Business Overview : ' Pursuits '

My business strategy is to purchase an existing tea and coffee shop which is located a mile away from where I work in Ashburn, Virginia, the business is call Sakasa tea and coffee. Sakasa is located next door to George Washington University and directly across is a chick fil a and a small hotel also it is right off a major highway so it has a great location. The reason the owner is selling is because of health issue and as a result, he cannot run the business the way it should. The business is making a profit of $2000.00 dollars a month on average after paying all expense. But I feel he can generate $5000.00 a month on average if he markets the business. The current

Consequently, this company can expand the fruit nectar production line to attract new consumers. The down-side to utilizing this structure is that the price at retail will be significantly higher than the other modes of distribution. However, since the target consumer is not sensitive to price and have high disposable incomes, this should not pose a systemic problem for this firm.

This section provides students with an understanding of key financial concepts essential for the planning of small businesses. Students will be expected to carry out calculations and to be able to interpret their results.

Strengths: Updated technology plant Quality product Specialists available for specialized jobs and tasks Hire experienced staff Medical insurance of employees Pakistani made Targeted to low and middle class people. Reasonable price Expiry date above 6 months Weakness New in juice industry Small distribution network Strong competitor No market share Limited experience of customers Opportunities Increase the distribution network.

I would like to open a juice shop , from the morning time from 7am - 4pm for those people who are looking for a fresh juice with a break fast

I have project that the first-year revenue of $20,000 and a 15% growth rate for the next two years. The complete cost of sales is projected to average 50% of gross sales, including 40% for the purchase of equipment and 10% for the purchase of additional items. Net income is projected to reach $70,000 in four three as sales increase and operations become more

Our product is Jamba Juice and our target country is Spain. We chose this product because it has grown to become one of the nation’s best-known smoothie chains, emphasizing the benefits of a healthy lifestyle and because the company is looking for international expansion opportunities. We chose Spain as our target country for expansion of our product due to its current economic status and economic growth forecasts for the future. This combination provides the firm with an opportunity to offer our product to a growing economy and marketplace.

Webmasters.com has developed a powerful new server that would be used for corporations’ Internet activities. It would cost $10 million at Year 0 to buy the equipment necessary to manufacture the server. The project would require net working capital at the beginning of each year in an amount equal to 10% of the year's projected sales; for example, NWC0 = 10%(Sales1). The servers would sell for $24,000 per unit, and Webmasters believes that variable costs would amount to $17,500 per unit. After Year 1, the sales price and variable costs will increase at the inflation rate of 3%. The company’s

The business unit strategies inevitably require investments in accounts receivable, inventories, plant & equipment, and possibly, acquisitions. Step 3 of the process is an attempt to estimate the amount that will be tied up in each of the asset types by virtue of sales growth and the improvement/deterioration in asset management. An analyst can make a rough estimate by studying the past pattern of the collection period, the days of inventory, and plant & equipment as a percent of cost of goods sold; and then applying a “reasonable value” for each to the sales forecast or the forecast of cost of goods sold. Extrapolation of past performance assumes, of course, that the future underlying market, competitive and regulatory “drivers” will be unchanged from the conditions that influenced the historical performance.

|won’t move from the traditional way of buying produce. |Brick and mortar expansion, while this company sits in one location, |

As Top Juice transitions from a small family business with a little infrastructure in terms of staff, rapid

components: (1) a fixed part and (2) a variable part (% of sales) both as indicated in table A below. Sales for next year will be $4 million. Working capital needs will vary with sales in the manner described below. The marketing department has been able to determine what portion of S&A expenses is variable and related to

When the busy season ended, it was time for the boys to return to Brown and complete their education. Little did they know they were on the brink of discovering a multi-million dollar business with only a strong entrepreneurial spirit, a modest amount of money and a recipe for success. They could not know it then, but Allserve would lead them to the first channel of distribution for their future juice business.

The actual production would begin in the third quarter of this year, therefore only half year’s depreciation should be counted on Equipment and IT communication in 2004 (According to Appendix A). The following years (2005-2008) incremental cash flows are computed by the same method. However as the IT equipment and furnishings would be depreciated on a straight line basis over 3 years, thus in year four (2007), there would be only half a year’s deprecation left and after that it will be used up. The last year’s net cash flow in 2009 should be included the extra terminal Value on that year, which includes 24 years’ residual value on building and one year and a half residual value on equipment totaled $2,990,412 with two assumptions of by using residual book values for the building and operating equipment and there will be no further NWS advantage after year 2009. Finally, by obtaining 6 years’ incremental cash-flows and discounting them back to time zero (with the estimate rate of return by 15%) lessing initial cost to get an appealing NPV of $1190528 (Luehrman, p. 3).

After making some wise short-term investments at a race track, Chris Low had some additional cash to invest in a business. The most promising opportunity at the time was in building supplies, so Low bought a business that specialized in sales of one size of nail. The annual volume of nails was 2,000 kegs, and they were sold to retail customers in an even flow. Low was uncertain of how many nails to order at any time. Initially, only two costs concerned him: order-processing costs, which were $60 per order without regard to size, and warehousing costs, which were $1