Oasis Juice is located on 1234 Main St.
Oasis Juice offers the following products:
The demographics of Oasis Juice customers are as follows:
Oasis Juice has identified seven metro locations within the state where we can reach our target customers:
Market Analysis | |||||||
2002 | 2003 | 2004 | 2005 | 2006 | |||
Potential Customers | Growth | CAGR | |||||
Montclair | 10% | 60,000 | 66,000 | 72,600 | 79,860 | 87,846 | 10.00% |
Riley | 10% | 75,000 | 82,500 | 90,750 | 99,825 | 109,808 | 10.00% |
Ashford | 10% | 85,000 | 93,500 | 102,850 | 113,135 | 124,449 | 10.00% |
Tracy | 10% | 75,000 | 82,500 | 90,750 | 99,825 | 109,808 | 10.00% |
Wilmington | 10% | 62,000 | 68,200 | 75,020 | 82,522 | 90,774 | 10.00% |
Langsford | 10% | 90,000 | 99,000 | 108,900 | 119,790 | 131,769 | 10.00% |
Willard | 10% | 48,000 | 52,800 | 58,080 | 63,888 | 70,277 | 10.00% |
Total | 10.00% | 495,000 | 544,500 | 598,950 | 658,845 | 724,731 | 10.00% |
The strategy of Oasis Juice is to focus on our niche market which is health/natural food stores that serve the young active professional.
Oasis Juice will introduce its products at 20% off regular price during the first month. In addition, Oasis Juice will co-sponsor local athletic charitable events to raise the visibility of the brand name.
The sales strategy is to build customer loyalty in the new markets. Oasis Juice will increase its sales force to focus on the new markets.
The following table and charts shows the rapid ramp-up of sales during the first twelve months of operation.
Sales Forecast | |||
2002 | 2003 | 2004 | |
Sales | |||
Products | $1,020,000 | $1,200,000 | $1,300,000 |
Other | $0 | $0 | $0 |
Total Sales | $1,020,000 | $1,200,000 | $1,300,000 |
Direct Cost of Sales | 2002 | 2003 | 2004 |
Products | $278,000 | $310,000 | $360,000 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $278,000 | $310,000 | $360,000 |
Co-owners, Tama Gardner and William Harris, currently manage the daily operation of Oasis Juice. Tama and William have fifteen years of experience working in natural food stores. Tama is responsible for production and distribution. William is the Sales Manager for Oasis Juice.
Tama Gardner was one of the founding members of the Mason Peak Natural Grocery, 4th and Tyler. The grocery was established in 1992 by the non-profit NEDCO, the Neighborhood Economic Development Corporation, and a number of concerned neighbors who wished to save the historic Mason Peak Market from destruction. Tama started as a cashier and advanced to the position of Store Manager in 1996. The grocery has grown into a community fixture under her management.
William Harris ran the University’s now defunct Natural Food Collective for three years before the program was defunded. The small on-campus store provided natural food products to student customers. Sales increased by 20% each year under his leadership. Unfortunately, the state budget shortfall impacted the continued funding of the program. Prior to this position, William worked as Buyer for Sunburst Natural Foods for four years.
The following table shows the project personnel plan for Oasis Juice.
Personnel Plan | |||
2002 | 2003 | 2004 | |
Tama Gardner | $36,000 | $40,000 | $44,000 |
William Harris | $36,000 | $40,000 | $44,000 |
Production Staff | $120,000 | $130,000 | $140,000 |
Distribution Staff | $120,000 | $130,000 | $140,000 |
Sales Staff | $72,000 | $76,000 | $80,000 |
Total People | 13 | 13 | 13 |
Total Payroll | $384,000 | $416,000 | $448,000 |
The following is the financial plan for Oasis Juice.
The monthly break-even point is $66,534.
Break-even Analysis | |
Monthly Revenue Break-even | $66,534 |
Assumptions: | |
Average Percent Variable Cost | 27% |
Estimated Monthly Fixed Cost | $48,400 |
The following table and charts are the projected profit and loss for three years.
Pro Forma Profit and Loss | |||
2002 | 2003 | 2004 | |
Sales | $1,020,000 | $1,200,000 | $1,300,000 |
Direct Cost of Sales | $278,000 | $310,000 | $360,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $278,000 | $310,000 | $360,000 |
Gross Margin | $742,000 | $890,000 | $940,000 |
Gross Margin % | 72.75% | 74.17% | 72.31% |
Expenses | |||
Payroll | $384,000 | $416,000 | $448,000 |
Sales and Marketing and Other Expenses | $72,000 | $132,000 | $132,000 |
Depreciation | $9,600 | $9,600 | $9,600 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $12,000 | $12,000 | $12,000 |
Insurance | $9,600 | $9,600 | $9,600 |
Rent | $36,000 | $36,000 | $36,000 |
Payroll Taxes | $57,600 | $62,400 | $67,200 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $580,800 | $677,600 | $714,400 |
Profit Before Interest and Taxes | $161,200 | $212,400 | $225,600 |
EBITDA | $170,800 | $222,000 | $235,200 |
Interest Expense | $9,310 | $13,703 | $14,203 |
Taxes Incurred | $45,567 | $59,609 | $63,419 |
Net Profit | $106,323 | $139,088 | $147,978 |
Net Profit/Sales | 10.42% | 11.59% | 11.38% |
The following table and chart are the projected cash flow for three years.
Pro Forma Cash Flow | |||
2002 | 2003 | 2004 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $255,000 | $300,000 | $325,000 |
Cash from Receivables | $697,500 | $873,971 | $960,539 |
Subtotal Cash from Operations | $952,500 | $1,173,971 | $1,285,539 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $100,163 | $0 | $0 |
New Other Liabilities (interest-free) | $36,000 | $36,000 | $36,000 |
New Long-term Liabilities | $36,000 | $36,000 | $36,000 |
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 | $1,124,663 | $1,245,971 | $1,357,539 |
Expenditures | 2002 | 2003 | 2004 |
Expenditures from Operations | |||
Cash Spending | $384,000 | $416,000 | $448,000 |
Bill Payments | $511,954 | $637,704 | $695,324 |
Subtotal Spent on Operations | $895,954 | $1,053,704 | $1,143,324 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $19,992 | $19,992 | $19,992 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $18,000 | $18,300 | $3,700 |
Purchase Other Current Assets | $24,000 | $30,000 | $40,000 |
Purchase Long-term Assets | $24,000 | $30,000 | $30,000 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $981,946 | $1,151,996 | $1,237,016 |
Net Cash Flow | $142,717 | $93,975 | $120,524 |
Cash Balance | $182,717 | $276,692 | $397,216 |
The following table is the projected balance sheet for three years.
Pro Forma Balance Sheet | |||
2002 | 2003 | 2004 | |
Assets | |||
Current Assets | |||
Cash | $182,717 | $276,692 | $397,216 |
Accounts Receivable | $147,500 | $173,529 | $187,990 |
Inventory | $33,000 | $36,799 | $42,734 |
Other Current Assets | $29,000 | $59,000 | $99,000 |
Total Current Assets | $392,217 | $546,020 | $726,940 |
Long-term Assets | |||
Long-term Assets | $74,000 | $104,000 | $134,000 |
Accumulated Depreciation | $21,600 | $31,200 | $40,800 |
Total Long-term Assets | $52,400 | $72,800 | $93,200 |
Total Assets | $444,617 | $618,820 | $820,140 |
Liabilities and Capital | 2002 | 2003 | 2004 |
Current Liabilities | |||
Accounts Payable | $51,123 | $52,530 | $57,564 |
Current Borrowing | $80,171 | $60,179 | $40,187 |
Other Current Liabilities | $36,000 | $72,000 | $108,000 |
Subtotal Current Liabilities | $167,294 | $184,709 | $205,751 |
Long-term Liabilities | $58,000 | $75,700 | $108,000 |
Total Liabilities | $225,294 | $260,409 | $313,751 |
Paid-in Capital | $80,000 | $80,000 | $80,000 |
Retained Earnings | $33,000 | $139,323 | $278,411 |
Earnings | $106,323 | $139,088 | $147,978 |
Total Capital | $219,323 | $358,411 | $506,389 |
Total Liabilities and Capital | $444,617 | $618,820 | $820,140 |
Net Worth | $219,323 | $358,411 | $506,389 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5149, Groceries and related products, are shown for comparison.
Ratio Analysis | ||||
2002 | 2003 | 2004 | Industry Profile | |
Sales Growth | 75.86% | 17.65% | 8.33% | 4.60% |
Percent of Total Assets | ||||
Accounts Receivable | 33.17% | 28.04% | 22.92% | 33.30% |
Inventory | 7.42% | 5.95% | 5.21% | 26.00% |
Other Current Assets | 6.52% | 9.53% | 12.07% | 20.90% |
Total Current Assets | 88.21% | 88.24% | 88.64% | 80.20% |
Long-term Assets | 11.79% | 11.76% | 11.36% | 19.80% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 37.63% | 29.85% | 25.09% | 45.20% |
Long-term Liabilities | 13.04% | 12.23% | 13.17% | 10.00% |
Total Liabilities | 50.67% | 42.08% | 38.26% | 55.20% |
Net Worth | 49.33% | 57.92% | 61.74% | 44.80% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 72.75% | 74.17% | 72.31% | 44.10% |
Selling, General & Administrative Expenses | 62.32% | 62.58% | 60.92% | 26.70% |
Advertising Expenses | 5.88% | 10.00% | 9.23% | 0.70% |
Profit Before Interest and Taxes | 15.80% | 17.70% | 17.35% | 0.80% |
Main Ratios | ||||
Current | 2.34 | 2.96 | 3.53 | 1.69 |
Quick | 2.15 | 2.76 | 3.33 | 1.01 |
Total Debt to Total Assets | 50.67% | 42.08% | 38.26% | 55.20% |
Pre-tax Return on Net Worth | 69.25% | 55.44% | 41.75% | 3.60% |
Pre-tax Return on Assets | 34.16% | 32.11% | 25.78% | 8.00% |
Additional Ratios | 2002 | 2003 | 2004 | |
Net Profit Margin | 10.42% | 11.59% | 11.38% | n.a |
Return on Equity | 48.48% | 38.81% | 29.22% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 5.19 | 5.19 | 5.19 | n.a |
Collection Days | 59 | 65 | 68 | n.a |
Inventory Turnover | 10.91 | 8.88 | 9.05 | n.a |
Accounts Payable Turnover | 10.62 | 12.17 | 12.17 | n.a |
Payment Days | 28 | 30 | 29 | n.a |
Total Asset Turnover | 2.29 | 1.94 | 1.59 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 1.03 | 0.73 | 0.62 | n.a |
Current Liab. to Liab. | 0.74 | 0.71 | 0.66 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $224,923 | $361,311 | $521,189 | n.a |
Interest Coverage | 17.31 | 15.50 | 15.88 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.44 | 0.52 | 0.63 | n.a |
Current Debt/Total Assets | 38% | 30% | 25% | n.a |
Acid Test | 1.27 | 1.82 | 2.41 | n.a |
Sales/Net Worth | 4.65 | 3.35 | 2.57 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | |||||||||||||
Products | 0% | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 | |
Direct Cost of Sales | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Products | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 |
Personnel Plan | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Tama Gardner | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
William Harris | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Production Staff | 0% | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Distribution Staff | 0% | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Sales Staff | 0% | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 |
Total People | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | |
Total Payroll | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 |
General Assumptions | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 | |
Direct Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Gross Margin | $47,000 | $47,000 | $53,000 | $60,000 | $60,000 | $65,000 | $65,000 | $65,000 | $70,000 | $70,000 | $70,000 | $70,000 | |
Gross Margin % | 78.33% | 78.33% | 75.71% | 75.00% | 75.00% | 72.22% | 72.22% | 72.22% | 70.00% | 70.00% | 70.00% | 70.00% | |
Expenses | |||||||||||||
Payroll | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Sales and Marketing and Other Expenses | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | |
Depreciation | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Insurance | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | |
Rent | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Payroll Taxes | 15% | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | |
Profit Before Interest and Taxes | ($1,400) | ($1,400) | $4,600 | $11,600 | $11,600 | $16,600 | $16,600 | $16,600 | $21,600 | $21,600 | $21,600 | $21,600 | |
EBITDA | ($600) | ($600) | $5,400 | $12,400 | $12,400 | $17,400 | $17,400 | $17,400 | $22,400 | $22,400 | $22,400 | $22,400 | |
Interest Expense | $401 | $469 | $538 | $606 | $674 | $742 | $810 | $878 | $946 | $1,014 | $1,082 | $1,151 | |
Taxes Incurred | ($540) | ($561) | $1,219 | $3,298 | $3,278 | $4,757 | $4,737 | $4,717 | $6,196 | $6,176 | $6,155 | $6,135 | |
Net Profit | ($1,261) | ($1,309) | $2,844 | $7,696 | $7,648 | $11,101 | $11,053 | $11,006 | $14,458 | $14,410 | $14,363 | $14,314 | |
Net Profit/Sales | -2.10% | -2.18% | 4.06% | 9.62% | 9.56% | 12.33% | 12.28% | 12.23% | 14.46% | 14.41% | 14.36% | 14.31% |
Pro Forma Cash Flow | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $15,000 | $15,000 | $17,500 | $20,000 | $20,000 | $22,500 | $22,500 | $22,500 | $25,000 | $25,000 | $25,000 | $25,000 | |
Cash from Receivables | $40,000 | $41,500 | $45,000 | $45,250 | $52,750 | $60,000 | $60,250 | $67,500 | $67,500 | $67,750 | $75,000 | $75,000 | |
Subtotal Cash from Operations | $55,000 | $56,500 | $62,500 | $65,250 | $72,750 | $82,500 | $82,750 | $90,000 | $92,500 | $92,750 | $100,000 | $100,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,500 | |
New Other Liabilities (interest-free) | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
New Long-term Liabilities | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $69,333 | $70,833 | $76,833 | $79,583 | $87,083 | $96,833 | $97,083 | $104,333 | $106,833 | $107,083 | $114,333 | $114,500 | |
Expenditures | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Expenditures from Operations | |||||||||||||
Cash Spending | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Bill Payments | $21,092 | $32,619 | $28,850 | $38,891 | $42,695 | $39,953 | $51,417 | $46,148 | $46,596 | $58,060 | $52,791 | $52,839 | |
Subtotal Spent on Operations | $53,092 | $64,619 | $60,850 | $70,891 | $74,695 | $71,953 | $83,417 | $78,148 | $78,596 | $90,060 | $84,791 | $84,839 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | |
Purchase Other Current Assets | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Purchase Long-term Assets | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $60,258 | $71,785 | $68,016 | $78,057 | $81,861 | $79,119 | $90,583 | $85,314 | $85,762 | $97,226 | $91,957 | $92,005 | |
Net Cash Flow | $9,075 | ($952) | $8,817 | $1,526 | $5,222 | $17,714 | $6,500 | $19,019 | $21,071 | $9,857 | $22,376 | $22,495 | |
Cash Balance | $49,075 | $48,123 | $56,940 | $58,465 | $63,687 | $81,401 | $87,900 | $106,919 | $127,990 | $137,847 | $160,222 | $182,717 |
Pro Forma Balance Sheet | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $40,000 | $49,075 | $48,123 | $56,940 | $58,465 | $63,687 | $81,401 | $87,900 | $106,919 | $127,990 | $137,847 | $160,222 | $182,717 |
Accounts Receivable | $80,000 | $85,000 | $88,500 | $96,000 | $110,750 | $118,000 | $125,500 | $132,750 | $132,750 | $140,250 | $147,500 | $147,500 | $147,500 |
Inventory | $10,000 | $14,300 | $14,300 | $18,700 | $22,000 | $22,000 | $27,500 | $27,500 | $27,500 | $33,000 | $33,000 | $33,000 | $33,000 |
Other Current Assets | $5,000 | $7,000 | $9,000 | $11,000 | $13,000 | $15,000 | $17,000 | $19,000 | $21,000 | $23,000 | $25,000 | $27,000 | $29,000 |
Total Current Assets | $135,000 | $155,375 | $159,923 | $182,640 | $204,215 | $218,687 | $251,401 | $267,150 | $288,169 | $324,240 | $343,347 | $367,722 | $392,217 |
Long-term Assets | |||||||||||||
Long-term Assets | $50,000 | $52,000 | $54,000 | $56,000 | $58,000 | $60,000 | $62,000 | $64,000 | $66,000 | $68,000 | $70,000 | $72,000 | $74,000 |
Accumulated Depreciation | $12,000 | $12,800 | $13,600 | $14,400 | $15,200 | $16,000 | $16,800 | $17,600 | $18,400 | $19,200 | $20,000 | $20,800 | $21,600 |
Total Long-term Assets | $38,000 | $39,200 | $40,400 | $41,600 | $42,800 | $44,000 | $45,200 | $46,400 | $47,600 | $48,800 | $50,000 | $51,200 | $52,400 |
Total Assets | $173,000 | $194,575 | $200,323 | $224,240 | $247,015 | $262,687 | $296,601 | $313,550 | $335,769 | $373,040 | $393,347 | $418,922 | $444,617 |
Liabilities and Capital | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Current Liabilities | |||||||||||||
Accounts Payable | $20,000 | $31,669 | $27,558 | $37,464 | $41,377 | $38,233 | $49,879 | $44,609 | $44,655 | $56,301 | $51,030 | $51,076 | $51,123 |
Current Borrowing | $0 | $6,667 | $13,334 | $20,001 | $26,668 | $33,335 | $40,002 | $46,669 | $53,336 | $60,003 | $66,670 | $73,337 | $80,171 |
Other Current Liabilities | $0 | $3,000 | $6,000 | $9,000 | $12,000 | $15,000 | $18,000 | $21,000 | $24,000 | $27,000 | $30,000 | $33,000 | $36,000 |
Subtotal Current Liabilities | $20,000 | $41,336 | $46,892 | $66,465 | $80,045 | $86,568 | $107,881 | $112,278 | $121,991 | $143,304 | $147,700 | $157,413 | $167,294 |
Long-term Liabilities | $40,000 | $41,500 | $43,000 | $44,500 | $46,000 | $47,500 | $49,000 | $50,500 | $52,000 | $53,500 | $55,000 | $56,500 | $58,000 |
Total Liabilities | $60,000 | $82,836 | $89,892 | $110,965 | $126,045 | $134,068 | $156,881 | $162,778 | $173,991 | $196,804 | $202,700 | $213,913 | $225,294 |
Paid-in Capital | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 |
Retained Earnings | $9,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 |
Earnings | $24,000 | ($1,261) | ($2,570) | $274 | $7,970 | $15,619 | $26,720 | $37,773 | $48,778 | $63,236 | $77,646 | $92,009 | $106,323 |
Total Capital | $113,000 | $111,739 | $110,430 | $113,274 | $120,970 | $128,619 | $139,720 | $150,773 | $161,778 | $176,236 | $190,646 | $205,009 | $219,323 |
Total Liabilities and Capital | $173,000 | $194,575 | $200,323 | $224,240 | $247,015 | $262,687 | $296,601 | $313,550 | $335,769 | $373,040 | $393,347 | $418,922 | $444,617 |
Net Worth | $113,000 | $111,739 | $110,430 | $113,274 | $120,970 | $128,619 | $139,720 | $150,773 | $161,778 | $176,236 | $190,646 | $205,009 | $219,323 |
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Whether you want to start your own juice bar or smoothie business or expand an existing one, you need a business plan. the following juice bar business plan template lets you know what elements you need to include in a successful juice bar or smoothie business plan., fill the form to download business plan templates.
To ensure your juice and smoothie bar business success in this highly competitive market, you need a properly structured smoothie and juice bar business plan. With over 12 years of experience, we have helped over 5,000 entrepreneurs create business plans to start and grow their smoothie bar and bar businesses.If this is your first time writing a business plan, we’ll walk you through these sections and give you some key things to consider.
Businesses in this industry sell smoothies and freshly-made juices. Many juice and smoothie bars offer extra ingredients, such as soy milk, whey powder, green tea, and herbal or nutritional supplements.
Juice and Smoothie Bars experienced rapid growth until the COVID-19 (coronavirus) pandemic temporarily reversed this trend.
As the economy begins to recover from the Coronavirus, the industry is expected to grow over the five years to 2026. Juice bars, however, are subleasing space from other retailers due to increased competition and changing consumer tastes.
Overall, Industry revenue is expected to increase by 2.0% annually to $2.6 billion by 2024.
The major products and services in juice and smoothie bar industry are
Despite the challenges of the Juice Bar industry, We have identified five factors that can help you boost profitability, efficiency, and ultimately success.
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A business plan for a smoothie and juice bar business is a written document that sets your company’s financial goals and discusses how you’ll reach them.
It describes your business concept, defines your target clients, explains your marketing strategy, and details your financial projections, among other things.
A solid, comprehensive plan will serve as a road map for the next three to five years of the juice bar business. Any bank or investor you approach will require a juice bar business plan, so putting one together will be critical to securing funding.
In short, writing a business plan can help you succeed if you’re thinking of starting a juice bar business or pitching to investors or venture capitalists.
Do you need help creating a business plan? Check out these six free, proven business plan examples from different industries to help you write your own.
You can stay current with market trends by developing a smoothie or juice bar business plan. In addition, it lets you track results over time, test lead generation strategies, and develop new marketing approaches.
Juice and smoothie bar owners who have a business plan grow 30% faster than those who don’t, and 71% of fast-growing businesses have one.
The following is what a good juice bar business plan will show you:
A juice bar and smoothie business plan is a living document that should be updated annually as your company grows and changes.
The main sources of funding for a smoothie or juice bar business are personal savings, credit cards, and bank loans. When it comes to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay the loan and interest.
To gain this confidence, the loan officer will not only look at your financials. However, they will demand a professional plan. A well-developed business plan will ensure that they are confident that you can successfully run a business.
Build your business credit quickly with an easy approval net 30 account from Wise Business Plans. Or check out the top 10 net 30 vendors to find the best one for you to help build your business credit .
To write a smoothie or juice bar business plan, you don’t need to be an expert. Our step-by-step guide will show you how to write a juice or smoothie bar business plan, or you can just download our proven business plan sample pdf to get a better idea.
Download our juice and smoothie bar business plan in PDF and Word here.
The executive summary is the most important part of the document since it outlines the whole business plan. Despite the fact that it appears first in the plan, write the executive summary last so you may condense key concepts from the other nine parts.
It’s a part that catches the investor’s eye and provides key information about your company’s overview and upcoming short- and long-term goals.
Tell them what kind of juice bar or smoothie business you have and what stage you’re in; for example, are you a startup, do you have a smoothie or juice bar company that you want to expand, or do you have a lot of juice or smoothie bar businesses?
Finally, an executive summary should provide investors with a preview of what they may expect from the rest of your document.
Check out these executive summary examples to help you write a perfect one for your smoothie or juice bar business plan.
An executive summary is the most important part of your business plan, and it need not be challenging to write. This is why we have put together some awesome free Executive Summary examples for you.
The company analysis follows the executive summary as the second section of a smoothie or juice bar business plan. Your company overview will be short and clear, similar to the executive summary.
Even if they just have a few minutes, your reader has to understand what your company does and who your customers are.
The following sections will be included in your business plan’s Company Analysis:
You need to include an overview of the smoothie and juice bar business in the industry analysis you performed before sitting down to write your juice bar and smoothie business plan.
While this research may appear to be unnecessary, it helps you to build strategies that maximize business opportunities while lowering or avoiding the identified risk.
Furthermore, market analysis can improve your strategy, especially if it identifies market trends. As an example, If there’s a trend toward juice cleanse regimens, it’s a good idea to make sure your plan includes plenty of juice cleanse options.
The third purpose for conducting market research is to demonstrate to readers that you are an industry expert.
Industry analysis can be presented as a 8-step process when written as part of a company’s business plan.
The first condition for a smoothie or juice bar business is to identify its target customers clearly. Customers can be categorized into the following segments: College students, Fitness enthusiasts, Working professionals, Families, Men and women with disposable income between the ages of 18 – 65 etc.
The customer analysis section is an important part of any juice bar business plan since it evaluates the consumer segments that your company serves. It identifies target customers, determines what those customers want, and then explains how the products will meet those requirements.
Customer analysis may be divided into two parts: Psychosocial profiles and Demographic profiles .
With regards to demographics, include information about: the ages, genders, locations, and income levels of your customers. When targeting businesses, describe what kind of business, size, and location your target customers are.
The psychological profiles of your target clients reveal their wants and needs. The better you understand and identify these demands, the better your chances of attracting and retaining customers will be.
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Who are the main competitors in your target market, and what makes them your main competition? How will you beat them? Use competitor analysis to:
The first step is to determine who your direct and indirect competitors are.
The direct competition consists of other juice bar businesses. These are alternatives to direct competitors that customers have.
Customers have other options for purchasing from indirect competitors than direct competitors. Restaurants, supermarkets, and customers making juice at home are all included. You should mention this competition to demonstrate that you recognize that not everyone who drinks juice or smoothies goes to a juice bar every day.
When it comes to direct competition, you should describe the other juice bar businesses you compete with. It is most likely that your direct competitors will be juice bar companies located nearby.
Once you’ve identified the competition, concentrate on the direct, head-to-head competitors, since they are the most threatening to your juice bar business— but keep an eye on the indirect competition as well, just in case.
Provide an overview of each direct competitor’s business and detail their strengths and weaknesses.
You will be able to position yourself competitively in the market if you perform proper competition research. Perform a SWOT Analysis to learn your competitors’ strengths, weaknesses, and competitive advantages in the following areas:
The final section of your competitive analysis should include a list of your areas of competitive advantage. for example: Are you going to offer premium juices? Will you offer unique juice products that your competitors don’t offer? Will you offer better pricing or will you offer greater customer support?
Consider how you will outperform your competitors and include them in this portion of your juice bar business plan.
Take advantage of our free SWOT analysis examples. Make your business future-proof by identifying your strengths, weaknesses, opportunities, and threats using this free SWOT Analysis Template.
Creating a marketing plan for a smoothie or juice bar business involves identifying the target demographic and finding juice products that suit their preferences.
As part of your marketing plan for a juice bar company, you should include:
Pricing and Product Strategy
Your juice or smoothie bar business must offer juices that are different from those of your competitors, better in quality and taste and affordable in price. Research what your competitors offer and how they price their juice or smoothie bar products. Unique and quality products identifies your juice and smoothie bar business as the place to go for unique juice products and differentiates it from others.
Placing and Promotions
Is your smoothie or juice bar business located next to an office building, gym, etc. That is heavily populated? Discuss how your location might be able to provide a steady stream of customers.
Promoting your juice bar business is the final part of your marketing plan. In this step, you document how you will drive customers to purchase your juice bar business. A few marketing methods you could consider are:
You should also think about your smoothies and juice’s Unique Selling Proposition (USP), which should explain why clients should choose you over other juice bar businesses. Ensure that your USP is reflected in your marketing.
Pro Tips: Are you writing a juice bar business plan? You might find this guide on how to write a marketing plan in a business plan helpful.
While the previous sections of your smoothie or juice bar business plan described your goals, your operations plan discusses how you will achieve them.
An operational plan in a business plan is helpful for investors, but it’s also helpful for you and employees because it pushes you to think about tactics and deadlines.
Your operations plan should be divided into two individual parts, as seen below.
All of the tasks involved in running your juice bar, purchase inventory, such as training employees, serving customers, procuring supplies, keeping the store clean, and so on, are included in daily short-term processes .
Long-term goals are milestones you hope to reach. It may be the date when you expect to serve your 1000th customer or when you hope to reach $X in sales. Another example would be when you expect to hire your Xth employee or start a new location or service.
A strong management team is necessary to demonstrate your juice bar’s ability to succeed as a business. Highlight the backgrounds of your key players, emphasizing the skills and experiences that demonstrate their ability to grow a business.
You and/or your team members should ideally have prior experience working in a juice or smoothie bar. If so, emphasize your knowledge and experience. However, you should emphasize any experience that you believe will help your juice business succeed.
Consider forming an advisory board if your team is lacking. An advisory board would consist of 2 to 8 people who would act as mentors to your company. They would assist in answering questions and providing strategic direction. If necessary, seek out advisory board members with experience running juice or smoothie bars and/or retail and small businesses.
Suggested Resources: Learn how to write a management team section in a business plan for your smoothie and juice bar business.
As part of your financial plan, you should present a 5-year financial statement broken down monthly or quarterly for the first year, and then annually. Financial statements include your income statement, balance sheet, and cash flow statement.
Pro Tips: If you are writing a juice bar business plan yourself, this guide on how to write a financial plan in a business plan can help you.
Income Statement
A profit and loss statement is more commonly called an income statement. It shows your revenue and subtracts your expenses to determine whether you were profitable or not.
As you develop your income statement, you need to develop assumptions. For instance, Will sales grow by 2% or 11% per year? Your choice of assumptions will greatly impact your business’s financial forecasts. Conduct as much research as possible in order to ground your assumptions in reality.
Create a financial statement for your business by downloading our free income statement templates.
Balance Sheet
While balance sheets include much information, to simplify them to the key items you need to know about, balance sheets show your assets and liabilities.
The balance sheet shows your juice or smoothie bar business’s net value at a specific point in time. It categorizes all of your company’s financial data into three categories:
The equation that expresses the relationship between these financial data elements is Assets = Liabilities + Equity.
Create a pro forma balance sheet for your juice bar business plan that highlights the information in the income statement and cash flow projections. A balance sheet is normally prepared once a year by a company.
Balance sheets indicate your assets and liabilities, and while they contain a lot of information, they are simplified to highlight the most important things you need to know.
For example, spending $100,000 to build out your smoothie or juice bar business will not result in instant revenues. Rather, it is an asset that should help you earn money for many years to come.
Similarly, if a bank write you a check for $50,000, you do not have to pay it back right now. Rather, that is a liability that you will repay over time.
Cash Flow Statement:
Your cash flow statement will help you determine how much money you need to start or grow your juice bar business. In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a smoothie or juice bar business:
Create a financial statement for your business by downloading our free balance sheet templates.
List any additional material you cannot include elsewhere, such as resumes from key employees, licenses, equipment leases, permits, patents, receipts, bank statements, contracts, and personal and business credit histories.
Attach your full financial projections along with any supporting documents that make your plan more compelling in the appendix.
Bonus Tip: Learn how to write a business plan appendix for your juice bar business.
A juice and smoothie bar business plan is a worthwhile investment. As long as you follow the template above, you will become an expert in no time. By following the template, you will understand the juice bar business, your competition, and your customers. The plan will help you understand the steps necessary to launch and grow your juice bar business.
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Since 2010, Wise business plans’ juice bar business plan writers has developed business plans for thousands of companies that have experienced tremendous success.
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Tyler Martinez Author
Tyler Martinez
Juice bars and smoothie shops are relatively low-cost restaurant ventures, but the business model can be a little risky when compared with some other food business models. Health-conscious consumers will pay premiums for fresh, creative, and nutritious juices but they likely won’t go too far out of their way to find them. In other words, location is everything when it comes to starting a juice bar. Set up shop near a gym, a trail head, an outdoors club meeting spot, or an outdoors equipment store — you'll want to make sure you're right where your target customers are.
Starting costs for your juice bar include finding and outfitting the ideal commercial space to rent or lease, purchasing equipment, building a menu, generating brand awareness, and hiring and training staff.
Opening any kind of food business is a process with dozens, if not hundreds, of little steps. That's why creating a juice bar business plan is so crucial: working with a clear roadmap toward your juice bar dreams will help every step of your venture go as smoothly as possible.
Attracting potential investors or partners for your juice bar requires providing detailed information about the potential rewards and risks of financing your business. A business plan helps you get all the details sorted and acts as a resource for potential investors.
Juice bars are focused on fresh (sometimes cold-pressed) juices, smoothies, bowls and often salads or sandwiches. Juice bars have relatively low start-up costs, but they also have lower than average profit margins. Think about it: there's only so much you can charge for a juice, even if your customers know you use the best ingredients. Making the right decisions about location, expensive blending equipment, staffing, and supplying your store with fresh ingredients are critical because they form a single revenue stream.
Business plans are straightforward but, as with any writing project, it can be difficult to decide where to start and to put those first ideas for your juice bar into a document.
This fully customizable restaurant business plan template is easily adaptable to your juice bar – read on for useful tips for your juice bar’s business plan and what to put in it.
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No matter where you’re at in your restaurant ownership journey, a business plan will be your north star. Organize your vision and ensure that nothing is overlooked with this free template.
Executive summary.
Your business plan starts with a strong, concise introduction to the concept and goals of your juice bar in the form of an executive summary. Use this section to introduce key elements of your business. Include the vision for your products, key information about the juice bar, and the market in your location.
As you craft the executive summary, imagine the investors and partners that you want to attract with this plan. How might you catch the attention of the right investor for your concept that will engage productively with your vision for your juice bar?
This is also your chance to define the scale of your business. Provide projections for an expansion timeline and the earnings or investment expanding into other local or regional markets would require.
The company overview works with the executive summary to provide a reference for the rest of your business plan. It is more practical than attention-catching: it acts as a glossary for the rest of your business plan by introducing key information.
This section is where you can really flex your business prowess while defining your vision for a juice bar. Describe the products you will serve and provide information about the ownership structure and investors’ place in it. Consider including information about the role you plan to fill in your company, the roles you’ll need to find talent to fill, your vision for the customer experience, and a summary of financial projections.
Juice bars operate on relatively small staffs which can keep labor costs down but present potential setbacks as well – finding staffing coverage when key team members are ill or have emergencies will likely fall to management or onto you as the owner.
Use the team and management structure to outline the ownership structure of your business in detail. Make concrete plans for what kind of worker will manage your shops and how much staff you intend to employ so that you can make accurate financial projections later.
The sample menu for a juice bar is the ground for a lot of decision-making since so much of the business is tied into the production equipment and supply chain. Investing in industrial blenders is a common and versatile approach, but some juice bars invest in pricey cold pressing technology to attract the choosiest of health enthusiasts. The equipment you invest in will determine the products you can produce.
Carefully consider how you will source fresh or frozen fruits and vegetables and how you will communicate about your ingredients to your customers. In the health food market, your consumer base will likely be curious about where your source ingredients and might even have questions about the sustainability of your supply chain.
The location of your juice bar and the competition in that location, whether it be with other juice bars, health food stores, or smoothie shops, is critical for your market analysis. This section of your business plan asks you to define your market and present any research you’ve compiled on that market.
Are you planning to enter a potentially untapped market or will you be competing with large corporate smoothie chains? Providing these key details to potential investors in your business plan is critical. Consider projecting the demand for your products in your area to inform strategies for marketing and financial projections.
A market analysis is all about pinpointing those three key factors: target consumer, location, and competition. Provide research-backed information in your market analysis to really impress potential investors or partners.
Marketing and publicity is important for any food business: it takes work to get customers to your shop and keep them loyal.
Social media can be a powerful tool for spreading the word about a new business among potential customers. To keep them coming back, consider establishing a loyalty program that is more generous than the competitors in your area.
Realizing your artistic vision for your juice bar by creating or commissioning branded graphics is one of the most exciting aspects of planning to market your new business. Choose branding that conveys your juice bar’s concept to potential investors which will become the cornerstone of your customer’s experience of your brand.
Find ways to integrate a consistent aesthetic across the logo, cup design, menu boards, and social media campaigns so that your brand is coherent and recognizable to customers.
Create a marketing plan that'll drive repeat business with this customizable marketing playbook template and interactive calendar.
The business operations section of your plan is arguably the most important because it covers everything from the daily routine of juice making to the ownership and management structure. Consider including information about how your juice bar will manage sales, inventory, and accounting while juggling demand and the supply chain.
The juice bar has one revenue stream – your location, equipment, labor, packaging, and brand are all focused on making and selling juices and other health foods. How you will manage the fluctuations in supply and demand, produce quality, and labor should be considered in this section.
Your business operations section acts as the north star for your business operations from the daily to the quarterly. Don’t spare any details in this section because you’ll fall back on it to field questions from potential investors and partners.
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Even as it is relatively inexpensive to start a juice bar, especially compared to a full-service restaurant, there are financial considerations that are part of opening any new business. It’s crucial to carefully consider your finances and prepare to apply for any necessary lines of credit or loans.
This financing guide is a helpful resource that goes into detail about loan options from brick-and-mortar banks, alternative loans, Small Business Association (SBA) loans, merchant cash advances, business lines of credit, crowdfunding, asking family or friends, commercial real estate loans, equipment financing, and purchase order funding.
Once you have a concrete plan to fund your new juice bar, write that information into your business plan to provide it to potential investors, including information about other partners and detailed financial plans with projections of the profits and expenses of your business.
The complete guide to restaurant financing and loans.
Whether you’re opening a new restaurant, expanding your concept, or renovating within your existing four-walls, you’re going to need capital to make it all happen.
The operating expenses of a juice bar include labor, equipment, produce, insurance, water, ice machines, rent, marketing, etc. which should all be balanced against sales forecasts in this section of your business plan.
Business plans commonly include a “break-even analysis” which compares the sales required to break even with the cost of expenses each month. Investors will be interested in the potential for profit and loss in order to assess the risk of contributing to your business, but a profit and loss statement for a business that isn’t open yet requires some educated projections.
A cash flow analysis shows investors that the company can support itself without additional investments by detailing planned spending on labor, supplies, and operations. Be sure to consider how the costs unique to your juice bar, such as imported fruits or seasonal labor costs, balance at the end of each quarter.
There are a few ways to prepare to communicate with investors about your business plan and get them interested. First, send your business plan to investors and banks far and wide – put your concept and plan in the hands and minds of as many people as possible. You can’t hear no (or yes!) unless you ask.
Perhaps you’re at a networking event for local small restaurant owners and financers. You might want to have a 30-second elevator pitch prepared so that you can communicate everything you need to about your plan for your juice bar company quickly. Be sure to include something memorable or make an opportunity for questions to keep people talking. Maybe you create business cards that include a juice recipe on the back!
Once you secure a meeting with a potential investor or partner, you’ll want a more detailed presentation that presents all the key elements of your business plan – for a juice bar, that will include a tantalizing list of your best juice blend ideas, plus how you'll market them far and wide.
It’s good to anticipate potential questions and prepare answers for questions you encounter for the first time. When networking, be honest and genuine, even if you don’t have a ready answer for each question that comes your way – investors will be interested in your charisma and savvy just as much as your ability to build a detailed plan.
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How would you like to open a juice bar business? That just sounds interesting and really promising if you ask me. Startup juice bar businesses are now showing up in different places as the people’s demand to lead healthier lifestyles keep on growing.
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Whether you are planning to startup a juice bar business or already have an existing business and want to include juice bar services in it, then you need a juice bar business plan to make that possible. What is this business plan and what does it do? We will find that out in this article. We have also included useful business plan samples and templates that you can use as reference.
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Do you like freshly squeezed fruit juices and smoothies? If you do, then you probably might have purchased or ordered them in a juice bar. A juice bar is not really a very new business but the demand for the business has been increasing owing to the switch to living and leading a healthy lifestyle. More and more Americans as well as people around the world has been into the healthy lifestyle trend. Who can blame them when fruit juices and smoothies just tastes so good!
Even before this healthy lifestyle trend started, there has been juice bar businesses that are in operation. How they started, managed and operates is all thanks to their juice bar business plans. A juice bar business plan is a formal document that provides a detailed description of the business, its goals and objectives and the things that it is going to do to achieve its goals and objectives. It includes an executive summary, company description, products and services, implementation plan, marketing strategies and many more. And to make the task of creating a business plan easier and more convenient, juice bar business plan templates have been made available online.
Juice bar business plans are very useful. They can help you do a lot of things, just like the following.
Have you ever imagines how a business would be without a business plan? I can’t imagine if that is even possible. Seems like an utter waste of money, time and resources. If you like to learn more about other types of business plans, like Restaurant Business Plans , Bakery Business Plans , and Rental Property Business Plans , you can check them out on our website.
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So, what do you think does a business plan include? There are quite a lot of them or a number of them, depending on how big or small, simple or complicated the business is. There are actually 10 components that you need to be able to create a good business plan and they are the executive summary, company description, market analysis, competitive analysis, description of management and organization, list of products and services, marketing plan, sales strategy, request for funding, and financial projections.
So the next time you want to create a good business plan, just remember to include these components and you should be good to go. Who wouldn’t want to create a bad business plan anyway? Other related topics you may be interested in are Sample Professional Business Plan Templates , Sample Business Plan Templates , and Short Business Plan Templates .
The following are the advantages of business plan templates.
What other advantages of a business plan template do you know of? To get hold of more templates, we have Personal Business Plan Templates , Catering Business Plan Templates , and Service Business Plan Templates on our website that you may want to check out.
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Interested in following the DASH diet? Here are sample menus to get you started.
DASH stands for Dietary Approaches to Stop Hypertension. It is a healthy-eating plan that's designed to help treat or prevent high blood pressure.
The DASH diet helps people lower salt, which contains sodium, in diets. The diet is also rich in nutrients that help lower blood pressure. These include potassium, calcium, magnesium, protein and fiber.
Vegetables, fruits and whole grains are the basis of the DASH diet. But it also includes foods that are good sources of calcium, protein or other nutrients:
The diet limits the following:
To help you get started with the DASH diet eating plan, here are three days of menus based on the DASH diet. Use these menus as a basis for your own healthy meal planning.
The menus are based on a diet of 2,000 calories or less each day. Talk to your health care professional or a dietitian about your calorie goals. The goal for sodium is less than 2,300 milligrams a day.
Day 1 DASH servings | |
---|---|
Grains and grain products: | 6 |
Vegetables: | 4 |
Fruits: | 4 |
Dairy foods, low-fat or fat-free: | 2 |
Lean meat, fish, poultry and eggs: | 4 |
Fats and oils: | 1 |
Nuts, seeds and beans: | 2 |
Sweets: | 1/2 |
Day 1 nutritional analysis | ||||
---|---|---|---|---|
Calories: | 1,940 | Total fat: | 57 g | |
Sodium: | 2,017 mg | Saturated fat: | 10 g | |
Potassium: | 4,469 mg | Monounsaturated fat: | 27 g | |
Magnesium: | 470 mg | Polyunsaturated fat: | 13 g | |
Calcium: | 1,000 mg | Total carbohydrate: | 278 g | |
Protein: | 86 g | Dietary fiber: | 31 g | |
Cholesterol: | 80 mg | Added sugars: | 10 g |
Day 2 DASH servings | |
---|---|
Grains and grain products: | 6 |
Vegetables: | 7 |
Fruits: | 5 |
Dairy foods, low-fat or fat-free: | 3 |
Lean meat, fish, poultry and eggs: | 3 |
Nuts, seeds and dry beans: | 1 1/2 |
Fats and oils: | 3 |
Sweets: | 1 |
Day 2 nutritional analysis | |||
---|---|---|---|
Calories: | 1,727 | Total fat: | 58 g |
Sodium: | 1,157 mg | Saturated fat: | 14 g |
Potassium: | 3,660 mg | Monounsaturated fat: | 26 g |
Magnesium: | 512 mg | Polyunsaturated fat: | 12 g |
Calcium: | 1,115 mg | Total carbohydrate: | 229 g |
Protein: | 87 g | Dietary fiber: | 30 g |
Cholesterol: | 104 mg | Added sugars: | 12 g |
Day 3 DASH servings | |
---|---|
Grains and grain products: | 5 |
Vegetables: | 6 1/2 |
Fruits: | 4 |
Dairy foods, low-fat or fat-free: | 2 |
Lean meat, fish, poultry and eggs: | 4 |
Nuts, seeds and dry beans: | 1 |
Fats and oils: | 4 |
Sweets: | 0 |
Day 3 nutritional analysis | |||
---|---|---|---|
Calories: | 2,114 | Total fat: | 74 g |
Sodium: | 1,462 mg | Saturated fat: | 12 g |
Potassium: | 5,406 mg | Monounsaturated fat: | 38 g |
Magnesium: | 579 mg | Polyunsaturated fat: | 18 g |
Calcium: | 1,333 mg | Total carbohydrate: | 290 g |
Protein: | 96 g | Dietary fiber: | 44 g |
Cholesterol: | 233 mg | Added sugars: | 10 g |
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A Sample Fruit Juice Production Business Plan Template 1. Industry Overview. Fruit juice production business is a subsidiary of the global fruit and vegetable processing industry and players in this industry are engaged in the processing and packaging of fresh fruit and vegetables into canned, bottled, preserved, frozen, dried (except sun-dried) or otherwise processed or preserved food ...
February 28, 2024. Business Plan. Creating a comprehensive business plan is crucial for launching and running a successful juice bar. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your juice bar's identity, navigate the competitive market, and secure funding for growth.
Your business plan should articulate your vision clearly. Define your target audience (health-conscious consumers, gym-goers, office workers, etc.) and establish your juice bar's distinctive appeal (organic, locally-sourced produce, innovative flavor combinations, dietary accommodations such as vegan or sugar-free options, etc.).
A fruit juice shop is a small, informal restaurant where fruit juice and in most cases, smoothies are made and served to customers. Fruit juice is ideally 100 percent pure juice made from the flesh of fresh fruit or from whole fruit, depending on the type used. It is not permitted to add sugars, sweeteners, preservatives, flavorings, or ...
Actually, there is an exhaustive marketing strategy, tailored to the industry, in our business plan for a fruit juice bar establishment. How to build a 3-year financial plan for a juice bar? A successful business plan requires comprehensive financial data in order to accurately forecast future performance.
This PDF is a step-by-step guide to helping you write a business plan for your juice business. Whether you're starting a juice bar, a juice delivery service, or a wholesale juice business, this guide explores the key elements of a successful juice business plan, along with industry tips, resources, and downloadable content to help you write ...
Juice Bar Business Plan Example and Template. Below are links to each section of your business plan template: 1. Executive Summary. 2. Company Overview. 3. Industry Analysis. 4.
3. The products and services section. The products and services section of your business plan should include a detailed description of the offerings that your company provides to its customers. For example, your fruit juice brand could offer freshly squeezed juices, smoothies, and health shots to customers.
Juice Bar Business Plan. Over the past 20+ years, we have helped over 10,000 entrepreneurs and business owners create business plans to start and grow their juice bars and smoothie bars. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a juice/smoothie ...
Creating a business plan for a fruit juice producer is an essential process for any entrepreneur. It serves as a roadmap that outlines the necessary steps to be taken to start or grow the business, the resources required, and the anticipated financial outcomes. ... You can access a library of dozens of complete business plan samples and ...
Financial budget. Creating a detailed financial budget for your juice bar is crucial before you start writing a plan. This should include all the payments, such as rent/mortgage, utility bills, equipment prices, insurance fees, taxes, and labor costs. And make sure that all the expenses remain within your budget.
Juice Bar. Juice That Packs A Punch. Business Plan. Prepared By. John Doe. (650) 359-3153 10200 Bolsa Ave, Westminster, CA, 92683 [email protected] https://upmetrics.co. Table of Contents. Executive Summary4 Mission Statement 5 Vision Statement 5 Customer Focus 6 Success Factors 6 Financial Summary 6 3 Year profit forecast 7 Chart 7.
Here is a sample business plan for starting a fresh fruit juice production company. Starting a Fresh Juice Company. I will be discussing with you in this post how you can start afresh juice business and make good money in the long term. The making of fresh juice is a very lucrative business that any entrepreneur that wants to venture into the food industry needs to consider.
2. The presentation of the company. When writing a presentation for a business plan for a juice bar, it is important to focus on several key areas. First, structure and ownership must be addressed. This would include outlining the legal entity chosen to operate the business, such as an LLC or partnership.
3. Wholesale. ( Note: This is not technically a juice bar business — it's a juice factory business — but it is a plan worth considering.) It's hard to start small as a wholesale brand, so if you're going to go wholesale, you probably need to go big out of the gate. This requires a big investment in marketing and a factory.
Get this complete sample business plan as a free text document. Download for free. Business Planning. ... Start your own wholesale juice business plan. ... 100% fruit juices has grown in sales by 15% each year and is now available in over 100 store outlets in the greater Richmond area. Oasis Juice will gross $580,000 in sales this year.
A business plan for a smoothie and juice bar business is a written document that sets your company's financial goals and discusses how you'll reach them. It describes your business concept, defines your target clients, explains your marketing strategy, and details your financial projections, among other things.
The real version of Growthink's Ultimate Juice Bar Business Plan Template is much more than a fill-in-the-blanks template. That template professionally guides you step-by-step so you can quickly, easily and expertly complete your business plan. Perhaps most importantly, it includes complete financial projections.
Our juice stand business plan involves selling fresh fruit juices made from all-natural ingredients located between an office building and gym. Juice O'clock will offer watermelon, apple, and orange juices as top sellers at a slightly higher price than competitors due to its central location. The logo will feature watermelon, apple, and orange in a gradient designed circle to represent the ...
Business Plan of Fruit Juice - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. n/a
A business plan helps you get all the details sorted and acts as a resource for potential investors. Juice bars are focused on fresh (sometimes cold-pressed) juices, smoothies, bowls and often salads or sandwiches. Juice bars have relatively low start-up costs, but they also have lower than average profit margins.
A juice bar business plan is a formal document that provides a detailed description of the business, its goals and objectives and the things that it is going to do to achieve its goals and objectives. It includes an executive summary, company description, products and services, implementation plan, marketing strategies and many more.
Here are sample menus to get you started. By Mayo Clinic Staff. Green beans with red pepper and garlic. Hummus. Roasted salmon with maple glaze. Vegetable stir-fry. DASH stands for Dietary Approaches to Stop Hypertension. It is a healthy-eating plan that's designed to help treat or prevent high blood pressure.