Executive Summary
Bright Future Youth and Family Services is a private nonprofit organization that serves more than 7,000 children, youth and families each year in Lane County, Oregon. We provide a continuum of services ranging from prevention to treatment for clients ranging in age from two to 24. Our agency also works closely with, and helps shape, the major systems that impact the young people and families in our community and state. You will find us involved in such diverse areas as mental health, juvenile justice, positive youth development, education, and work readiness.
The Chambers School and Career Center is one of ten tax-exempt nonprofit programs of Bright Future Youth and Family Services. Our mission is to assist at-risk youth in the Eugene/Springfield area in becoming productive citizens by providing a learning and work environment where they feel challenged, respected, and accountable as they strive to meet the demands of adulthood. We have a staff of approximately 250 employees and also utilize several volunteers each year who play a vital role in the organization. Bright Future prides itself on its diversity of funding sources that make for a fiscally strong organization. Agency revenues come from governmental contracts, charitable gifts, United Way funding, and fees for service.
Chambers School is proud to be the premier provider of at-risk youth alternative education and career assistance in Lane County, and seeks to make this experience even more valuable for its clients. This is done through a series of curricula funded by the Lane Workforce Partnership, Oregon Youth Conservation Corps, Oregon Department of Human Resources, and the local school districts. The most recent program we have developed is a culinary arts program in which students learn about food preparation and safe handling and then put this knowledge to use by preparing lunches for their peers at the Chambers School. After completing the 9-week curriculum, students are placed with a local food service business for a 60-hour practical training where they can continue to develop their skills. Currently, the culinary arts program is available to five students per 9-week school term, or approximately 25 students per year. Students enrolled in the program are selected because of their sincere interest in the culinary field and their excellent attendance.
After a successful first year of operating the culinary arts program, we are looking to expand the program further. By developing the program into a full day program of academics and culinary arts training, we can develop an entrepreneurial curriculum that will allow our students to gain an insight into the operation of a small business. Specifically, by launching a lunch box catering business (called the Catering For Kids), we could offer our students the opportunity to gain valuable work experience for which they can earn both school credit and a stipend, acquire entrepreneurial business skills and achieve a real sense of accomplishment. According to the National Foundation for Teaching Entrepreneurship, entrepreneurial training can help foster in students a sense of vision and personal responsibility for their future, creating a beneficial effect on self-esteem and outlook.
However, major challenges face Catering For Kids in the future. These include the need to:
- Fund the program, including possible expansion of the existing commercial kitchen or lease of a larger kitchen off-campus.
- Employ additional staff to teach the afternoon curriculum.
- Purchase the additional food inventory required to launch the catering business.
The Board of Directors, staff, and volunteers of Bright Future continue to work toward providing a quality experience in the most effective and efficient manner possible with optimism for the future of this program.
1.1 Mission
Catering For Kids is dedicated to providing at-risk youth with an opportunity to gain work experience and transferable skills by providing our customers with healthy, homemade foods and excellent service at reasonable prices. Employees of Catering For Kids will be students who are enrolled in the culinary arts program at the Chambers School and Career Center and are interested in gaining work experience in the restaurant and food services industry. The experiences the students have while participating in this program will assist them in making the transition from school to work and will allow them to develop entrepreneurial skills that will be transferable to any job in the future.
1.2 Keys to Success
- Cultivate an identity (brand) for the Catering For Kids business in the Eugene/Springfield community.
- Expand our customer base into new areas within Eugene/Springfield.
- Hire a year-round business manager for the catering business, thereby providing student employment twelve months of the year.
- Expand the donor/corporate partner base and corporate contributions that add to the financial resources of Chambers School's programs.
- Provide students with entrepreneurial job skills that can open doors to future employment opportunities.
- Acquire additional equipment to support future growth and offer greater flexibility, leading to expanded services offered by Catering For Kids that will further the goal of providing valuable work opportunities for homeless and at-risk youth.
1.3 Objectives
- Enroll approximately 25 Chambers School students for stipend and school credit based positions in the next school year.
- Serve a sufficient number of clients to break even financially, covering pay for student employees, staff and all inventory expenses.
- Move from serving internal clients of Bright Future to external clients, especially other nonprofit organizations.
- Develop an entrepreneurial curriculum for the culinary arts program and other students of Chambers School.
Organization Summary
The Chambers School and Career Center is an accredited alternative school, offering education and vocational training for out-of-school youth, ages 14 to 21.
Our mission is to help prepare young adults to become productive citizens by providing a work and learning environment where they feel challenged, respected, and accountable as they strive to meet the demands of adulthood.
The program is funded by the Lane Workforce Partnership, Oregon Youth Conservation Corps, Department of Human Resources, and the local school districts.
Services:
- Comprehensive career and basic skills assessment.
- Basic skills instruction (reading, writing, and math).
- Credit recovery toward a high school diploma.
- General Education Development (GED) instruction.
- Basic computer skills instruction.
- Parenting and life skills instruction for pregnant and parenting teens through the Teen Parent Program.
- Pre-Employment skills training and job search assistance and placement.
- Work experience and credit recovery through Lane-Metro Youth Corps and Bright Future, Inc., an electronic assembly training program.
- Work-based learning opportunities.
- Access to community resources.
- Assistance with transportation, job search clothing, child care, and GED testing fees.
- Independent Living Skills Program for youth in foster care.
Eligibility: Academic Program, youth ages 14 to 21; Lane-Metro Youth Corps, youth ages 14 to 24; and Bright Future Inc., youth ages 16 to 20.
Staff: The staff are experienced employment and training professionals. Classroom instructors are certified teachers with experience working with youth from various backgrounds, needs and abilities.
2.1 Legal Entity
Bright Future Youth and Family Services is a 501(c)3 tax-exempt not-for-profit organization that provides the children, youth and families of Lane County with a full range of human services, from prevention to treatment. Created in 1970, Bright Future is committed to serving youth and offers innovative programs that span the field of mental health, juvenile justice, employment and education. We deal with such critical issues as homelessness, substance abuse, delinquency, child abuse, delayed education and unemployment. We also strive to uphold the following values:
- Providing quality services to all of our clients, regardless of age, sex, race, color, religion, national origin, sexual orientation, mental or physical disabilities or ability to pay for services.
- Showing sensitivity and caring.
- Being accountable and responsive.
- Pursuing professional excellence.
- Offering a fulfilling work experience and professional development for its employees.
Bright Future is made up of ten programs that serve the varied needs of the community, including:
- Adolescent Recovery Program: Outpatient drug and alcohol treatment for youth ages 18 and younger.
- Crosstown Counseling Center: Outpatient mental health services for children ages two to 21, and their families.
- Brooks Evaluation and Treatment Center: Short-term residential services for girls ages 11 to 17.
- Center Point Schoolhouse: Academic and therapeutic services for youth with mental health issues ages 11 to 17.
- In Roads: Transitional and independent living for homeless youth ages 14 to 21.
- New Directions: Residential alcohol/drug treatment and education for Lane County juvenile offenders ages 12 to 18.
- Chambers School and Career Center: School-to-work program for out-of-school youth ages 14 to 21.
- Station 9: Emergency shelter and 24-hour crisis intervention for runaway and homeless youth ages 11 to 17.
- Stepping Stones: Community-based residential treatment for boys ages 12 to 18.
- Sumner Transition Shelter: 24-hour supervised group living for young men ages 12 to 17.
Today, Bright Future has the reputation for being a leader in the nonprofit sector with its state-of-the-art services and business-like operations. Bright Future, and the Chambers School and Career Center, are proud of the role we play as a member of the community.
2.2 Start-up Summary
Our start-up costs primarily cover inventory costs, marketing materials, and the services of a business consultant from the University of Oregon. The assumptions are shown in the following tables and chart. We will use existing assets in order to keep start-up expenses and need for capital assets down in the early stages of operation.
Start-up Requirements | |
Start-up Expenses | |
Dept. of Health Fees | $75 |
Brochures | $655 |
Consultants | $2,000 |
Lease (Commercial kitchen) | $11,076 |
Expensed Equipment | $100 |
Software | $645 |
Total Start-up Expenses | $14,551 |
Start-up Assets | |
Cash Required | $15,449 |
Start-up Inventory | $0 |
Other Current Assets | $0 |
Long-term Assets | $0 |
Total Assets | $15,449 |
Total Requirements | $30,000 |
Start-up Funding | |
Start-up Expenses to Fund | $14,551 |
Start-up Assets to Fund | $15,449 |
Total Funding Required | $30,000 |
Assets | |
Non-cash Assets from Start-up | $0 |
Cash Requirements from Start-up | $15,449 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $15,449 |
Total Assets | $15,449 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $0 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $0 |
Capital | |
Planned Investment | |
Grantor 1 | $30,000 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $30,000 |
Loss at Start-up (Start-up Expenses) | ($14,551) |
Total Capital | $15,449 |
Total Capital and Liabilities | $15,449 |
Total Funding | $30,000 |
2.3 Locations and Facilities
Catering For Kids will be located inside the Chambers School and Career Center at 1390 Keasey Boulevard in Eugene, Oregon. The school facility includes a commercial kitchen that is licensed by the Oregon Department of Human Services to serve the public. Currently, the kitchen is used by the culinary arts program to prepare and serve breakfast and lunch for students during each school year.
Products
The Catering For Kids will offer its clients a variety of healthy, fresh lunch options. These options are described in detail in the following section. Our menu will be reviewed and modified regularly, allowing us to constantly provide new and appealing boxed lunch options for business meetings.
3.1 Product Description
Corporate customers demand that food and presentation quality be consistently high, which is why Catering For Kids will strive to maintain the best quality possible. For example, our ingredients include excellent products like Tillamook cheeses, La Petite Croissant Bakery breads, College City coffee and Martinelli's sparkling apple juice. Our cookies are fresh baked daily and each boxed lunch is packed with the utmost care in environmentally responsible packaging. Sandwiches are hand-wrapped in deli paper and are closed with our signature label and thank you card, a sign of ongoing committment to serving only the best-quality foods and to giving at-risk youth in the Eugene/Springfield area the opportunities they deserve.
Food Product Descriptions
Boxed lunches: a sandwich or salad with dressing packet, deli salad (i.e. pasta salad or cottage cheese, cinnamon and fresh fruit), fresh seasonal fruit, chips and a cookie. Sandwich or salad options will include:
- Roast beef and havarti dill sandwich;
- Avocado, smoked turkey, lettuce and tomato sandwich;
- Chicken caesar salad sandwich;
- Chicken salad with red grapes croissant sandwich;
- Garden hummus and provolone sandwich;
- Hawaiian sunrise with turkey ham;
- Pear, walnut and goat cheese salad.
Buffet style lunches:
- Party platters of meats, cheeses, breads, fruit, condiments, chips and dessert;
- Sandwich wrap platters with several deli salad options, fruit, chips and dessert;
- Baked potato bar with toppings, macaroni salad, fruit and dessert;
- Lasagna bar (including several types) with french bread, salad and fruit and desert;
- Taco salad bar with fresh toppings, taco shells and fresh salsas.
Both styles of lunch catering will include vegetarian, low-fat, dairy-free and allergy-free options and we plan to modify individual meals at our customer's request. Our desserts include freshly baked cookies and dessert bars. Chips will be 1-1.5oz. store-bought packages with a variety of popular flavors available. Each lunch box will include one package each of mayonnaise, dijonaise deli mustard, a plastic fork, our trademark blue straw and thank you card, a napkin and a Euphoria chocolate. Salads will come with the customer's choice of dressings, packaged on the side. We will offer one variety of dressing that is homemade in our kitchen; others will be store-bought individual packets.
Beverages will be available for purchase and will include a variety of fruit juices, sparkling water and soda.
Both buffet and boxed style lunches must be ordered three days in advance so that our staff has adequate time to prepare the meal. A minimum order of 10 is required for all buffet style lunches. There will be no minimum for boxed lunch orders.
3.2 Alternative Providers
A number of other caterers offer boxed lunches for business clients. However, none of these businesses specialize in serving the nonprofit sector, nor are they themselves a nonprofit that benefits the local community. Catering For Kids will specialize in developing excellent relationships with its nonprofit clientele. We believe that this unique position, combined with competitively priced, fresh, high-quality meals will set Catering For Kids apart as the premier caterer for the Lane County nonprofit sector.
3.3 Printed Collaterals
Literature used by Catering For Kids will include our organization's goals, logo, website and physical addresses as well as a sincere thank you to our customers for supporting our organization. Our menu, for example, is an excellent example of the type of literature that we are proud to use to promote our business.
3.4 Sourcing
Food products for meal preparation will be purchased by the Catering For Kids marketing manager at local grocery wholesalers, either Costco or United Grocers using a business account.
Staff to prepare the food will be current students of the Chambers School's Culinary Arts Program. These students will receive a stipend for their work as well as school credit.
Food preparation will be supervised by the Chambers School's Culinary Arts instructor. Management of Catering For Kids itself, including finances, marketing and building client relationships, will be handled primarily by a paid part-time staff member.
3.5 Technology
So far, only three Eugene caterers offer online ordering, which means that the primary methods of ordering catered lunches in Eugene/Springfield is still by phone or fax. Catering For Kids will offer fax/phone ordering with either trained students or staff taking orders with a minimum two days in advance of delivery. During this first year, Catering For Kids will primarily serve Bright Future internal customers only and online ordering will be unnecessary. However, in the long term as more customers become used to ordering lunch online, Catering For Kids may update its website to receive online orders.
During year two, Catering For Kids will have a website that includes its complete menu and contact information. We will include this website address on as many printed materials as possible. For example, our thank-you notes, which will be included in every boxed lunch, will have our website address printed on them. The administrative offices of Bright Future currently updates and maintains the organization's websites and we anticipate that this department will also handle the design and creation of the Catering For Kids website.
3.6 Future Products
As our business grows, we foresee the need to expand our current kitchen, which may mean opening a second location in which students can work to prepare meals and receive instruction. This additional kitchen must meet strict guidelines set forth by the Department of Human Services and will require our students to be transported to and from this location under adult supervision. However, this second location will allow Catering For Kids to allow an even greater number of at-risk youth to gain valuable work experience before they graduate, thus furthering the ultimate goal of Catering For Kids.
Market Analysis Summary
According to the Eugene Area Chamber of Commerce, "[a]t the heart of the Eugene economy are the homegrown small and medium-sized businesses. Most of Eugene's businesses employ fewer than 20 workers. From specialty retail shops to financial service firms, from management consultancies to ethnic groceries, Eugene's small business community is diverse, active, thriving and well-supported. Including sole proprietorships and limited partnerships, there are more than 10,000 businesses in and around Eugene." Eugene/Springfield's population has grown 3.95% on average since 1998 and this new growth has meant new businesses and expanding opportunities for catering companies who can serve these businesses' needs.
Catering For Kids anticipates that Eugene/Springfield businesses have unmet demand for catered lunch meetings and other events. And unlike other restaurant and food-related businesses, business to business catering is not as cyclical as business to consumer catering. Businesses continue to have lunch meetings and employees who wish to purchase their lunches year round. In order to gain some insight into the market size and demand, we undertook some limited market research. An email survey was sent to 144 Lane County nonprofit organizations that requested their current or future demand for catering services and their interest in patronizing a nonprofit catering business. We received many responses like the ones that follow.
"I think that this is a great idea and could be a good resource for the community. Springfield/Eugene Habitat for Humanity does not host many lunchtime meetings, however there is a group of about 13 or 14 Executive Directors of Habitat affiliates that meet here about every three months that might use your service." - Susan Brown, Volunteer Coordinator, Eugene/Springfield Habitat for Humanity
"...if we do have an event that we need catering we will call your program first. We have a policy of using nonprofit organizations for services first." - Bob Smith, Exec Dir, Pacific Youth Corps of Oregon
"Our needs for catering are not very large, maybe a few times a year. However, you may contact me to discuss the program. My son attends Chambers School and I would welcome hearing more details." - Mark West, Lane County Agricultural Museum
"We do have General Membership Meetings where we require a venue for 50 to 100 people. I'm not involved with arranging the meetings but do know that our organization is in need of a place to meet where food and beer can be served. Perhaps you will hear from Dave - I think the first meeting is usually in October." - Emily, Graduate Teaching Federation Office
4.1 Market Segmentation
Catering For Kids will serve three primary groups of customers. As our business grows, we will begin serving these groups in the order listed below as each new customer group represents a larger step into the community and therefore requires Catering For Kids to differentiate itself further from local for-profit caterers. All of our target customers may be defined as corporate clients who are continually looking for new, refreshing meals to eat at recurring lunchtime meetings.
1. Internal Bright Future Customers:
- Board of Directors meetings, serving 35-45 meals per month in either a buffet or lunch box format.
- Board Sub-committee meetings, serving 40-50 meals per month in either a buffet or lunch box format.
- Bright Future Counseling Center meetings, serving approximately 25 meals each week in either a buffet or lunch box format.
- Miscellaneous meetings throughout the Bright Future organization, which has over 250 employees on staff.
- Rolling cart lunch service at various Bright Future locations in Eugene/Springfield, serving boxed lunches and beverages only.
2. Nonprofit External Customers:
- Catered meetings held by other nonprofit clients.
3. For-profit External Customers:
- Rolling cart boxed lunch and College City coffee service in local government or private sector offices that are underserved by local restaurants and coffee shops.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Internal Customers | 1% | 1 | 1 | 1 | 1 | 1 | 0.00% |
Nonprofit External Customers | 13% | 13 | 13 | 15 | 17 | 19 | 9.95% |
For-profit External Customers | 4% | 4 | 4 | 4 | 4 | 4 | 0.00% |
Total | 7.46% | 18 | 18 | 20 | 22 | 24 | 7.46% |
4.2 Target Market Segment Strategy
Catering For Kids' target market segment is nonprofit customers (including internal customers). We plan to target this group for several important reasons. First, we are a nonprofit organization and believe that we are better positioned to serve the needs of other nonprofits. Secondly, we believe that nonprofit organizations are more likely to try and continue to use a fellow nonprofit for catering services. And thirdly, we do not intend to jump into the commercial catering market in direct competition with for-profit caterers. Instead, this is a long-term growth opportunity that Catering For Kids may explore in the future. By postponing this direct competition, we believe our organization will be better able to remain focused on our primary objective: serving at-risk youth in Lane County.
4.2.1 Market Trends
Significant market trends for caterers are as follows:
- Consumers are value-conscious, especially during the current economic climate.
- Consumers are health-conscious with an increasing number expecting vegetarian, dairy-free, low-fat, sugar-free and organic options to be available.
- Consumers are eating less red meat and eggs and more poultry, fish, grains, fruit and vegetables (Oklahoma Cooperative Extension Service http://www.dasnr.okstate.edu/oces/).
- Increasing numbers of households are choosing to buy prepared food rather than cook at home, which may indicate that fewer employees are bringing lunches to work.
4.2.2 Market Growth
According to the National Restaurant Association, the restaurant industry's share of the food dollar is currently 46.1 percent and is expected to reach 53 percent in 2010. More and more Americans are choosing to buy prepared food, rather than make it themselves. As caterers are a part of this industry, they are also likely to see an increase in the number of traditional meal catering engagements as fewer business people bring a lunch to work each day.
Nonprofit or tax-exempt organizations have also grown in number across the country, up 34% since 1982 according to The New Nonprofit Almanac by Independent Sector.org. On average, the number of nonprofits increases by 12.6% every five years and as Catering For Kids' primary target market, this means that the potential for new customers and increased revenue is growing.
4.2.3 Market Needs
The Eugene/Springfield market has an ongoing need for consistently good quality, healthy food at competitive prices. When customers can fulfill this need and at the same time, believe that they are making a difference in their community, the choice of caterers becomes obvious. They will choose Catering For Kids over the competition.
4.3 Service Providers Analysis
The catering industry is highly competitive and is made up of large numbers of independent participants. These participants serve the local corporate, social and/or cultural clientele, though some find unique niches such as a local university or school district. Food costs are generally quite low, with most of a caterer's expenses attributed to labor and overhead. Demand for catering services depends on local population size, number of businesses and cultural institutions and standard of living. However, over time, more Americans are choosing to pay for prepared food rather then cooking at home - a positive sign for the catering and restaurant industries alike. Some experts predict that by 2010, 53% of American's food budgets will be spent on food prepared outside of their own kitchens, presenting an interesting opportunity for caterers (Nat'l. Restaurant Association, http://www.restaurant.org/).
4.3.1 Distribution Patterns
All Catering For Kids boxed or buffet style catered lunches will be prepared on-site at the Chambers School and Career Center. From there, food will be loaded into coolers and transported by a staff person to the delivery site. Future plans call for boxed lunches that are sold by rolling cart within individual office buildings and will be prepared and transported in the same manner. However, they will be sold at a pre-determined time at local offices and parked or rolled through pre-arranged areas and will consist primarily of meals that were not pre-ordered.
Other industry participants operate in much the same manner. In the Eugene/Springfield area, caterers are primarily operated under the auspices of a restaurant or cafe. Food is ordered through the restaurant's staff, or sometimes a separate staff, and food is prepared in the restaurant kitchen.
4.3.2 Alternatives and Usage Patterns
Corporate customers look for several qualities in caterers including:
- Good quality foods.
- Reliable and consistently high-quality service.
- Good value for money.
- Reputation and positioning of caterer.
Although a number of caterers are currently serving the Eugene/Springfield market, Chambers School is in a unique position to provide its clients with all of the above qualities plus the benefit of knowing that they are helping at-risk youth and a fellow nonprofit organization. Because principles are very important to most nonprofit organizations, we believe that as long as we can maintain the above characteristics, nonprofit catering customers will choose our service over other local services because of the benefit it has for the community.
4.3.3 Main Alternatives
There are several caterers in town that will compete directly with Catering For Kids for business, once we grow beyond serving our internal organization customers only. The key alternative caterers are:
- Of Grape & Grain, which specializes in deli style boxed lunches and cafe-style dining. This is the caterer currently used by Bright Future.
- Cravings Fine Foods, which specializes in event planning and cafe-style dining but which also offers deli style corporate boxed lunches.
- Ariana's Deli (owned by Alpine Catering), which features online ordering of deli style boxed lunches for delivery.
- Fetuccini and Co. , which also features online ordering of deli style boxed lunches for delivery.
- The Garden Deli, which also features online ordering of deli style boxed lunches for delivery.
- Napoli Restaurant, which features Italian style boxed lunches with a limited menu and no delivery.
- Brindiamo Catering, which features high-end boxed lunches with delivery, table decor and waitstaff.
- Wild Duck Brewery, which features hot and cold boxed lunches as well as boxed salads and offers delivery for a small fee.
- Oregon Electric Station, which specializes in high-end events such as weddings and corporate parties.
- Alpine Catering, a full service caterer.
- Oakway Caterers
Several of the above caterers, such as Napoli Restaurant, have a primary focus of operating their restaurant and may not put as much emphasis on catering details. Others, like Wild Duck Brewery, are focused primarily on large events and require a 15 person minimum for service. Still others, like Brindiamo Catering, are focused on very high-end customers and are out of the price range of many nonprofit organizations at over $12 per person. Therefore, Catering For Kids's primary competitors are the smaller, deli-style caterers, such as Of Grape & Grain and Ariana's Deli, whose prices are around $5-7 per person and who can be flexible with catering to small, less formal meetings.
There are also a number of low-end caterers that will compete with Catering For Kids even before we grow beyond our internal clients, as these caterers are currently used by some Bright Future programs now. These include:
- Local and national grocery stores chains such as Albertson's that will make made-to-order deli submarine sandwiches, chips and sides.
- Local and national sandwich fast-food chains such as Togo's and Quizno's. Like grocery stores, these stores will also make made-to-order sandwich based meals that include chips and a beverage.
Although these providers offer low-cost fare, they are unable to offer much in the way of custom menu planning and do not differentiate between retail consumers and business or nonprofit customers. Thus, their services are one size fits all - they have a fixed and limited menu and their delivery hours are restricted to their normal hours of operation. Patronizing this type of business also does not benefit the community directly as does the Catering For Kids.
4.3.4 Promotion Strategy
Catering For Kids plans to utilize a low-cost, low-visibility promotion program because of our limited ability to grow rapidly in the first year. This promotion program includes the following materials.
We have already introduced our service to a number of Lane County nonprofits via an email campaign. We plan to continue this campaign as we move closer to launching the business, keeping potential customers apprised of our development and eventually, of the menu and services we offer. Then, once a service contract has been agreed upon with a customer, each person served during the event receives our thoughtfully prepared marketing information inside their boxed lunch. This includes a small thank you card, which briefly outlines the goals of our program. The benefits that the customer is providing to the larger community are stressed and our contact information is there for future reference. We will also make use of small promotion materials such as file cabinet magnets, customized pens and printed paper menus.
Once Catering For Kids is successfully serving its internal customers and is ready to expand into our second target market (external nonprofit events and meetings), we will undertake a simple direct mail promotion targeting local nonprofits. This will likely involve a simple postcard with a sample menu and an invitation to try our service. This will be in addition to an ongoing email campaign.
In general, our promotions will center on:
- Observation: meeting attendees experience our high-quality and thoughtfully prepared meal service.
- Visibility: each lunch box or buffet includes thank you cards, so that our presence and name is noticed by everyone.
- Word of mouth: professionals who use are service tell their colleagues. Those with friends at other nonprofits tell them about our service.
- Community service public relations: we maintain a good relationship with the local media, and have received some very flattering and beneficial exposure in the Community Service sections of the newspaper and TV coverage of our other programs. We will look for any opportunities to publicize the Catering For Kids program as well.
4.3.5 Organization Participants
The catering industry is highly fragmented, with numerous small companies serving each market. The number of caterers surviving in a market will generally be determined by population size and income level as the majority of caterers focus on special event planning, or social catering for individual households. For example, in the Eugene/Springfield area, there are over 40 caterers and personal chefs serving the needs of a community of approximately 190,700 people. The Eugene/Springfield population is expected to grow to 266,700 by 2005.
However, many of these caterers welcome corporate clients in order to broaden their market. There are currently no caterers focusing on the needs of nonprofit organizations in specific, nor are there any caterers operating as nonprofits. Catering For Kids has the opportunity to fill this niche.
Strategy Pyramid
Our main strategy is the growth of catering customers. A large customer base provides revenue and further both goals of operating a self-sustaining business and providing even more part-time employment for at-risk youth. This also positions Catering For Kids as the caterer of choice for every nonprofit in Eugene/Springfield.
The tactics to grow the customer base are:
- Building awareness of the Catering For Kids's goals and the benefits of patronizing our business.
- Providing consistently high-quality meals for internal and external customers.
- Offering good value to our customers who are often required to stretch their budgets in order to serve our community.
Programs to support these tactics are:
- Promotions involving current customers, including various marketing media and thank you cards inside each and every boxed lunch.
- Sending a uniformed delivery chef (student) with each order for external customers.
5.1 Value Proposition
Although Catering For Kids will offer high-quality food at competitive prices, the real benefit of using our service is knowing that the money a nonprofit is spending is being used not to improve our bottom line but to improve the lives of at-risk youth in the Eugene/Springfield area. Youth from the Chambers School benefit each time a customer books a catering event with Catering For Kids. Youth involved in the program get valuable work experience and a chance to learn real life skills that will help them make a successful transition from school to work, overcoming the exceptional challenges that disenfranchised young people face.
5.2 Fundraising Strategy
Catering For Kids is committed to balancing its operating budget and operating on a solid financial foundation. These efforts are based on a mixture of revenues from catering events, fundraising, partnerships with local businesses and charitable gifting. Just as revenues are tracked, internal expenses will be closely monitored.
Catering For Kids is intentionally emphasizing the need to reduce reliance on donation-based revenues and looks toward revenues from catering customers to support the program. Indeed, our goal is to become self-sustaining, involving our students in the process of maintaining a profitable and competitive entrepreneurial venture that benefits our community. This is a considerable challenge, due to the number of local catering competitors, the small size of the program and the unpredictable costs in areas such as food.
5.2.1 Fundraising Programs
- First year revenues assume that internal Bright Future customers will begin using Catering For Kids in October for all catered board, committee and counseling meetings. A sales increase is anticipated in December when Catering For Kids may be used to cater company Christmas parties.
- Per person pricing of $6.50 is assumed and is an average number. This number may be revised up or down to reflect costs of goods and competitor's prices.
- Anticipated donations are based on past donations received from grant-making foundations for similar Bright Future school-to-work programs. However, as it is a goal of this program to become self-sustaining, these funds taper off over the first year as Catering For Kids becomes more financially stable.
5.2.2 Funding Forecast
Sales for year one are based on internal Bright Future clients only. We plan to double this number in year two as we expand our business to serving external customers, especially other nonprofits. Finally, in year three, we plan to expand to serving the community at large, including retail customers.
Funding resources primarily come from school district revenues for teaching. A part-time instructor teaching for three hours a day, four days a week in an afternoon class shift of five to eight students would provide revenues of approximately $600/month. In January of 2003, we plan to receive funding from various grants that we are in the process of applying for now. We have been successful in applying for grants in the past and are very optimistic about receiving this type of funding in the future. Revenues brought in for our current daytime culinary arts curriculum instruction are not included in this calculation as they will continue to be taught with or without the launch of Catering For Kids.
Funding Forecast | |||
Year 1 | Year 2 | Year 3 | |
Units | |||
Corporate boxed lunches | 600 | 1,200 | 1,800 |
Corporate buffet lunches | 600 | 630 | 662 |
Grant Funding | 15,000 | 17,000 | 20,000 |
School District Reimbursement Funding | 7,200 | 7,200 | 7,200 |
Total Units | 23,400 | 26,030 | 29,662 |
Unit Prices | Year 1 | Year 2 | Year 3 |
Corporate boxed lunches | $6.75 | $6.75 | $6.75 |
Corporate buffet lunches | $6.75 | $6.75 | $6.75 |
Grant Funding | $1.00 | $1.00 | $1.00 |
School District Reimbursement Funding | $1.00 | $1.00 | $1.00 |
Funding | |||
Corporate boxed lunches | $4,050 | $8,100 | $12,150 |
Corporate buffet lunches | $4,050 | $4,253 | $4,465 |
Grant Funding | $15,000 | $17,000 | $20,000 |
School District Reimbursement Funding | $7,200 | $7,200 | $7,200 |
Total Funding | $30,300 | $36,553 | $43,815 |
Direct Unit Costs | Year 1 | Year 2 | Year 3 |
Corporate boxed lunches | $2.03 | $2.03 | $2.03 |
Corporate buffet lunches | $2.03 | $2.03 | $2.03 |
Grant Funding | $0.00 | $0.00 | $0.00 |
School District Reimbursement Funding | $0.00 | $0.00 | $0.00 |
Direct Cost of Funding | |||
Corporate boxed lunches | $1,215 | $2,430 | $3,645 |
Corporate buffet lunches | $1,215 | $1,276 | $1,340 |
Grant Funding | $0.00 | $0.00 | $0.00 |
School District Reimbursement Funding | $0.00 | $0.00 | $0.00 |
Subtotal Direct Cost of Funding | $2,430 | $3,706 | $4,985 |
5.3 Marketing Strategy
Catering For Kids strives to be the premier provider of healthy, homemade catered corporate lunches for nonprofit organizations.The marketing strategy attempts to successfully communicate the unique value the program offers to customers. This strategy builds on the focus of high-quality lunches for catered meetings to the benefits that at-risk youth student workers gain from involvement in the program. The marketing strategy will continue to identify the needs of the corporate market and to communicate with this audience in the most effective and positive manner possible.
Ongoing efforts continually attempt to understand how Catering For Kids can maintain the quality and integrity of the program within the finite financial resources of customers and the costs of supplies and labor. This challenge is increasing. As costs continue to increase in a number of areas, the demands and expectations of the customers do as well. Catering For Kids will constantly work to better our service through improvement and changes in its structure and implementation. Quality and efficiency are just two goals of these changes. The business manager, culinary arts instructor and Chambers School director play key roles in ensuring that the Catering For Kids continues to grow and succeed.
The growth strategy is based on continued attention to the quality of the customer's experience in conjunction with identifying opportunities to expand the student participation in the program. Future changes in key areas, such as the facilities used for food preparation as our customer base grows will present considerable challenges for all aspects of the program.
5.3.1 Distribution Strategy
The distribution strategy for Catering For Kids is:- Timely delivery of catered lunches.
- Fresh meals whose quality has not been diminished by time in transit.
- Prioritization of wholesale grocery suppliers, such as Costco Wholesale, who offer free delivery in order to make the best use of labor hours.
5.3.2 Marketing Programs
Our most important marketing program is preparation of the meals itself, along with thoughtful presentation that consistently exceeds our customers' expectations. The business manager will be responsible for ensuring that these objectives are met, with a milestone date of the 15th of October, 2003. This program is intended to cultivate and grow our customer base as well as give student workers an opportunity to see the inner workings of an entrepreneurial venture. Achievement should be measured by the slow but steady growth of our customer base and the ability to break even in the second year of operation.5.3.3 Positioning Statement
Catering For Kids offers a unique opportunity for nonprofit corporate customers to support at-risk youth in their community by purchasing products and services that they already purchase regularly. In this way, Catering for Kids' customers' needs are met for catered events and meetings and Eugene/Springfield's disadvantaged youth are given the opportunity to learn valuable skills and gain entrepreneurial work experience before they have even graduated from high school.5.3.4 Pricing Strategy
Because of the competitive local catering market, we walk a fine line in pricing our meals. They cannot be so expensive that we are competing with high-end caterers who have professional chefs planning their menus, but at the same time we must cover our operating expenses, overhead and pay for our small staff. Our ready pool of trained student workers, who will be reimbursed primarily through school district stipends, will help keep our prices lower than our competitors.Our boxed lunches will be competitively priced with the middle-range priced caterers in town with each box priced at approximately $6.50, including a beverage. Our buffet style lunches will be priced at approximately $6.50 per person including a beverage. We will charge a small delivery fee for parties smaller than eight people. Deliveries will be made by one paid staff person, accompanied by a rotating student worker in a complete chef's uniform.
5.4 Competitive Edge
Catering For Kids has the ability to provide internal and external customers with high-quality catered business lunches year round at competitive pricing while providing a valuable service to the community. We are able to provide this value because we have a pre-trained workforce - students of the Bright Future Chambers School and Safe & Sound Youth Project. These students are enrolled in the culinary arts program and have training in commercial food preparation and have food handler's cards. This work experience will provide students with transferable skills that help facilitate their transition from school to work and provide an excellent public relations position for Catering For Kids. The instructor of the culinary arts program is an experienced restaurateur who will bring practical business management know-how to the business and serves as a role model to the students in the program.As our organization is a school, which experiences a constant flow of students through its classes, the workforce of Catering For Kids will be constantly changing as well. This presents a challenge to the permanent staff to maintain the same high levels of customer service and quality that our customers demand, despite having an entirely new staff every nine weeks. However, we are confident that our teachers and staff members are committed to the success of this project. In addition, each class of students is quite small, which allows adequate supervision and quality control over the products created.
5.5 Strategic Alliances
We would not exist without the Safe & Sound Youth Project and other organizations, which were instrumental in the planning of this endeavor. Catering For Kids has alliances with the following businesses and organizations that have provided volunteer hours to assist in the launch of this project:- La Petite Croissant Bakery
- College City Coffee
- Quick-E-Mart
- Levi Straus & Co.
- Eugene Safe Kids Project
- Lane Community College Culinary Arts Program
5.6 Milestones
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.What the table doesn't show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will be holding follow-up meetings every month to discuss the variance and course corrections.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Milestones Business plan | 7/1/2002 | 9/30/2002 | $4,500 | Saffron Mullay | Consultant |
Commercial kitchen certification | 8/1/2002 | 9/1/2002 | $75 | Christy Smith | Director |
Overhaul culinary arts schedule | 8/1/2002 | 9/1/2002 | $0 | Monica Kraft | Culinary Arts |
Hire part-time business manager | 8/1/2002 | 9/1/2002 | $12,000 | Christy Smith | Director |
Buy food supplies | 8/1/2002 | 9/1/2002 | $2,000 | Monica Kraft | Culinary Arts |
Buy equipment | 10/1/2002 | 10/15/2002 | $100 | Monica Kraft | Culinary Arts |
Create entrepreneurial curriculum | 10/1/2002 | 10/31/2002 | $0 | Christy Smith | Director |
Printing of marketing materials | 10/1/2002 | 10/31/2002 | $655 | Christy Smith | Director |
Totals | $19,330 | ||||
Web Plan Summary
The Catering For Kids website will be the virtual business card and portfolio for the company, as well as its online "home." As part of the Bright Future homepage, the Catering For Kids website will feature our complete menu as well as our mission and student success stories. Although the site will not be interactive for ordering catering, this is an option we may explore in the future as demand requires. For now, the Catering For Kids' homepage will be one more way to let our customers know how their business is helping at-risk youth and the community as a whole.6.1 Website Marketing Strategy
Our website address will be included on a variety of printed marketing materials, including our boxed lunch thank you cards and menus. By visiting the site, our customers can view our most recent menus and can read the success stories of our students as they graduate from the Chambers School's culinary arts program and find employment in the community.6.2 Development Requirements
The Catering For Kids website will be initially developed with few technical resources. A page will simply be added to the existing Bright Future Youth Services website (www.brightfutureservices.org) and the current Bright Future website manager will provide the technical back end.Catering For Kids will work with this website manager to develop a simple, classy, focused site. Our team will work with a graphic artist to come up with the website logo, and the website graphics that represent the Catering For Kids though each page will also include the Bright Future logo.
The maintenance of the site will be done by the Bright Future itself however responsibility for ensuring that the site remains updated with current menus and other information will be the responsibility of the Catering For Kids business manager.
Management Summary
The initial management team consists of the director of the Chambers School and the school's culinary arts instructor. A part-time business manager will also be hired who is able to instruct an afternoon shift of students in culinary arts and who will manage the Catering For Kids business. Additional staff will come from the culinary arts programs itself, consisting of five to ten trained high school age students with food handler's cards and a sincere interest in the food and hospitality services industry. A board of advisory volunteers will assist the management team in making decisions regarding the operation of the business.7.1 Organizational Structure
Our organization is led by the director with the instructor(s) reporting directly to this director. A volunteer advisory board offers a broad range social services expertise and years of business experience to the team.7.2 Management Team
Christy Smith, the director of the Chambers School and Career Center, holds an MS in counseling from the University of Ohio and has been employed with Bright Future for the past 24 years. She has over 30 years experience in working with at-risk youth and 16 years in program management including: personnel, grant writing, fiscal management, contract compliance, public relations and daily operations.Monica Kraft, the head of the culinary arts program at the Chambers School and Career Center has over 23 years of restaurant business ownership experience. While she currently owns La Pequena Taqueria, a successful food booth that has been serving the Eugene Saturday Market for 23 years, she has also owned a catering business and cafe and was a founding member of the Keystone Restaurant, a fixture in Eugene since 1981. She received her teaching credentials at Kansas State University in 1977 and has been teaching the curriculum she developed for the Chambers School since January 2002.
The Volunteer Steering Committee consists of seven talented members of the Eugene/Springfield business and education communities. Combined, they bring years over 55 years of business experience, including two MBAs, to the table. These volunteers are dedicated to the success of the Catering For Kids and to ensuring that our area youth get the opportunities they deserve.
7.3 Management Team Gaps
The remaining position is that of business manager/culinary arts instructor for the Catering For Kids. This part-time position will be funded by a grant and has not yet been filled. Beginning in August, we will begin accepting applications for this position. Like other instructors in culinary arts at the Chambers School, the ideal candidate will have experience teaching youth and successfully operating an entrepreneurial venture from start-up to expansion, demonstrating an ability to manage growth in a competitive environment.7.4 Personnel Plan
The director of the Catering For Kids is employed by the Chambers School and Career Center and therefore, her salary is not included in our budget. Likewise, the head of the culinary arts program is also employed under the auspices of Chambers School and her salary is also omitted.The student workers, on the other hand, are paid through the Catering For Kids and their wages are included in this budget. However, as these workers are students who are receiving high school credit for their work, their wages are partially offset by public school district reimbursement.
Finally, the only position that is fully included in the Catering For Kids budget is that of the part-time business manager/culinary arts instructor. This position is responsible for teaching approximately three youths in the afternoon shift and in the remaining hours of their shift, in managing the finances, marketing, menus and inventory related to Catering For Kids. It is the goal of the Catering For Kids to include this salary in its budget and still become a self-sustaining enterprise.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Manager/Instructor | $16,800 | $17,640 | $18,522 |
Students/Workers | $7,200 | $7,200 | $7,200 |
Name or Title | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Total People | 0 | 0 | 0 |
Total Payroll | $24,000 | $24,840 | $25,722 |
Financial Plan
The Catering For Kids will finance growth through cash flow, grants and school district revenues. We recognize that this means we will have to grow more slowly than we might like but that no borrowing is necessary.8.1 Important Assumptions
The financial plan depends on important assumptions, most of which are shown in the following table. The key underlying assumptions are:- We assume direct food costs will be equal to or less than 30% of total direct costs.
- We assume a slow-growth economy, without major recession or crisis in food contamination.
- We assume that there are no unforeseen changes in government grant funding availability.
- We assume a continued interest in restaurant and hospitality services by students of the Chambers School. It has proved to be a highly popular program in the past and we have no reason to believe this situation will change.
- We assume a continued interest in using catering services by organizations and businesses in the Eugene/Springfield area.
General Assumption | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 10.00% | 10.00% | 10.00% |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 0.00% | 0.00% | 0.00% |
Total Payroll | 0 | 0 | 0 |
8.2 Key Financial Indicators
The following benchmark chart indicates our key financial indicators for the first three years. We foresee slow but steady growth in demand for our services and consequent increase in operating expenses. During year one, Catering For Kids will serve its internal market only, as we ramp up to serving the external market in year two.
8.3 Break-even Analysis
Our break-even analysis is based on the ongoing costs we incur to keep Catering For Kids running. Fixed costs including the overhead for use of the commercial kitchen, utilities/contract services, payroll, and marketing costs. The payroll cost includes the salary for one permanent part-time staff person who will manage the operation of the catering business as well as instruct the student workers for the entrepreneurship portion of the curriculum. Marketing expenses will be kept to a minimum, primarily employing word-of-mouth and other inexpensive means. Our assumptions on the average unit revenue are based on the average price we will charge for our corporate boxed lunch, however this is not the only product that will be offered by Catering For Kids. The result of this analysis offers general insight regarding the number of boxed lunches we must sell in order to maintain uninterrupted operation of the catering business each month.
Break-even Analysis | |
Monthly Units Break-even | $2,555 |
Monthly Revenue Break-even | $3,308 |
Assumptions: | |
Average Per-Unit Revenue | $1.29 |
Average Per-Unit Variable Cost | $0.10 |
Estimated Monthly Fixed Cost | $3,043 |
8.4 Projected Surplus or Deficit
The surplus indicates positive revenues flowing into the Catering For Kids. Expenses will be minimal as we are able to rely on existing resources, including equipment and staff.
Surplus and Deficit | |||
Year 1 | Year 2 | Year 3 | |
Funding | $30,300 | $36,553 | $43,815 |
Direct Cost | $2,430 | $3,706 | $4,985 |
Other Production Expenses | $0 | $0 | $0 |
Total Direct Cost | $2,430 | $3,706 | $4,985 |
Gross Surplus | $27,870 | $32,847 | $38,831 |
Gross Surplus % | 91.98% | 89.86% | 88.62% |
Expenses | |||
Payroll | $24,000 | $24,840 | $25,722 |
Sales and Marketing and Other Operating Expenses | $655 | $0 | $0 |
Depreciation | $0 | $0 | $0 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $444 | $0 | $0 |
Payroll Taxes | $98 | $0 | $0 |
Commercial Kitchen Use Overhead | $10,716 | $0 | $0 |
Miscellaneous | $600 | $0 | $0 |
Total Operating Expenses | $36,513 | $24,840 | $25,722 |
Surplus Before Interest and Taxes | ($8,643) | $8,007 | $13,109 |
EBITDA | ($8,643) | $8,007 | $13,109 |
Interest Expense | $0 | $0 | $0 |
Taxes Incurred | $0 | $0 | $0 |
Net Surplus | ($8,643) | $8,007 | $13,109 |
Net Surplus/Funding | -28.53% | 21.90% | 29.92% |
8.5 Projected Cash Flow
Cash flow projections are critical to Catering For Kids' success. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month, and the other the monthly cash balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendix.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | $27,270 | $32,897 | $39,434 |
Cash Funding | $2,779 | $3,604 | $4,321 |
Subtotal Cash from Operations | $30,049 | $36,501 | $43,755 |
Additional Cash Received | $0 | $0 | $0 |
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $30,049 | $36,501 | $43,755 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $24,000 | $24,840 | $25,722 |
Bill Payments | $14,566 | $4,623 | $5,179 |
Subtotal Spent on Operations | $38,566 | $29,463 | $30,901 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $38,566 | $29,463 | $30,901 |
Net Cash Flow | ($8,517) | $7,038 | $12,854 |
Cash Balance | $6,932 | $13,970 | $26,824 |
8.6 Projected Balance Sheet
Equipment in kitchen is not included in current assets as they are the property of the lessor. Any depreciation will be accounted for in that party's accounting records.Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $6,932 | $13,970 | $26,824 |
Accounts Receivable | $251 | $302 | $363 |
Inventory | $570 | $869 | $1,169 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $7,753 | $15,142 | $28,355 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $7,753 | $15,142 | $28,355 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $947 | $329 | $434 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $947 | $329 | $434 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $947 | $329 | $434 |
Paid-in Capital | $30,000 | $30,000 | $30,000 |
Accumulated Surplus/Deficit | ($14,551) | ($23,194) | ($15,188) |
Surplus/Deficit | ($8,643) | $8,007 | $13,109 |
Total Capital | $6,806 | $14,813 | $27,921 |
Total Liabilities and Capital | $7,753 | $15,142 | $28,355 |
Net Worth | $6,806 | $14,812 | $27,921 |
8.7 Standard Ratios
Standard business ratios, based on the NAICS code 722320, Caterers are included in the table for comparison. The ratios show a plan for balanced, healthy operations.Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Funding Growth | 0.00% | 20.64% | 19.87% | 6.61% |
Percent of Total Assets | ||||
Accounts Receivable | 3.23% | 2.00% | 1.28% | 5.65% |
Inventory | 7.35% | 5.74% | 4.12% | 3.34% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 36.38% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 45.37% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 54.63% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 12.22% | 2.17% | 1.53% | 18.54% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 23.40% |
Total Liabilities | 12.22% | 2.17% | 1.53% | 41.94% |
Net Worth | 87.78% | 97.83% | 98.47% | 58.06% |
Percent of Funding | ||||
Funding | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Surplus | 91.98% | 89.86% | 88.62% | 48.89% |
Selling, General & Administrative Expenses | 15.49% | 11.74% | 9.63% | 25.03% |
Advertising Expenses | 8.09% | 6.48% | 5.42% | 2.52% |
Surplus Before Interest and Taxes | -28.53% | 21.90% | 29.92% | 1.70% |
Main Ratios | ||||
Current | 8.18 | 46.00 | 65.28 | 1.09 |
Quick | 7.58 | 43.36 | 62.59 | 0.69 |
Total Debt to Total Assets | 12.22% | 2.17% | 1.53% | 51.63% |
Pre-tax Return on Net Worth | -127.00% | 54.05% | 46.95% | 5.84% |
Pre-tax Return on Assets | -111.48% | 52.88% | 46.23% | 12.06% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Surplus Margin | -28.53% | 21.90% | 29.92% | n.a |
Return on Equity | -127.00% | 54.05% | 46.95% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 12.08 | 12.08 | 12.08 | n.a |
Collection Days | 59 | 28 | 28 | n.a |
Inventory Turnover | 3.17 | 5.15 | 4.89 | n.a |
Accounts Payable Turnover | 16.38 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 58 | 26 | n.a |
Total Asset Turnover | 3.91 | 2.41 | 1.55 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.14 | 0.02 | 0.02 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $6,806 | $14,812 | $27,921 | n.a |
Interest Coverage | 0.00 | 0.00 | 0.00 | n.a |
Additional Ratios | ||||
Assets to Funding | 0.26 | 0.41 | 0.65 | n.a |
Current Debt/Total Assets | 12% | 2% | 2% | n.a |
Acid Test | 7.32 | 42.44 | 61.76 | n.a |
Funding/Net Worth | 4.45 | 2.47 | 1.57 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Appendix
