can free express their concerns. The staffs are expected to be friendly to all stakeholders so as to improve the interpersonal relations. Further, in its second year of its operations, the business will be involved in corporate social responsibility in order to improve the well-being of the society (Mundial, 2013). Studies have shown that business and organizations that engage in corporate social responsibility attracts more customers (Blank, 2013). However, some studies have indicated that engaging in corporate social responsibity has less positive impact on a business or an organization (Anshary & Trilaksono, 2016).

The business will be located in Melbourne which is one of Australian leading cities. The business will be situated along Bourke Street.

Here customers will receive a warm reception at the business premise. The first impression that customers create about any business, influences their perception (Crane & Matten, 2016). The Sports Hub business will ensure that there is efficient customer reception.

Customers will receive inquiry what they need and the prices. The business will ensure that customers can access information relating to the products with ease. There is evidence from research that reveal the connection between customer buying behaviour and availability of product information (Ortlieb & Weiss, 2015).

After inquiry, the customers will be served depending on their demand. High quality service to customers has a bearing on their perception and buying behaviour (Rostamkalaei, & Freel, 2017). In this regard, the business will strive to accord its customers the best service.

The products will be served depending on their demands. Many studies have shown that effective packaging that suits customer needs attracts and retains them (Rubin, Aas, & Stead, 2015).

Services Offered

The business premise will be partitioned into different parts so as to enhance efficiency. The proposed layout structure for the business will encourage effective and efficient production of goods and services (Schaper, 2016). Additionally, the business compound will be secured using electric fence so as to enhance security. 

The business will acquire the facilities that are necessary for the effective business operations. The business will acquire the modern printing machines, computers, fabric machines so as to become more competitive.

The suppliers for the business will be selected based on a number of factors. Firstly, suppliers will be selected based on quality of supplies (Crane & Matten, 2016). Secondly, the business will only prefer suppliers who offer the required raw materials at a cheaper price.

The business will purpose to keep updated records of inventory. The prudent practice of inventory keeping is essential in any business (Shahriar, Schwarz, & Newman, 2016). The inventory will be used in determining customer turnover and informing financial decisions of the business.

At the start of the business, there will be no sub-contractors. The business will only engage sub-contractors after the business the third year. This is a period that the business expects to break-even.

The business will lay out strategies for managing seasonal variations. Many businesses are faced by the challenge of seasonal variations (Savage, 2016). The business will implement the following strategies to manage seasonal variation:

  • Seeking for new markets outside Melbourne
  • Scaling down production when there is low season and increasing production during peak season. 

The business will be guided by the existing relevant regulatory provisions as enacted by the government of Australia. First, the business will abide by the intellectual property as defined in law. Additionally, consumer law will guide business process to ensure that only high quality products are availed to customers (Shank & Lyberger, 2014). Further, the business will be guided by the corporate tax and the goods and services tax. Lastly, the business will be guided by the anti-trust and competition so as to enhance business ethics (Yaacob et al., 2014).

Having a human resource plan is essential in a business because provides the framework for managing resources (Sen & Cowley, 2013). Additionally, the business will create sanity in terms of job descriptions and the deliverables (Shahriar, Schwarz, & Newman, 2016). The business will have eight employees with specified positions as tabulated below.

Personnel

Duties 

Manager

·         Overseeing day-to-day running of the business

·         Making key financial decisions

·         Maintaining employee’s discipline

Design Manager

·         Managing all supplies

·         Foreseeing the design process

·         Quality assessment

·         Signing local purchase orders

·         Keeping clean inventories

Finance Officer

·         Keeping updated financial records

·         Signing requisition orders

·         Preparing employee payroll

Sales Officer

·         Seeking new markets

·         Keeping sales inventory

·         Keeping customer records relating to contacts

·         Controlling and directing sales activities

·         Checking deliveries

·         Advertising the products

·         Keeping sales records

·         Pricing commodities

Secretary

·         Taking essential notes relating to the business

·         preparing documents required by various department

·         Assisting in the display of the products.

Driver

·         Transportation of products to the markets

Messenger

·         Collecting mail

·         Loading and unloading deliveries

watchman

·         Guarding the premises

The proposed business will make arrangements to ensure that all the employees are trained and be updated on activities related to the business. For any business to develop and grow effectively there is need for training of employees (Shank & Lyberger, 2014). In this case, employees should be offered refresher courses and life skills courses to enhance their work-related competence. The trainings offered will be based on the following modes:-

Pricing Strategy

Here each employee will be trained continuously for a given period of time.

This will be undertaken at intervals and it will depend on the business performance. Employees will be allowed to take some time off from work to seek training on part time basis to promote their skills (Storey et al., 2016).

Remuneration and incentives will depend on the qualification and good job performance of the employee (Savage, 2016). Small loans will be given to employees prizes and presents will also be given to encourage them to work hard. Employees will be given breaks after 4 months and the breaks will be alternating. Employee’s salary at the starting of the business will be as follows:-

Personnel

Salary (Dollars)

Annual salary (Dollars)

Manager

1900

28000

Design  Manager

1600

19200

Finance Officer

1000

12000

Sales officer

900

10800

Secretary

  600

  7200

Driver

  500

  6000

Watchman

  500

  6000

TOTAL

7000

84000

There are government rules which must be accomplished for smooth running of the business (van Weele et al., 2016). They include the following:

After obtaining all the necessary requirements, the proposed business will obtain a trading license from the relevant government institutions before it starts (Williams & Nadin, 2013). The business will facilitate its employees to join trade unions where they can articulate their needs (Mobin & Dehghanimohammadabadi, 2014). Additionally, the business will ensure that each employee is licensed to work as per requirements of the law.

The proposed business will ensure compensation of employees in case of an accident within the business premise. There will be also a working schedule that will be adhered to strictly from Monday to Saturday. Sunday will be a resting day for the workers. In any business setup, the welfare and safety of employees is paramount. Employees should be provided with safety gear to avoid injuries (Wynarczyk et al., 2016).

time (a.m – p.m)

ACTIVITY

7.00 -7.30

Opening hours

8.00 - 1.00

Working hours

1.00 - 2.00

Lunch hour

2.00 - 7.00

Working hours

7.00p.m – 8.00 p.m

Recording of daily work

The employees will have a medical check-up certificate. The firm will be equipped with first aid kits. The business will ensure cleanliness and proper disposal of wastes. The proposed business will also acquire a health license from the public officer. This is under the public Health Act, Cap 242 which is statute making provision for the securing and maintaining of health.

The business will be a sole proprietorship and it will be owned by John who is currently pursuing a degree in Business Management. The owner of the business will be the overall manager hence she will undertake all the decisions in the business. The owner will enjoy all the profits alone. He will be able to supervise work efficiently and also be in a direct contact with the employees. The rationale for this form of business is that the owner is in a position to make decisions much easier. Additionally, profit accruing from the business is enjoyed only by the owner. Further, the owner can enhance flexibility in management because he is the boss (Yaacob et al., 2014).

Sports Hub business has three financial objectives that are aimed at enhance its profitability. Preparing financial statements is important because it guides business operation and in making sound decisions (Yaacob et al., 2016). The three objectives are delineated hereunder:

  • The business expects to attain prime cost ratio that is lower that sixty-five percent in the third year of operation.
  • Sports Hub is looking forward to a double digit growth by the second year of operation.
  • Lastly, the business will strive to ensure that its operational cost is cut by five percent in the third year. This will be achieved by making use of new technology in the production and distribution process. 

Fixed assets

Year 1(2013)

Year 2(2014)

Year 3(2015)

Business van

20000

-

-

18000

-

16000

-

-

Furniture and fittings

12000

-

-

11000

-

10000

-

-

Machinery and equipments

12000

-

-

28000

-

27000

-

-

Total Fixed Assets

62000

57000

53000

Current Assets

Cash

6000

-

-

4000

-

6000

-

-

Cash at bank

31000

-

-

45280

-

53220

-

-

Stock

12000

-

-

15000

-

12000

-

-

Total Current Assets

49080

64200

71220

Current Liabilities

Creditors

800

-

-

12000

-

10000

-

-

Unpaid bills

15000

-

-

3000

-

4000

-

-

Total Current Liability

15800

15000

14000

Working capital

33280

4920

57220

Proposed capital

95280

106200

110220

Financed By:

Loan

40000

40000

40000

Capital

40000

40000

40000

Profit

15280

26200

30220

95280

106200

110220

Particular

Amount (Dollars)

Furniture and fittings

  3000

Feasibility study

    400

License and permit

    300

Insurance

    200

Tools and equipment

12000

Telephone

    400

Stationary

       50

Rent

    500

Water

    100

Electricity installation

    200

Advertising

    400

TOTAL

17200

Item

Amount (Dollars)

Pre-operational cost

17200

Working capital

19000

Fixed assets

43750

TOTAL

80000

Item`

Amount (Dollars)

Owners equity

25000

Relatives contribution

15000

Borrowed funds

40000

Total

80000

Current Assets

Amount (Dollars)

Year 1

Amount (Dollars)

Year 2

Amount (Dollars)

Year 3

Cash at hand

800

12000

14000

Cash at bank

20000

25000

20000

Stock

12000

18000

30000

Total Current Assets

40000

55000

64000

Current Liabilities

Creditors

21000

25000

24000

Working capital

19000

30000

40000

Income

       Year 1(2011)

       Year 2(2012)

        Year 3(2013)

Sales

200000

250000

280000

Less cost of sales

Opening stock

12000

20000

Add purchase

800,000

60000

80000

Cost of goods available for sale

800,000

72000

100000

Less closing stock

120,000

-68000

20000

-52000

60000

-40000

Gross profit

132000

198000

240000

Less expenses

Electricity

140,000

4600

14000

Rent and rate

120,000

12000

12000

Water bill

4,000

600

480

Postage

1,000                              

100

100

Telephone

2,400

400

480

Advertising

120,000

4000

200

Salaries

840,000

84000

96000

License

3,000

300

14000

Transport

192,000

19400

500

Loan interest

50,000

100720

8000

-120082

12000

-139780

Profit before tax

31280

76220

100220

Tax 8 sales

16000

50000

-70000

Net profit after tax

15280

26220

30220

ITEM

(Dollars)-Year 1

(Dollars)- Year 2

(Dollars)- Year 3

Electricity

15000

14600

14000

Postage

100

200

240

Telephone

240

200

220

Transport

19200

19400

12000

Water bill

240

100

120

TOTAL

34000

34500

26580

Fixed Cost

ITEM

(Dollars)- Year1

(Dollars)- Year 2

(Dollars)- Year 3

Loan interest

5000

8000

12000

Rent

12000

12000

12000

License

300

300

500

Salaries

84000

84000

96000

Advertising

12000

14000

14200

TOTAL

133300

118300

134700

Year 1(2017)

Year 2 (2018)

Year 3 (2019)

Contribution margin

166000

215500

253500

Percentage contribution margin

64%

86%

90%

Break –even point

160024

137239

128781

Projected cash flow statement for the 1st year

Ending 31st October 2017

Inflows

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Total

Capital

80000

80000

Bal c/d

-

70157

71957

73737

80142

84953

91764

905680

88294

58813

68189

75771

507534

sales

15000

15000

15000

20000

25000

25000

20000

18000

11750

16500

16800

18000

200000

Receipt

-

-

-

-

-

-

-

-

-

-

-

-

-

Debtors

-

-

-

-

-

2000

2`000

3000

-

2000

-

-

9000

Total inflows

95000

85957

86957

93537

105142

111953

113764

111568

103044

77313

84948

93771

1162951

OUTFLOWS

transport

2000

2000

1800

2000

2200

1400

1600

1800

1800

1800

1400

2000

19200

purchases

5000

5000

5000

5000

12000

12000

15000

12000

4000

4000

4500

5000

80000

Salary

7000

7000

7000

7000

7000

7000

7000

7000

7000

7000

7000

7000

84000

Water bill

10

10

8

8

10

16

10

10

12

10

40

10

154

insurance

40

40

40

40

40

40

40

40

40

40

40

40

480

Postage

85

100

70

100

100

120

135

200

100

100

100

100

1310

Electricity

1250

1250

1250

1250

1250

1250

1250

1250

1250

1250

1250

1250

15000

Rent

1000

1000

1000

1000

1000

1000

1000

1000

1000

1000

1000

1000

12000

Pre-operational cost

17250

-

-

-

-

-

-

-

-

-

-

-

17250

Adverts

4000

-

-

4000

-

-

-

4000

-

-

-

-

12000

License

300

300

Loan interest

1000

1000

1000

1000

1000

5000

Total cash out flow

24844

13200

13220

13595

20189

20189

23196

23275

14288

20180

21188

56771

264134

Bal C/D

70157

71957

73737

80142

84953

91764

90568

88294

58813

68189

75771

37000

891342

Projected cash flow statement for the 2nd year

Ending 31st October 2018

Cash inflow  

Jan

Feb

Mar

Apr

May

June

July

Aug

Sep

Oct

Nov

Dec

Total

Beginning cash

3700

4560

5360

53060

48500

47646

50386

49828

44280

40228

38768

39500

444410

Cash sales

2000

2500

1000

2490

2950

2930

3350

3650

1550

5000

5000

6800

24000

debtors

4000

4600

5000

4800

8692

37092

Cash outflow

transport

1600

1400

1400

1800

2000

2000

1600

1400

1200

1000

1000

1000

19400

purchase

1000

19900

20000

25000

25000

29000

30000

10600

69500

Salaries& wages

7000

7000

7000

7000

7000

7000

7000

7000

7000

7000

7000

7000

84000

Water bill

20

20

20

20

20

20

20

20

20

20

20

20

240

insurance

40

40

40

40

40

40

40

40

40

40

40

40

480

postage

10

12

16

20

14

20

18

14

16

20

20

20

200

electricity

600

400

500

800

400

400

500

300

150

200

200

150

4600

Rent

100

100

100

100

100

100

100

100

100

100

100

100

12000

Advertisement

4000

5000

5000

14000

License

300

300

Loan interest

2000

2000

2000

2000

8000

Total cash outflow

23600

16580

17060

25360

15654

17260

205580

25540

180600

15460

12460

1180

219392

Net flow

45600

53620

53060

48500

47646

50386

49820

44288

40228

38768

39508

4920

507564

Projected cash flow statement for the 3rd year

Ending 31st October 2019

Cash inflow

Jan

Feb

Mar

Apr

May

June

July

Aug

Sep

Oct

Nov

Dec

Total

Beginning cash

49200

61390

69570

79310

81190

87276

88556

88556

85842

84626

84406

83386

960998

Cash sales

24000

24000

28000

28000

24000

20000

20000

18000

14000

41000

13200

12800

280000

Debtors

12000

8000

6000

26000

Total cash inflow

85200

93390

103570

107310

115190

107276

108556

106556

99842

98626

97606

96186

1219308

Cash out flow

Transport

1000

8000

1200

1400

1400

1400

1200

1200

1200

1000

1000

1000

13800

Purchases

8000

12000

12000

1000

6000

6400

5200

5000

5000

4000

4000

4000

72600

Salaries& wages

8000

8000

8000

8000

8000

8000

8000

8000

8000

8000

8000

8000

96000

Water bills

10

12

20

16

20

14

14

18

20

16

20

20

200

Insurance

200

200

200

200

200

200

200

200

200

200

200

200

2400

Postage

12

10

16

14

20

20

14

18

20

16

20

20

200

Electricity

6000

1000

1400

1200

1200

1600

1500

1500

1000

1000

1000

1000

14000

Rent

100

100

100

100

100

100

100

100

100

100

100

100

12000

Advertisement

5000

4000

5200

14200

License

500

500

Loan interest

1500

1500

1500

1500

1500

1500

1500

1500

12000

Total cash outflow

23810

23820

244260

26120

17914

18720

17420

20714

15216

14220

14220

14220

230654

Net profit

61390

69570

79310

81190

87276

88556

88556

85842

84626

84406

83386

81966

976074

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