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Take Five Sports Bar and Grill

Executive Summary

Opportunity

Problem

Watching sports is a group activity. Going to each other’s houses get tedious. People need a place to go to watch, to cheer, to eat their favorite game foods, and get their favorite drinks. After, a night of enjoyment, they happily go home

Solution

Take Five Sports Bar and Grill strives to be the premier sports theme restaurant in the Southeast Region. Our goal is to be a step ahead of the competition. We want our customers to have more fun during their leisure time. We provide more televisions with more sporting events than anywhere else in the region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of "place" in order to reach our goal of overall value in a dining/entertainment experience.

Market

Bars and Taverns are local gathering places where customers can eat bar food and drink alcohol-based and non-alcoholic drinks. Historically, bars and taverns are places that could have a relationship with certain vendors or suppliers to market or increase awareness of specific brands. Bars and taverns are casual environments generally containing bar stools and tables. There can be entertainment which includes; music, bands, comedy shows and dancing.

Specials may be offered to increase attendance or draw certain audiences. There are cocktail bars which generally serve light h’orderves or snacks. It can be attached to a restaurant or hotel. Wine bars cater to individuals that like upscale wines. Martini bars cater to individuals with a penchant for martinis. There are biker bars, gay bars, lesbian bars, alternate bars, singles bars, and college bars. Generally, the specific adjective describes the type of person associated with the type of person, who attends. Minors can have restricted access based on time of day or individual the person is accompanied by.  Most municipalities regulate hours of operation and zoning laws.

 

 

Competition

According to Technomic’s BarTAB (Trends in Adult Beverage) report, the 2013 Top 100 Nightclub & Bar venues generated $1.5 billion in total revenue. More than two-thirds (68.2%) of operators surveyed experienced revenue growth in 2012, and nearly two-thirds of them (31.4%) reported revenue growth in excess of 10%. Once again, the top nightclub and bar venues outperformed the industry overall. The bar and nightclub segment grew 3.9% in 2012. Through 2015, the industry is projected to continue experiencing competition from non-industry establishments such as restaurants as well as from people opting to drink at home.

While the distilled spirits industry has been lucrative, Federal and state excise taxes play a significant role in the industry. In 2005, The National Center for Policy Analysis (NCPA) reported that thirteen states sought increases in taxes and related fees on alcoholic beverages. Further, taxes on distilled spirits were about $0.21 per ounce of alcohol. According to the Distilled Spirits Council (DSC) of the United States, "distilled spirits are one of the most heavily taxed consumer products in the United States. More than half of the price that consumers spend on a typical bottle of distilled spirits goes toward a tax of some kind." The resulting effect on the entire hospitality industry is wide-reaching, as the DSC goes on to say "When beverage alcohol taxes are increased, it creates a devastating ripple effect on jobs throughout the entire hospitality industry."

  

Distilled Spirits Council reported that supplier sales were up 4 percent in 2014 to $23.1 billion, and total U.S. volume growth increased 2.2% to 210 million cases.  It is estimated that overall retail sales of distilled spirits in the U.S. market is nearly $70 billion, supporting hundreds of thousands of jobs in the hospitality industry and producing over $20 billion in tax revenues for all levels of government.

Despite the excise tax, the U.S. Department of Commerce reported that adjusted alcohol sales were up 5.2 percent to nearly $9.2 billion in June of 2008 over the same period a year earlier. Also, according to the NCPA, the total amount of Federal excise tax collected from the distilled spirits category for 2006 was $4.4 billion, from the beer category for $3.6 billion, from the wine category for $800 million. Additionally, state taxes during that same time reached nearly $5 billion.

Of the total 58,829 establishments in 2009, 20.2 percent were classified broadly as drinking places, which accounted for 11,502 establishments and $4.1 billion in 2009 revenues. Of the 71.7 percent of places classified as bars and lounges, 6.2 percent fell under the general classification with 3,523 firms and $858.9 million 2009 revenues; 31.2 percent were classified as taverns with 17,732 establishments$3.7 billion in 2009 revenues; 20.4 percent were classified as bars with 11,569 establishments and $3.11 billion in 2009 revenues; 11.6 were classified as cocktail lounges with 6,599 establishments and $1.61 billion in revenues. Smaller portions of this segment were made up of saloons, beer gardens, and wine bars. Finally, night clubs, cabarets, and discotheques combined for an 8 percent market share, or 4,541 establishments, and combined 2009 revenues of $1.89 billion.

Why Us?

Take Five Sports Bar and Grill strives to be the premier sports theme restaurant in the Southeast Region. Our goal is to be a step ahead of the competition. We want our customers to have more fun during their leisure time. We provide more televisions with more sporting events than anywhere else in the region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of "place" in order to reach our goal of over-all value in a dining/entertainment experience.

Expectations

Forecast

 First year operations will produce a net profit of $445,000. Since 10 months of operations have already been completed the confidence level for final first year numbers is extremely high. The first 10 months of start-up costs, sales revenues, and operating expenses are actual.

 

 

Financial Highlights by Year

Chart visualizing the data for Financial Highlights by Year

Financing Needed

We will be using $625000. 

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Opportunity

Problem & Solution

Problem Worth Solving

Watching sports is a group activity. Going to each other’s houses get tedious. People need a place to go to watch, to cheer, to eat their favorite game foods, and get their favorite drinks. After, a night of enjoyment, they happily go home

Our Solution

Take Five Sports Bar and Grill strives to be the premier sports theme restaurant in the Southeast Region. Our goal is to be a step ahead of the competition. We want our customers to have more fun during their leisure time. We provide more televisions with more sporting events than anywhere else in the region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of "place" in order to reach our goal of over-all value in a dining/entertainment experience.

Target Market

Market Size & Segments

With the onset of the recession in 2008, revenue for the Nightclubs Industry contracted for the first time in more than 10 years. At the height of the recession in 2009, industry revenue declined 10.1% in 2009 to $1.9 billion. Revenue rebounded marginally in 2010 by 0.1% as the economy began its recovery, and grew 2.2% in 2011 to $1.9 billion. Sales of spirits, wine and beer in restaurants, bars and other licensed on-premise locations increased 4.9 percent to reach $93.7 billion in 2011. Adult beverage on-premise volume declined slightly in 2011 (-1.1 percent).  The on-premise channel accounts for one-quarter of total adult beverage volume and slightly less than half of total dollars. 

Last years total Restaurant and Bar (Drinking Establishments) Industry Sales accounted for $710 billion with 970,000 locations. According to the Restaurant Industry Association and Dun & Bradstreet, Nightclubs generated approximately $26 billion in combined annual sales revenue. The 2015 Top 100 Nightclub list was developed by Nightclub & Bar in partnership with Technomic Inc. using secondary research and yielded primary data from 1,444 nightclub, bar and lounge locations.

  According to Technomic’s BarTAB (Trends in Adult Beverage) report, the 2013 Top 100 Nightclub & Bar venues generated $1.5 billion in total revenue. More than two-thirds (68.2%) of operators surveyed experienced revenue growth in 2012, and nearly two-thirds of them (31.4%) reported revenue growth in excess of 10%. Once again, the top nightclub and bar venues outperformed the industry overall. The bar and nightclub segment grew 3.9% in 2012. Projected sales of alcoholic beverages at bars and restaurants are expected to rise 2.7% in 2015, with wine projected to be the top growth driver, followed by spirits and beer, according to Technomic’s recent BarTAB Report. The beer category will see 2.3% growth, as domestic beers lose share to craft brews, cider and imports, said Technomic Director of Research Eric Schmidt. The industry is projected to continue experiencing competition from non-industry establishments such as restaurants as well as from people opting to drink at home.

Vegas is a major hub of nightclubs based on revenue for "Large Box Clubs." Of the Top 100, the top 3 nightclubs are in Las Vegas, NV and make $60-70mm each;  the No. 1-ranked Marquee Nightclub & Dayclub in Las Vegas generated record-breaking annual revenues in excess of $80 million; the 4th made $45-60mm in 2011 and is in Miami. The next four nightclubs made revenues of $35-45mm each and three are in Las Vegas. The following six nightclubs made revenues of $15-10mm each and three are in Las Vegas. The next 35 venues #23 thru #57 had revenues of $10-5mm each; and the remaining venues reported revenues less than $5mm each which includes "small box clubs."

One quarter of the list — 25 venues — are located in California, with 15 in the Los Angeles area, seven in San Diego, two in San Francisco and one in Sacramento. Las Vegas contributes 22 venues, with eight of the top 10 venues located in Las Vegas. Ten are in the five boroughs of New York City. Chicago contributes five venues, Texas delivers four and Atlantic City and Washington, D.C., each offer up three. It’s expected that the major markets dominate the Top 100 list, but operators in a number of other markets — including Atlanta; Denver; Ocean City, Md.; Destin, Fla.; Lake Cuomo, N.J.; Kansas City, Mo.; Scottsdale, Ariz.; Myrtle Beach, S.C.; and Knoxville, Tenn. — also succeeded in bringing in the crowds and revenue.

Of the Top 100 survey participants, 42.8% identified their venues as nightclubs; 70.6% of them described their hotspots as dance clubs. Of those identifying their venue as bars, 31.7% are sports bars and 29.3% are traditional bar/taverns. DJs and live entertainment are featured by 88.3% and 73.6% of total respondents, respectively. Nearly 80% offer a dance floor, 70.1% provide VIP areas and 65% offer bottle service.

The majority reported solid growth in 2011. In fact, 70% of respondents to the Top 100 survey indicated their venues’ revenues increased, and of them, nearly half (48%) reported revenue increases exceeding 10%. Consistent revenue was cited by 20% of survey respondents, while 3.4% cited revenue declines. Drinks generate the lion’s share of venue revenues – 56% of sales from alcohol is the mean among Top 100 survey participants. While in the venues, partyers favored spirits, which generate 44% of alcohol sales. Beer contributes 25% and wine 9%. A full food menu is offered by 68% of survey respondents’ venues. Gaming, such as pool tables, video game systems and jukeboxes, are available at 42% of respondents’ venues. Nearly three quarters (73%) have outdoor patio, terrace or rooftop space, which is an increase from 63% a year ago.

 

Venues dont report cover charge revenue information specifically, but average fees range at $5 to a local bar event, $10 Guest list cover, $20 average entry fees and higher for concert or performance style events. This would exclude Las Vegas where entry fees can range from $20 – $200. Current ticket prices for nightclub events are sourced from http://vip.wantickets.com

 

Mike Ginley, Partner at Next Level Marketing, provided the latest on-premise consumer research study fielded exclusively for the 2014 VIBE Conference. The study was conducted using Next Level’s custom on-line survey tool. The study includes 1,000 on-premise national chain beverage alcohol consumers. The 2014 study includes 21+ consumers from all of the top casual dining, fine dining and hotel chains. Here are a few statistics relating to the consumer that will help owners and operators to better understand their patrons:

-55% of respondents are going out as often as last year
-70% visit the same types of restaurants and bars
-15% are going to less expensive places
-15% are going to more expensive places – Millennials are the group skewing to better places
-65% order drinks most to all the time with males ordering more frequently than females. Surprisingly, Millennials order less frequently than older consumers.
-79% try a new drink every 90 days with new drink trial highest among Millennials.
-73% have ordered a beer at a restaurant or bar in the past 30 days and 62% order the highest quality beer at the best price
-70% of consumers have ordered seasonal beers and there is growing interest
-65% have ordered wine at a restaurant or bar in the past 30 days with 64% ordering the highest quality wine at the best price
-59% have ordered a spirit cocktail at a restaurant or bar in the past 30 days

The average consumer order 2.3 drinks per occasion with males ordering more than females and Millennials ordering more than the older consumers. Asking for the order is the number one way to sell an extra drink per occasion followed by after dinner drinks, better quality drinks, faster service, smaller sizes and lighter drinks.

When consumers order that second drink, they have been hooked, they need to be reeled in and turned into a repeat customer. The most popular loyalty programs are TGI Fridays, Applebee’s, Chili’s, Olive Garden and Red Lobster.

In order to keep up with the top loyalty programs, restaurants need to stay on top of these consumer trends, such as electronic menus. Today, 25% of consumers have ordered from an electronic menu and this will grow rapidly as they are placed in more locations. Over half of the consumers studied are somewhat interested in ordering from an electronic menu – this is something that is not going away.

Information related to menu content concluded that 80% of consumers expect to see all drink prices listed on the menus that they order from. The majority of consumers feel more comfortable ordering drinks when the prices are published and over half are less likely to order a drink when the prices are not visible. 

 

A study conducted by Optimize Atlanta with participating Atlanta nightclubs and lounges, reveals interesting information about nightclubs, VIP, bottle service, and group dynamics. We learned that the average overall bottle price is $239; the overall average drink price is $10.50; 67 percent consume two or more drinks, shots or cocktails; and spend $55 on average. We also learned that most nightclubs and lounges also offer juices, mixers, bottled water, and energy drinks with VIP table reservations and bottle service.  Some even offer complimentary champagne.  This is in addition to the private tables and exclusivity.

 

Two reports from research firm GuestMetrics indicate a gentle if slow upswing in on-premise trends.

Traffic was just slightly positive during the 4-week period ending 10/5, enough to raise year to date figures to almost flat for the year. While traffic still was struggling to meet last year’s level, overall on-premise food and beverage sales were up 3% in the latest four weeks, an improvement on year to date trends .

Casual dining traffic was up 0.5% over the latest four weeks counted versus down just under a point for the year; bars and clubs remained weak with traffic down just less than 2% for the latest 4 weeks and just over 2% for the year (down 2.2%). The fine dining segment slowed, with traffic down about 1.5% the latest four weeks.

In terms of beverages, beer volume was down about 3.5% in the latest four weeks measured, equivalent to the year to date trend. Beer sales were up 0.7% in the latest 4 weeks, but flat for the year after a strong July and August were followed by a weak September. Premium light share continued down (1.8%) in the latest 4 weeks vs -1.9% for the year; craft gains slowed to 1.6%, below its 2% year to date gain. Fastest growing segments were IPA which had a share gain of 1.4% and cider which had a share gain of 0.6%.

Guestmetrics also reported a gain in spirits on-premise. After declining nearly 1% during the first six months of 2014, volumes were up 0.5% during the third quarter. However, trends softened throughout the quarter, going from up 1.7% during the four weeks ending 8/10 to up 0.6% during the most recent four weeks ending 10/5.

Year to date spirits sales are up 1.7% in the on-premise, up 2.6% for the third quarter, with dollars up a stronger 3% for the four weeks ending 10/5. Dollar sales were driven by a combination of higher price and trade up to higher priced spirits, the firm said. Brown spirits generally out-performed white spirits in the latest four weeks – bourbons and blends volumes up 12% and brandy/Cognac up 5%. Vodka volume was down 3%, rum down 6%. Craft spirits continue to gain share, up about 2% in the third quarter.

 

Today’s consumers seek variety on drink menus. More than half of consumers surveyed say variety of spirits/cocktails (58%) and wine (54%) is important on restaurant menus, while nearly half say the same for beer selection (46%). Additional insights found in the Technomic 2014 BarTAB Report indicate that drink selection can drive traffic and enhance the overall experience of dining out, both of which are important to improving sales and profits.

Operators are responding to varied degrees: the number of adult beverage offerings on all on-premise menus tracked in the MenuMonitor tool rose 5.0% in the third quarter of 2014 as compared with the same period in 2013. During that time, however, national and regional chain restaurants actually reduced the number of beverage offerings (-0.3%). In recent conversations with chain operators, we’re hearing more about the need to trim adult beverage offerings to make drink programs more manageable. 

COMPETITIVE LANDSCAPE

Bars and nightclubs compete with other venues that offer alcoholic drinks or entertainment, including restaurants, hotels, casinos, and consumer homes.

Personal income and entertainment needs drive demand. The profitability of individual companies depends on the ability to drive traffic and develop a loyal clientele. Large companies can offer a wide variety of food, drinks, and entertainment, and have scale advantages in purchasing, financing, and marketing. Small companies can compete effectively by serving a local market, offering unique products, entertainment, or providing superior customer service. The industry is extremely labor-intensive: average annual revenue per worker is $60,000.

The barriers to entry are low and steady, given that an operator can lease premises, equipment, furniture and fittings, which lowers the initial capital costs, outlays and borrowings.  The main barrier to entry is in obtaining a suitable license. Entry costs can be lowered by either leasing or managing an establishment on behalf of the owner. Due to the small business nature of the industry and the low average revenue and profit margins per establishment, entry costs can also be low across some geographic locations.

Competition

Current Alternatives

Current alternatives are: 

Mazzy’s Sports Bar and Grill – Easy going friendly. Okay parking. We have much better bar food and run specials on sports nights. 

Empire sports Bar – They are more of a night club scene. They have a okay Dj. 

Barnacles Sports Bar and Grill – Good food, Good Prices. They have a mechanical bull which is a little too gimmicky, we wouldn’t do that. Closer than the others to what take five sports bar and grill is trying to be. 

Our Advantages

Take Five Sports Bar and Grill strives to be the premier sports theme restaurant in the Southeast Region. Our goal is to be a step ahead of the competition. We want our customers to have more fun during their leisure time. We provide more televisions with more sporting events than anywhere else in the region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of "place" in order to reach our goal of over-all value in a dining/entertainment experience.

Keys to Success

Keys to Success

The keys to success in achieving our goals are:

  • Product quality. Not only great food but great service.
  • Managing finances to enable new locations to open at targeted intervals.
  • Controlling costs at all times without exception.
  • Instituting management controls to insure replicability of operations over multiple locations. This applies equally to product control and to financial control.
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Execution

Marketing & Sales

Marketing Plan

A combination of local media and event marketing will be utilized at each location. Radio is most effective, followed by local print media. As soon as a concentration of stores is established in a market, then broader media will be employed.

The strategy of live broadcasting and pro sports tie-ins has been most effective in generating free publicity for the flagship location which has been more effective than any advertising that could have been purchased.

Sales Plan

The sales strategy is to build and open new locations on schedule in order to increase revenue. Each individual location will continue to build its local customer base over the first three years of operation. The goal is $3 to $5 million in annual sales per unit. A unit will be considered mature once it has passed the $3.5 million mark in annual sales.

Operations

Technology

The key elements of Take Five’s restaurant store concept are as follows:

  • Sports based themes–The company will focus on themes that have mass appeal.
  • Distinctive design features–All stores will be characterized by spectacular visual design and layout. Each store will display a collection of authentic sports memorabilia.
  • High profile locations–The company selects its store locations based on key demographic indicators, including traffic counts, average income, number of households, hotels, and offices within a certain radius.
  • Celebrity events–The company stores will be distinguished by the promotional activities of sports celebrities and by media coverage of appearances and special events.
  • Retail merchandising–Each store will include an integrated retail store offering premium quality merchandise displaying the company’s logo design. In addition sports memorabilia will be sold.
  • Quality food–Each Take Five store will serve freshly prepared, high quality, popular cuisine that is targeted to appeal to a variety of tastes and budgets with an emphasis on reasonably and moderately priced signature items of particular appeal to a local market.
  • Quality service–In order to maintain its unique image the Company provides attentive and friendly service with a high ratio of service personnel to customers and also invests in the training and supervision of its employees.

Milestones & Metrics

Milestones Table

Milestone Due Date
Q1 Review
Mar 09, 2018
Q2 Review
June 15, 2018
Q3 Review
Sept 06, 2018
Q4 Review
Dec 18, 2018

Key Metrics

Our key metrics are: 

  • # of reviews and returning customers. Our quality is great if customers keep on coming back 
  • # of tweets and retweets 
  • #of likes on facebook 
  • inventory turnover, make sure no food spoils 
  • investing in training staff and info on best customer answers  
  • have staff push certain entrees every day 
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Company

Overview

Ownership & Structure

Take Five Sports Bar and Grill is a privately held Georgia company. Joseph A. Smith is the principal owner. It is Mr. Smith’s intention to offer limited outside ownership in Take Five on an equity, debt, or combination basis in order to facilitate a more rapid expansion of the Take Five concept.

 

Company History

Take Five Sports Bar and Grill was founded two years ago by Joseph Smith to capitalize on the ever growing market demand for high end technology enhanced sports theme restaurants. Take Five has promoted its brand through the operation of its existing location at Medlock Bridge Road and State Bridge Road in Anytown, Georgia. The flagship location provides a unique dining and entertainment experience in a high-energy environment. Customer acceptance has been proven. Regular and repeat customers cross many age demographics and families are frequent diners.

Take Five has promoted heavily with tie-ins to Anytown professional teams and celebrities. Take Five Sports Bar and Grill is the radio home for the live Monday Night XYZ Anytown Falcons coaches show featuring June Jones and Jeff George. This show is broadcast during the hour preceding the telecast of "Monday Night Football". In addition, Take Five hosts the Anytown Hawks sports talk show on ABC 750 AM featuring guard Steve Smith and the radio voice of the Hawks, Steve Holman. The Anytown Braves celebrated their World Series championship party at Take Five the night they won the Series.

 

Team

Management Team

Joseph Smith


Education
:

LaSalle University, MBA Finance, BS, Finance


Professional Experience
:

RCA/GE–1978-1988:

Finance, Strategic Planning, Corporate Development

Scientific Anytown–1988-1990:

VP Finance, Electronic Systems Group

Holiday Inn Worldwide–1990-1993:

Strategic Planning and Corporate Development, reporting to the CFO

 

5.3 Management Team Gaps

Specific opportunities exist in the store operations supervisory area (not needed initially) and in franchise sales development (not needed initially).

It is expected that these people can be recruited when needed in the Anytown market. Anytown is now home to more than 40 franchise company headquarters.

Store managers are readily available when needed. Food service managers are plentiful.

Personnel Table

2018 2019 2020
Bartenders (3.58) $99,000 $146,880 $149,816
Cooks (2.61) $83,600 $136,800 $136,800
Chef (0.97) $46,200 $51,408 $52,436
Manager (0.97) $49,500 $55,080 $56,182
Busboys (2.94) $48,400 $80,784 $109,868
Website Programmer (0.97) $60,500 $67,320 $68,666
Social Media / Marketing (1.94) $88,000 $97,920 $99,878
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Financial Plan

Forecast

Key Assumptions

The financial plan depends on important assumptions, most of which are shown in the following table. The key underlying assumptions are:

  • We assume a slow-growth economy, without major recession.
  • We assume access to equity capital and financing sufficient to maintain our financial plan as shown in the tables.
  • We assume the continued popularity of sports in America and the growing demand for sports theme venues.

Revenue by Month

Chart visualizing the data for Revenue by Month

Expenses by Month

Chart visualizing the data for Expenses by Month

Net Profit (or Loss) by Year

Chart visualizing the data for Net Profit (or Loss) by Year

Financing

Use of Funds

Expansion plans are already underway. The majority of the $625000 will be us buying long term assets such as store locations and equipment etc. We will also have starting inventory and plates and silverware etc. Once this location is up and running we open another location etc. 

Sources of Funds

The owners will be putting $625,000 from the already established business into the expansion. 

Statements

Projected Profit & Loss

2018 2019 2020
Gross Margin $1,142,450 $1,241,500 $1,330,550
Operating Expenses
Salaries & Wages $475,200 $636,192 $673,646
Employee Related Expenses $85,360 $111,082 $112,755
Rent $60,000 $60,000 $60,000
Insurance $36,000 $36,000 $36,000
Promotion $15,000
Marketing $12,000 $12,000 $12,000
Utilities $24,000 $24,000 $24,000
Amortization of Other Current Assets $0 $0 $0
Interest Incurred $1,592 $129
Depreciation and Amortization $22,289 $22,289 $22,289
Gain or Loss from Sale of Assets
Income Taxes $0 $0 $0
Total Expenses $1,346,606 $1,570,192 $1,657,141
Net Profit $411,009 $339,808 $389,859

Projected Balance Sheet

Starting Balances 2018 2019 2020
Cash $67,136 $408,913 $758,510 $1,170,088
Accounts Receivable $9,450 $7,958 $8,529
Inventory $15,197 $55,708 $59,704 $59,704
Other Current Assets $17,310 $17,310 $17,310 $17,310
Total Current Assets $99,643 $491,382 $843,483 $1,255,631
Long-Term Assets $475,495 $475,495 $475,495 $475,495
Accumulated Depreciation ($29,713) ($52,002) ($74,291) ($96,580)
Total Long-Term Assets $445,782 $423,493 $401,204 $378,915
Accounts Payable $20,040 $8,185 $8,484 $8,484
Income Taxes Payable $0 $0 $0
Sales Taxes Payable $0 $0 $0
Short-Term Debt $29,704 $10,296
Prepaid Revenue
Total Current Liabilities $49,744 $18,481 $8,484 $8,484
Long-Term Debt $10,296 $0 $0 $0
Long-Term Liabilities $10,296 $0 $0 $0
Paid-In Capital $625,000 $625,000 $625,000 $625,000
Retained Earnings ($139,615) ($139,615) $271,394 $611,202
Earnings $411,009 $339,808 $389,859

Projected Cash Flow Statement

2018 2019 2020
Net Cash Flow from Operations
Net Profit $411,009 $339,808 $389,859
Depreciation & Amortization $22,289 $22,289 $22,289
Change in Accounts Receivable ($9,450) $1,492 ($571)
Change in Inventory ($40,511) ($3,996) $0
Change in Accounts Payable ($11,855) $299 $0
Change in Income Tax Payable $0 $0 $0
Change in Sales Tax Payable $0 $0 $0
Change in Prepaid Revenue
Investing & Financing
Assets Purchased or Sold
Investments Received
Dividends & Distributions
Change in Short-Term Debt ($19,408) ($10,296)
Change in Long-Term Debt ($10,296) $0 $0
Cash at Beginning of Period $67,136 $408,913 $758,510
Net Change in Cash $341,777 $349,597 $411,578
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