Business Plan for Fruit and Vegetables Grower and Distributor

					This Business Plan for a Fruit and Vegetables Grower and Distributor allows
entrepreneurs or business owners to create a comprehensive and professional business
plan. This template form allows a business to outline the company's objectives and
detail both current company information as well as any past performance. Companies
should include a complete market analysis in their plan to help showcase why their
business strategy will be effective in the market. Future company plans, including
production targets, management strategy, and financial forecasting, should be used to
demonstrate and confirm that the company's short-term and long-term objective can
and will be met. This model plan can be customized to best fit the unique needs of any
entrepreneur or owner that is seeking to create a strong business plan.
                                    [[COMPANY NAME          20




                                [Company Name]
                                          [Name]

                                         [Address]

                                      XXX-XXX-XXXX

                                    Fax: XXX-XXX-XXXX

                                     [Website Address]

                                   Email: [Email Address]




© Copyright 2012 Docstoc Inc.                                    1
                                           [[COMPANY NAME                   20




Confidentiality Agreement

The undersigned reader acknowledges that the information provided by [Company Name], Inc in
this business plan is confidential; therefore, reader agrees not to disclose it without the express
written permission of [Company Name], Inc.

It is acknowledged by reader that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means
and that any disclosure or use of same by reader, may cause serious harm or damage to
[Company Name], Inc.




Upon request, this document is to be immediately returned to [Company Name], Inc.




___________________
Signature




___________________
Name (typed or printed)




___________________
Date




                   This is a business plan. It does not imply an offering of securities.




© Copyright 2012 Docstoc Inc.                                                          2
                                                               Table of Contents



1.0 Executive Summary .................................................................................................................... 1
      Chart: Highlights .......................................................................................................................... 1
   1.1 Objectives.................................................................................................................................... 1
   1.2 Mission .......................................................................................................................................... 2
   1.3 Keys to Success ........................................................................................................................ 2
2.0 Company Summary ..................................................................................................................... 2
   2.1 Company Ownership ............................................................................................................... 2
   2.2 Company History ...................................................................................................................... 2
      Table: Past Performance ........................................................................................................... 3
      Chart: Past Performance ........................................................................................................... 4
3.0 Products and Services ................................................................................................................ 4
4.0 Market Analysis Summary ........................................................................................................ 5
   4.1 Market Segmentation ............................................................................................................. 5
   4.2 Target Market Segment Strategy ...................................................................................... 6
   4.3 Service Business Analysis ..................................................................................................... 7
      4.3.1 Competition and Buying Patterns .............................................................................. 7
5.0 Web Plan Summary ..................................................................................................................... 7
   5.1 Website Marketing Strategy ................................................................................................. 7
   5.2 Development Requirements ................................................................................................. 7
6.0 Strategy and Implementation Summary ............................................................................ 7
   6.1 SWOT Analysis .......................................................................................................................... 8
      6.1.1 Strengths ............................................................................................................................. 8
      6.1.2 Weaknesses ........................................................................................................................ 8
      6.1.3 Opportunities ..................................................................................................................... 8
      6.1.4 Threats ................................................................................................................................. 8
   6.2 Competitive Edge ..................................................................................................................... 9
   6.3 Marketing Strategy .................................................................................................................. 9
   6.4 Sales Strategy ......................................................................................................................... 10
      6.4.1 Sales Forecast.................................................................................................................. 10
          Table: Sales Forecast ........................................................................................................... 11
          Chart: Sales Monthly ............................................................................................................ 12
          Chart: Sales by Year ............................................................................................................. 12
   6.5 Milestones.................................................................................................................................. 13

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                                                              Table of Contents



       Table: Milestones ....................................................................................................................... 13
7.0 Management Summary ............................................................................................................ 13
   7.1 Personnel Plan ......................................................................................................................... 13
       Table: Personnel ......................................................................................................................... 14
8.0 Financial Plan ............................................................................................................................... 15
   8.1 Important Assumptions ....................................................................................................... 15
   8.2 Break-even Analysis .............................................................................................................. 15
       Table: Break-even Analysis.................................................................................................... 15
       Chart: Break-even Analysis ................................................................................................... 16
   8.3 Projected Profit and Loss ..................................................................................................... 17
       Table: Profit and Loss ............................................................................................................... 17
       Chart: Profit Monthly ................................................................................................................ 18
       Chart: Profit Yearly .................................................................................................................... 19
       Chart: Gross Margin Monthly................................................................................................. 19
       Chart: Gross Margin Yearly .................................................................................................... 20
   8.4 Projected Cash Flow .............................................................................................................. 21
       Table: Cash Flow ........................................................................................................................ 21
       Chart: Cash .................................................................................................................................. 22
   8.5 Projected Balance Sheet ...................................................................................................... 23
       Table: Balance Sheet ................................................................................................................ 23
   8.6 Business Ratios ....................................................................................................................... 24
       Table: Ratios ................................................................................................................................ 24
Table: Sales Forecast ......................................................................................................................... 1
Table: Personnel ................................................................................................................................... 2
Table: Profit and Loss ......................................................................................................................... 3
Table: Cash Flow .................................................................................................................................. 4
Table: Balance Sheet .......................................................................................................................... 6




                                                                                                                                              Page 2
Table of Contents




                    Page 1
                                      [[COMPANY NAME]                2010


1.0 Executive Summary

   [Company Name] is led by a team that has considerable experience in running an effective
   business. [Company Name] is a grower/shipper/packer of quality watermelons and
   pumpkins. [Company Name]'s main office resides in Schoolcraft, Michigan. Additional offices
   are located in Mission, Texas; Clewiston, Florida; Ellenton & Bainbridge, Georgia and Oaktown,
   Indiana. The Company's owner [Name], brings over 10 years of watermelon growing and
   handling experience. He has a strong background in farming and is the current President of the
   National Watermelon Promotion Board.

   The focus of this business plan is to put forth objectives to continue improvements on Food
   Safety, achieve 20% to 25% growth, decrease cost and improve overall performance.
   [Company Name] is ready to elevate to the next step. The Company is seeking $400,000 in
   grant funding. The funding will be used in the areas of food safety, facility upgrades, new
   equipment purchases, equipment upgrades and marketing.




   Chart: Highlights




1.1 Objectives

   [Company Name]'s objectives are:

   1.   Continued improvements on Food Safety
   2.   20% to 25% growth
   3.   Decrease cost
   4.   Improve bottom line




                                 [Name] Tel. XXX-XXX-XXXX | 1.0 Executive Summary 1
                                       [[COMPANY NAME]                    2010


1.2 Mission

   [Company Name] Melon Company was based on the idea of providing a service to both growers
   and receivers. This service is built on integrity, reliability and hard work. Our commitment to
   Food Safety is top priority. From field to fork we are working hard to make sure our standards
   are the highest in the industry.

1.3 Keys to Success

   [Company Name]'s keys to success are:

          Effective Food Safety Program at all Packing House locations
          Year round supply, increase volume
          Customer and Grower service

2.0 Company Summary

   [Company Name] is headquartered in Schoolcraft, Michigan.

   Name: [Name]ua R. Bailey

   Company: [Company Name]

   Address: [Address]

   Phone: XXX-XXX-XXXX

   Fax: XXX-XXX-XXXX

   Email: [Email Address]

   Web Site: [Website Address]

   [Company Name] is a grower/shipper/packer of quality watermelons and pumpkins. Our
   customer base consists of major retail chain stores and wholesalers across the country.
   [Company Name]'s main office and repack warehouse is a beautiful 52,000 square foot building
   in Michigan and we have seasonal sales office in Mission, Texas; Clewiston, Florida; Ellenton &
   Bainbridge, Georgia; and Oaktown, Indiana.

2.1 Company Ownership

   [Company Name] is an S corporation owned by [Name] , President.

2.2 Company History

   Sales for 2007, 2008, and 2009 were $4,654,954, $9,673,087, and $8,823,000,
   respectively. Earnings for this period were $45,674, $60,888, $71,723, respectively.
   The earnings were affected by the bad economy.

   The Past Financial Performance shows that we have had a slight decline in sales; however, our
   earnings had a healthy growth.
                                  [Name] Tel. XXX-XXX-XXXX | 2.0 Company Summary 2
                                            [[COMPANY NAME]           2010


Table: Past Performance


Past Performance
                                                        2007          2008          2009
Sales                                             $4,654,954    $9,673,087    $8,823,000
Gross Margin                                       $311,472      $421,465      $518,992
Gross Margin %                                        6.69%         4.36%         5.88%
Operating Expenses                                 $265,798      $482,352      $590,715
Collection Period (days)                                   8             9            24

Balance Sheet
                                                       2007          2008          2009

Current Assets
Cash                                                $42,512       $14,901       $34,445
Accounts Receivable                                 $92,453      $345,547      $705,723
Other Current Assets                                 $7,195        $5,674       $16,128
Total Current Assets                               $142,160      $366,122      $756,296

Long-term Assets
Long-term Assets                                   $149,735      $380,750      $383,930
Accumulated Depreciation                            $13,356      $124,804      $223,804
Total Long-term Assets                             $136,379      $255,946      $160,126

Total Assets                                       $278,539      $622,068      $916,422

Current Liabilities
Accounts Payable                                   $167,798      $637,031      $420,605
Current Borrowing                                    $9,731        $6,819       $57,277
Other Current Liabilities (interest free)                $0            $0            $0
Total Current Liabilities                          $177,529      $643,850      $477,882

Long-term Liabilities                               $58,035      $140,558      $653,058
Total Liabilities                                  $235,564      $784,408     $1,130,940

Paid-in Capital                                        $100          $100          $100
Retained Earnings                                   ($2,799)    ($101,552)    ($142,895)
Earnings                                            $45,674      ($60,888)     ($71,723)
Total Capital                                       $42,975     ($162,340)    ($214,518)

Total Capital and Liabilities                      $278,539      $622,068      $916,422

Other Inputs
Payment Days                                              30            30            30
Sales on Credit                                   $4,189,459    $8,705,778    $7,940,700
Receivables Turnover                                   45.31         25.19         11.25




                                       [Name] Tel. XXX-XXX-XXXX | 2.0 Company Summary 3
                                     [[COMPANY NAME]                 2010


   Chart: Past Performance




3.0 Products and Services

   In the watermelon industry [Company Name] Melon is known as a leading
   grower/shipper/packer of quality watermelons. [Company Name] is involved in part of the
   growing of watermelons but its main duties would be harvesting packing and marketing the
   watermelon crop. [Company Name] has contracts with watermelon growers (farmers) that
   states [Company Name] will harvest the watermelons, take them to a warehouse where we will
   wash and size the watermelons across computerized sizing machines that will separate the
   melons according to specific weight ranges depending on the customer's specifications. The
   watermelons are then place packed into high graphic bins where they are then loaded onto
   semi trucks and delivered across the country to wholesale markets and major retail chain
   stores.

   [Company Name] Melon provides a service to our growers and the results of that is the product
   that we sell to our customers. The service we provide to our growers is we furnish the labor
   force to harvest the watermelons and pack them into shipping containers also known as bins.
   The cost of the labor is $.03 per lbs and this cost is taken out of the grower when the final
   settlement is paid. [Company Name] also furnishes the packing equipment to pack the
   watermelon at the packing shed, the transportation to the end customer, a detailed Food Safety
   and recall program and of course the sales. This is all packaged together and our commission
   rate is 10%. By providing the growing with all these services [Company Name] is known as a
   full service shipper. This is a big advantage to the grower since they do not have to make the
   investment into the equipment, they do not have to try and secure a migrant labor force and
   they have the advantage of our year round customer base and sales force.

   The service that [Company Name] provides to the customer is a year round supply of quality
   packed and safe produce and large volume quantities for special ads and promotions.




                               [Name] Tel. XXX-XXX-XXXX | 3.0 Products and Services 4
                                      [[COMPANY NAME]                  2010


   In future expansions [Company Name] would like to take on a larger grower base so we can
   better supply our customers. [Company Name] takes the packing, transportation, labor, food
   safety and sales aspect away from the grower who only has product during a few weeks out of
   the year and we provide them a package deal. The grower is good at growing the crop and
   [Company Name] is good at packing and sales so it is a perfect match.

   [Company Name]'s long term strategy is to continue to expand its grower and customer base
   across the country. With the increase in demand for the small personal size watermelons
   [Company Name] would like to expand our product offering to our customer base. One
   advantage with the personal watermelons is that the buyers are all the same as the
   conventional watermelons and they are grown basically the same way that conventional
   watermelons are grown. The major difference is that [Company Name] would have to invest in
   a completely new and different packing line and washing system, this would be a large
   expense.

4.0 Market Analysis Summary

   The overall market for watermelons is immense. In 2008, watermelon production in the United
   States totaled 4.3 billion pounds. 75 percent of the total production came from states such as:
   Georgia, Florida, Texas, California and Arizona. [Company Name] Melon Company noticed the
   mass production in this region and operates within the Texas, Florida and Georgia area. An
   additional office is located in Indiana and the main office and warehouse is stationed in
   Michigan.


   This business plan has identified how [Company Name] will excel in the watermelon industry
   and win customers by providing quality service as well as quality products.

   The table displays the number of farms in each region

4.1 Market Segmentation

   Midwest Market: The Midwest market is where the highest concentration of [Company Name]'s
   current customer base is located. There is a large segment of new customers in this area that
   can be captured because of the fact that [Company Name] can service this area better than any
   region in the country. This is due in a large to the Distribution warehouse that [Company
   Name] has in Michigan. When [Company Name] is harvesting in Florida, Georgia and Texas it
   is a two to three day transit time and often there are situations where the trucks get held up or
   weather conditions keep us from harvesting, because of this [Company Name] likes to keep at
   least one to two days of inventory in the Michigan warehouse. [Company Name] uses these
   inventories to make sure all loads are delivered on time and to cover any shorts that our
   customers might have the same day or next morning arrival. This capacity enables [Company
   Name] to expand in this area and service our current customers more efficiently.

   East Coast: The East Coast markets mainly the New York City area to Boston is a new market
   segment that [Company Name] has been selling only for the last two years. These heavily
   populated areas use huge volumes of watermelons year round. There is tremendous growth
   potential with current customers and a vast supply of new customers to explore as [Company
   Name]'s product supply grows.

   South East: The Southeast is where a large percentage of [Company Name]'s watermelons are
   grown, but a small percentage of the watermelons are sold in the southeast. This is because
                           [Name] Tel. XXX-XXX-XXXX | 4.0 Market Analysis Summary 5
                                      [[COMPANY NAME]                2010


   the majority of [Company Name]'s current customer base is in the north and [Company Name]
   does not have enough products available to efficiently service all market segments. As
   [Company Name] expands the southeast market is a region that has a lot of growth potential.

   Table: Market Analysis Table

Segment Name      Growth    2009     2010   2011   2012   2013    CAGR

Midwest               2%    20       20     20     20     20      0.00%
East Coast            2%    20       20     20     20     20      0.00%
Southeast             2%    15       15     15     15     15      0.00%
Total                       55       55     55     55     55      0.00%




4.2 Target Market Segment Strategy

   [Company Name] has aligned itself with major retail chain stores across the country, most of
   these chain stores operate nationwide and the same buyer will buy for all division nationwide.
   This is particularly important when you are trying to break into different marketing regions.
   Once you have established yourself with a chain store the transition into different market
   regions is easy.

   The major retailers are very demanding when it comes to product safety and quality.
   [Company Name] strives to be an industry leader in food safety and quality of watermelon that
   we ship. The watermelon industry is a large volume industry, but it is generally small in
   respect to good competition. An advantage for [Company Name] is that it is a young company
   that is on top of the latest technological changes and we can adapt and change very quickly,
   whereas most business in the industry are managed by older people who do not want to adopt
   new technology or change what they have been doing for years. As a younger business owner
   I am willing to change and meet the demands that my customers are asking for. With the
   proper funding the growth potential is endless.

   The basic structure of the watermelon industry is made up of growers (farmers), brokers and
   shipper/packers. The majority of growers due just that they grow watermelons. For the most
   part growers are not involved with the sales of their product; they contract with a broker or
   shipper/packer. Brokers act as an agent for growers in negotiating the sale of their product.
   Shipper/Packers are located at the growing or shipping point and have for sale in their own
   name product which they grown or packed or may sell for the account of a grower or other
   shippers. [Company Name] is a shipper/packer that contracts with its growers to pack and sell
   their watermelons.

   Distribution of watermelons is done from the growing region in which the watermelons are
   being harvested. [Company Name] starts the spring season by distributing watermelons from
   Mexico, south Texas and south Florida. As the summer progress the harvesting regions move
   to the north, [Company Name] continues to north Florida, south Georgia, Indiana, Michigan and
   Canada and then back to south Georgia and Florida for a fall crop before we go into Mexico for
   the winter months. All of these different shipping points are distribution points for [Company
   Name]. [Company Name] also distributes all year long out of its Michigan repack warehouse



                           [Name] Tel. XXX-XXX-XXXX | 4.0 Market Analysis Summary 6
                                        [[COMPANY NAME]                2010


   facility. This warehouse is used for repacking and staging loads for high volume and
   promotions.

4.3 Service Business Analysis

   Target customers are concerned with quality of product, timely deliveries, and food safety
   program and customer service. [Company Name] has built its reputation on timely deliveries,
   we have the product available for the customer when they need it, we do what we say we are
   going to do, if we take an order for twenty loads then we deliver twenty loads on time and good
   quality watermelon packed to the customer's specifications. [Company Name] also offers a
   detailed food safety program that includes all shipping warehouses third part approved, case
   and item traceability and all watermelons are washed to ensure the safest melon possible.

4.3.1 Competition and Buying Patterns

   [Company Name]'s main competitors vary with each customer. For example with the chain
   stores there might be four vendors that supply a certain region and a different four that supply
   another region. No matter whom the competition the main objective is on time delivery of a
   good quality product, year round availability, and a food safety and traceability program. A key
   factor in having an edge over your competition is having completely control over the marketing
   of the product that you are selling. Some watermelon growers do not want just one company
   marketing their product, they try and have two or three people selling and there is never a
   clear picture on what product is available and when. The contracts that [Company Name] has
   with its growers are one where [Company Name] has completely control to market the grower's
   whole crop. This is very important when you are forecasting for promotional ads and the
   retailers want to know specific volumes for specific time periods. Weaknesses of the
   competition is if they do not have extra product in place to cover shorts, rejections and weather
   related delays this back up plan is essential to customer service. Some of the larger
   competitors will lack in the customer service and the quality of pack they put up.

5.0 Web Plan Summary

   We have a website currently under construction: http://[Website Address]/

5.1 Website Marketing Strategy

   A web-site in my business would be used for resource information, traceability of product and
   Professional legitimacy.

5.2 Development Requirements

   [Company Name]'s website is currently being rebuilt. The cost was included in with another
   package that we bought for our traceability labels and all web design and improvements are
   included. The site will be used primarily for resource information and product traceability.

6.0 Strategy and Implementation Summary

   The primary focus for [Company Name] Melon's strategy must be to increase sales and
   profitability during the peak seasons. Sales will be increased by developing a strong marketing
   strategy to sell more personal melons. This is a profitable market, and we will use existing
   customers to achieve this goal.

                                 [Name] Tel. XXX-XXX-XXXX | 5.0 Web Plan Summary 7
                                      [[COMPANY NAME]                 2010


6.1 SWOT Analysis

   The SWOT analysis aids in displaying the internal strengths and weaknesses that [Company
   Name] must address. It allows us to examine the opportunities presented to [Company Name]
   as well as potential threats. [Company Name] will succeed due to its impeccable strengths. In
   addition to our owner [Name] being the current President of the National Watermelon
   Promotion Board, other strengths include: an abundant supply of products, comprehensive food
   safety program, cutting-edge technology, professional and experienced labor force, immense
   buying power, and sufficient warehouse space. Strengths are valuable but its also important to
   realize    the   weaknesses     [Company     Name]     must     address.    These   weaknesses
   include: limited additional income to take advantage of prepaying discounts for materials,
   melons and freight. The weather is also a weakness since [Company Name] depends upon the
   weather to be favorable in order to have a good yielding crop to sell heat watermelons.

6.1.1 Strengths

   Year round supply that we can offer our customers

   Next day delivery/same day delivery available

   Comprehensive food safety program this is good for growers and customers

   Computerized sizing machines/washers good for grower/customer

   Labor force-good supply for grower, educated, legal and experienced

   Buying power to pass on to growers-seed, plastic mulch, bins, pallets

   Owner [Name] is the current President of the National Watermelon Promotion Board

   Provide good reliable transportation

   Warehouse space available-growers-overflow, staging for large volume ads

6.1.2 Weaknesses

   Lack of additional cash flow to take advantage of pre-paying discounts for materials, melons,
   freight. The faster you pay the more you save. The weather is always a weakness since we
   are depending upon the weather to be favorable so we can have a good yielding crop to sell
   watermelons.

6.1.3 Opportunities

      Expanding into the personal melon category, potential for large volume increase with
       current customers, added volume during winter months
      Expanding the volume of Pumpkins we ship for Halloween
      Fresh cut and food service industry, a growing market

6.1.4 Threats

   Weather

                  [Name] Tel. XXX-XXX-XXXX | 6.0 Strategy and Implementation Summary 8
                                      [[COMPANY NAME]                 2010


   USDA and FDA regulations

   Competition

   A salmonella outbreak or other food borne illness related to watermelons

6.2 Competitive Edge

    The completive edge that [Company Name] Melon has is that we are ahead of our competition
   when it comes to food safety and quality of product that we pack. All of [Company Name]'s
   packinghouses are third party certified by PRIMUS LABS. The watermelons that [Company
   Name] sells are washed and treated with a special product call SELECTROCIDE. This product
   reduces the level of food spoilage microbes on watermelons and it is used to sanitize all of our
   packing equipment. Along with washing the watermelons [Company Name] uses computerized
   sizing machines that the watermelons are packed across. This gives us the advantage over our
   competition because most are not using these products and equipment to pack there
   watermelons.

   [Company Name] is a young hard working company that knows what it takes to get the job
   done, other companies in the industry are older and resistant to change and new technology.

   Another competitive advantage is the marketing program towards children and trying to
   influence the future buyers. The peanuts gang marketing program is designed to target young
   children and have them influence their parents to buy and eat more watermelons and to
   educate them that watermelons are available year round and they are a very healthy snack.
   Although this program is in the early stages [Company Name] has had a lot of positive
   feedback from the major retail chain stores that we sell. The combination of these things gives
   [Company Name] and strong competitive edge.

6.3 Marketing Strategy

   The main focus on marketing is geared towards the chain stores. Advertising in the produce
   trade publications keeps [Company Name] out in front of the buyers and makes them aware
   that [Company Name] is a national force. Continued use of the Peanuts Gang packaging (bins
   and labels) sets [Company Name] apart from the competition that is using generic packaging.
   This will continue to be measured by increased load volume with the retailers. [Company
   Name] will continue to market itself as a food safety leader and stay ahead of the curve and go
   above and beyond what the retailers are asking for.

   [Company Name] has a marketing program that is geared towards children using "The Power of
   Snoopy" (see attachment). [Company Name] has partnered with Hinkle Produce who has the
   exclusive rights to use Snoopy and the Peanuts' gang to market produces towards children.
   [Company Name] uses a high graphic bin (cardboard shipping container) that we pack our
   watermelons in and the chain stores display them in the produce department. This is done to
   draw more attention to the product and encourage kids to eat more watermelons. [Company
   Name] believes that it is important to impact the future buyers of tomorrow and encourage
   them to eat healthy. This program will be ongoing though the 2011 season.

   [Company Name]'s focus is on the Midwest market region where we have the capacity for next
   day or sometimes even same day delivery out of our Michigan warehouse. Most of the
   competition cannot offer this service in this region. With this distribution warehouse [Company
   Name] is able to service customers that might run short of product due to heavy store pulls due
                 [Name] Tel. XXX-XXX-XXXX | 6.0 Strategy and Implementation Summary 9
                                     [[COMPANY NAME]                  2010


   to warm weather, late trucks coming into their distribution centers or rejections. With the
   ability to have product in inventory at all times [Company Name] is able to maintain an on time
   delivery schedule when the product is coming from a growing region that has a two to three
   day drive time.

   [Company Name] has made many strong relationships across the country with key
   grower/shippers that have similar philosophies when it comes to quality and integrity. These
   alliances help [Company Name] secure product in different growing regions in case of weather
   issues and it also helps [Company Name] service its customers in different geographic areas.
   These alliances also make it beneficial for the other companies that ship product into the
   Midwest region where [Company Name] offers them warehouse storage, repacking and
   redelivery services.

6.4 Sales Strategy

   [Company Name] has a powerful labor-force. Each member is uniquely skilled and has been
   thoroughly trained in their department. In addition to the professional staff, [Company
   Name] supplies quality products, delivers strong customer service, and has the competitive
   upper-hand in the watermelon industry. Having the proper technology, accessories, and
   manpower, [Company Name] will have no problem maintaining and gaining clients.

6.4.1 Sales Forecast

   The melons are priced based on two methods, per pound and per unit (bin). The cost varies by
   the market; however, April-May is the main season for melons. During this season watermelons
   are priced at $0.30/ pound or $210/unit. During June-July the cost decreases a little to
   $0.22/pound or $154/unit. A $0.02 profit is made from these melons and the gross profit is
   used to pay off the Company's expenses.

   The personal melons are packaged and priced differently from the regular melons. They come
   in cartons that make up a 5-9 count and weigh between 40-45 pounds. During the main
   season, the price per carton is ranges from $14-$15, respectively. In September, the price
   decreases to $10/carton.

   September and October are the biggest seasons for pumpkins. During this season, pumpkins
   are priced at $100/unit respectively. Each unit contains 56 cartons. [Company Name] earns a
   10 percent commission per unit.




               [Name] Tel. XXX-XXX-XXXX | 6.0 Strategy and Implementation Summary 10
                                       [[COMPANY NAME]             2010




Table: Sales Forecast


Sales Forecast
                                                       2010           2011            2012
Unit Sales
Watermelon                                           51,400          61,680         74,016
Personal Melons                                       5,598           6,718          8,061
Pumpkins                                             11,200          13,440         16,128
Total Unit Sales                                     68,198          81,838         98,205

Unit Prices                                           2010            2011           2012
Watermelon                                          $182.00         $182.00        $182.00
Personal Melons                                     $238.00         $238.00        $238.00
Pumpkins                                            $100.00         $100.00        $100.00

Sales
Watermelon                                        $9,354,800    $11,225,760     $13,470,912
Personal Melons                                   $1,332,324     $1,598,789      $1,918,547
Pumpkins                                          $1,120,000     $1,344,000      $1,612,800
Total Sales                                      $11,807,124    $14,168,549     $17,002,259

Direct Unit Costs                                     2010            2011           2012
Watermelon                                          $167.44         $167.44        $167.44
Personal Melons                                     $218.96         $218.96        $218.96
Pumpkins                                             $90.00          $90.00         $90.00

Direct Cost of Sales
Watermelon                                        $8,606,416    $10,327,699     $12,393,239
Personal Melons                                   $1,225,738     $1,470,886      $1,765,063
Pumpkins                                          $1,008,000     $1,209,600      $1,451,520
Subtotal Direct Cost of Sales                    $10,840,154    $13,008,185     $15,609,822




                   [Name] Tel. XXX-XXX-XXXX | 6.0 Strategy and Implementation Summary 11
                                [[COMPANY NAME]             2010


Chart: Sales Monthly




Chart: Sales by Year




            [Name] Tel. XXX-XXX-XXXX | 6.0 Strategy and Implementation Summary 12
                                         [[COMPANY NAME]             2010




6.5 Milestones

   The following table presents important events and their scheduled start and ending dates. The
   milestone schedule indicates our emphasis on planning for implementation. The most important
   programs are the sales and marketing programs listed in detail in the previous topics.

Table: Milestones


Milestones

Milestone                   Start Date      End Date        Budget       Manager      Department
Grant Funding               3/30/2010       7/1/2010        $5,000        [Name]         Finance
Personal Melons              4/1/2010       9/3/2010        $2,250        [Name]      Production

Totals                                                      $7,250


7.0 Management Summary

   [Name] is the founder and owner of [Company Name]He has a strong background in farming,
   which includes over 10 years of experience in watermelon growing and handling. [Name] is the
   current president of the National Watermelon Promotion Board.

   The management team consists of three additional division leaders. The administrative
   department is managed by Sue Blakley, [Name] manages the production department and the
   warehouse department is headed by [Name].

7.1 Personnel Plan

   The personal can be broken down into the following categories:

   Administrative- which consist of the office manager [Name]who is responsible for A/R, A/P,
   grower liquidations and the day to day office operations. The office support staff consists of
   Natalie Bailey ([Name] owner, wife) and [Name]. The support staff is in charge of invoicing,
   answering of phones, daily data entry, pallet pooling entry, setting appointments, daily truck
   calls and any other support the office manager needs.

   Sales and Transportation-All the current sales are done by the owner [Name] . This person
   organizes the daily orders, were they will load and sets up the transportation for the loads.
   They also set the ad lids and volumes with the retailers and deal with the growers on pricing.

   Production/New Business development- There is two people that handle this category [Name]
   and [Name]. [Name] and [Name] have been working with each other for over thirteen years
   and they work extremely well together. [Name] lives in Florida and he is in charge of the
   southern packing sheds. His duties include managing the migrant labor contractors; oversee
   the packing and harvesting of the watermelons and works hand in hand with the growers from
   planting to harvesting.


                             [Name] Tel. XXX-XXX-XXXX | 7.0 Management Summary 13
                                        [[COMPANY NAME]                   2010


   Warehouse/Repack- The Michigan warehouse and repack facility is run by [Name]. [Name]is in
   charge of all inbound and outbound loads at the Michigan warehouse. [Name]deals with the
   migrant labor, sets up the appointments for the trucks and runs the Michigan food safety
   program.

   Gaps- As the Company grows the need for a full-time person to handle the food safety program
   for all divisions and they could also be a key support figure for the Michigan warehouse.
   Another gap that will need to be filled in the future is an additional production/field rep to assist
   [Name]. As [Company Name] expands the grower base will have to expand and [Company
   Name] will have to open more packinghouses and an additional field rep will be needed.

   A major gap that could be filled is in the transportation division. Currently [Name] sources
   truck through multiple truck brokers, who all charge a fee for their service. A typical truck
   broker tacks on 10% for their service and [Company Name] spent over $1.5 million dollars in
   2009 on freight cost. With the proper funding this could all be done without the use of truck
   brokers. One set back is cash flow. The truck brokers pay the carriers within 10 days and they
   extend terms to [Company Name] for over 30 days and this helps [Company Name]s cash
   flow. If [Company Name] was to have the proper funding for cash flow we could save over
   10% and another area in the future that could be profitable for [Company Name].

Table: Personnel


Personnel Plan
                                                               2010             2011              2012
[Name]                                                       $75,000          $77,250           $79,568
Office Manager                                               $39,000          $40,170           $79,568
Supervisor Field Representative                              $39,000          $40,170           $41,375
Office Support                                               $21,996          $22,656           $23,336
Office Support                                               $20,004          $20,604           $21,222
Warehouse Manager                                            $36,000          $37,080           $38,192
Total People                                                       6                6                 6

Total Payroll                                               $231,000         $237,930          $283,261




                                                           [Name] Tel. XXX-XXX-XXXX | 14
                                                                         8.0 Financial Plan
                                     [[COMPANY NAME]                 2010


8.0 Financial Plan

   [Company Name]'s. current financial plan is to obtain grant funding in the amount of $400,000.
   The funding will be used in four areas: food safety facility upgrades, new equipment
   purchases, equipment upgrade and marketing.

    Use of Funds



Use                                              Amount
Food Safety Facility Upgrades                    $ 70,000.00

New Equipment purchases                          $ 265,000.00

Equipment Upgrade                                $   50,000.00

Marketing                                        $   15,000.00


                                                 Total     $ 400,000.00

8.1 Important Assumptions

   The table below presents the assumptions used in the financial calculations of this business
   plan.

   The average per-unit revenue cost is estimated to be $173.13. The average per-unit variable
   cost is estimated to be $158.95. The estimated monthly fixed cost is $52,022.

8.2 Break-even Analysis

   For our break-even analysis, the monthly units needed to be sold to break-even are
   forecasts to be 3,669. The monthly revenue needed to break-even is $635,208.

Table: Break-even Analysis


Break-even Analysis

Monthly Units Break-even                          3,669
Monthly Revenue Break-even                     $635,208

Assumptions:
Average Per-Unit Revenue                         $173.13
Average Per-Unit Variable Cost                   $158.95
Estimated Monthly Fixed Cost                     $52,022




                                                         [Name] Tel. XXX-XXX-XXXX | 15
                                                                       8.0 Financial Plan
                             [[COMPANY NAME]      2010


Chart: Break-even Analysis




                                      [Name] Tel. XXX-XXX-XXXX | 16
                                                    8.0 Financial Plan
                                      [[COMPANY NAME]                 2010


8.3 Projected Profit and Loss

   It is realistic to expect a 25% increase in growth per year for the next three years. To achieve
   this growth there will not be a significant increase in expenses. The current overhead that
   [Company Name] has can support a 25% sales increase. As [Company Name]'s load volume
   approaches 2250 then we have to look at adding additional personal to continue growing. The
   current administrative, marketing and payroll expenses can be utilized to achieve such growth.

Table: Profit and Loss


Pro Forma Profit and Loss
                                                   2010              2011             2012
Sales                                       $11,807,124       $14,168,549      $17,002,259
Direct Cost of Sales                        $10,840,154       $13,008,185      $15,609,822
Other Costs of Sales                                 $0                $0               $0
Total Cost of Sales                         $10,840,154       $13,008,185      $15,609,822

Gross Margin                                   $966,970        $1,160,364        $1,392,437
Gross Margin %                                   8.19%             8.19%             8.19%




                                                          [Name] Tel. XXX-XXX-XXXX | 17
                                                                        8.0 Financial Plan
                                   [[COMPANY NAME]            2010



Expenses
Payroll                                $231,000          $237,930       $283,261
Marketing/Promotion                     $21,561           $22,208        $22,874
Depreciation                            $99,000          $101,970       $105,029
Rent                                    $83,400           $85,902        $88,479
Utilities                                $4,500            $4,635         $4,774
Insurance                               $24,000           $24,720        $25,462
Payroll Taxes                                $0           $35,690        $42,489
Other                                  $160,800          $165,624       $170,593

Total Operating Expenses               $624,261          $678,678       $742,961

Profit Before Interest and Taxes       $342,709          $481,686       $649,476
EBITDA                                 $441,709          $583,656       $754,505
 Interest Expense                       $49,151           $49,151        $49,151
 Taxes Incurred                         $88,067          $129,760       $180,098

Net Profit                             $205,491          $302,774       $420,228
Net Profit/Sales                         1.74%             2.14%          2.47%




   Chart: Profit Monthly




                                                  [Name] Tel. XXX-XXX-XXXX | 18
                                                                8.0 Financial Plan
                              [[COMPANY NAME]      2010


Chart: Profit Yearly




Chart: Gross Margin Monthly




                                       [Name] Tel. XXX-XXX-XXXX | 19
                                                     8.0 Financial Plan
                             [[COMPANY NAME]      2010


Chart: Gross Margin Yearly




                                      [Name] Tel. XXX-XXX-XXXX | 20
                                                    8.0 Financial Plan
                                        [[COMPANY NAME]           2010


8.4 Projected Cash Flow

   [Company Name] has applied for a grant of $400,000. This business plan shows that [Company
   Name] will receive a $100,000 grant each month beginning in April.

Table: Cash Flow


Pro Forma Cash Flow
                                                        2010             2011           2012
Cash Received

Cash from Operations
Cash Sales                                         $8,855,343     $10,626,412     $12,751,694
Cash from Receivables                              $3,657,504      $3,542,137      $4,250,565
Subtotal Cash from Operations                     $12,512,847     $14,168,549     $17,002,259

Additional Cash Received
Sales Tax, VAT, HST/GST Received                           $0              $0              $0
New Current Borrowing                                      $0              $0              $0
New Other Liabilities (interest-free)                      $0              $0              $0
New Long-term Liabilities                                  $0              $0              $0
Sales of Other Current Assets                              $0              $0              $0
Sales of Long-term Assets                                  $0              $0              $0
New Investment Received                              $400,000              $0              $0
Subtotal Cash Received                            $12,912,847     $14,168,549     $17,002,259




                                                     [Name] Tel. XXX-XXX-XXXX | 21
                                                                   8.0 Financial Plan
                                       [[COMPANY NAME]       2010



Expenditures                                        2010            2011            2012

Expenditures from Operations
Cash Spending                                    $231,000       $237,930       $283,261
Bill Payments                                 $11,680,781    $12,425,616    $15,974,464
Subtotal Spent on Operations                  $11,911,781    $12,663,546    $16,257,725

Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out                       $0             $0             $0
Principal Repayment of Current Borrowing               $0             $0             $0
Other Liabilities Principal Repayment                  $0             $0             $0
Long-term Liabilities Principal Repayment              $0             $0             $0
Purchase Other Current Assets                          $0             $0             $0
Purchase Long-term Assets                              $0             $0             $0
Dividends                                              $0             $0             $0
Subtotal Cash Spent                           $11,911,781    $12,663,546    $16,257,725

Net Cash Flow                                  $1,001,066     $1,505,003      $744,534
Cash Balance                                   $1,035,511     $2,540,514     $3,285,048




   Chart: Cash




                                                 [Name] Tel. XXX-XXX-XXXX | 22
                                                               8.0 Financial Plan
                                     [[COMPANY NAME]                 2010




8.5 Projected Balance Sheet

    The net worth is $390,973, $693,747 and $1,113,975 for 2010, 2011, and 2012, respectively.

Table: Balance Sheet


Pro Forma Balance Sheet
                                                    2010              2011           2012
Assets

Current Assets
Cash                                           $1,035,511       $2,540,514      $3,285,048
Accounts Receivable                                    $0               $0              $0
Other Current Assets                              $16,128          $16,128         $16,128
Total Current Assets                           $1,051,639       $2,556,642      $3,301,176

Long-term Assets
Long-term Assets                                 $383,930        $383,930         $383,930
Accumulated Depreciation                         $322,804        $424,774         $529,803
Total Long-term Assets                            $61,126        ($40,844)      ($145,873)
Total Assets                                   $1,112,765       $2,515,798      $3,155,302

Liabilities and Capital                             2010              2011           2012

Current Liabilities
Accounts Payable                                  $11,457       $1,111,716      $1,330,992
Current Borrowing                                 $57,277          $57,277         $57,277
Other Current Liabilities                              $0               $0              $0
Subtotal Current Liabilities                      $68,734       $1,168,993      $1,388,269

Long-term Liabilities                           $653,058         $653,058        $653,058
Total Liabilities                               $721,792        $1,822,051      $2,041,327

Paid-in Capital                                  $400,100        $400,100        $400,100
Retained Earnings                              ($214,618)          ($9,127)      $293,647
Earnings                                         $205,491        $302,774        $420,228
Total Capital                                    $390,973        $693,747       $1,113,975
Total Liabilities and Capital                  $1,112,765       $2,515,798      $3,155,302

Net Worth                                       $390,973         $693,747       $1,113,975




                                                       [Name] Tel. XXX-XXX-XXXX | 23
                                                                     8.0 Financial Plan
                                      [[COMPANY NAME]                 2010




8.6 Business Ratios

   The table below presents ratios from the fruit and vegetable markets as a reference.

Table: Ratios


Ratio Analysis
                                               2010           2011             2012       Industry
                                                                                            Profile
Sales Growth                                 33.82%         20.00%           20.00%         2.74%

Percent of Total Assets
Accounts Receivable                          0.00%           0.00%          0.00%          19.40%
Other Current Assets                         1.45%           0.64%          0.51%          43.45%
Total Current Assets                        94.51%         101.62%        104.62%          76.47%
Long-term Assets                             5.49%          -1.62%         -4.62%          23.53%
Total Assets                               100.00%         100.00%        100.00%         100.00%

Current Liabilities                           6.18%         46.47%           44.00%        32.47%
Long-term Liabilities                        58.69%         25.96%           20.70%        48.24%
Total Liabilities                            64.86%         72.42%           64.70%        80.71%
Net Worth                                    35.14%         27.58%           35.30%        19.29%

Percent of Sales
Sales                                      100.00%         100.00%        100.00%         100.00%
Gross Margin                                 8.19%           8.19%          8.19%          21.37%
Selling, General & Administrative            6.45%           6.05%          5.72%           8.13%
Expenses
Advertising Expenses                          0.18%          0.16%            0.13%         0.17%
Profit Before Interest and Taxes              2.90%          3.40%            3.82%         2.39%

Main Ratios
Current                                        15.30           2.19             2.38          1.61
Quick                                          15.30           2.19             2.38          1.19
Total Debt to Total Assets                   64.86%         72.42%           64.70%        80.71%
Pre-tax Return on Net Worth                  75.08%         62.35%           53.89%        79.39%
Pre-tax Return on Assets                     26.38%         17.19%           19.03%        15.32%




                                                        [Name] Tel. XXX-XXX-XXXX | 24
                                                                      8.0 Financial Plan
                               [[COMPANY NAME]           2010



Additional Ratios                   2010         2011             2012
Net Profit Margin                  1.74%        2.14%            2.47%         n.a
Return on Equity                  52.56%       43.64%           37.72%         n.a

Activity Ratios
Accounts Receivable Turnover         0.00        0.00             0.00         n.a
Collection Days                        29           0                0         n.a
Accounts Payable Turnover          983.78       12.17            12.17         n.a
Payment Days                           28          15               28         n.a
Total Asset Turnover                10.61        5.63             5.39         n.a

Debt Ratios
Debt to Net Worth                    1.85         2.63            1.83         n.a
Current Liab. to Liab.               0.10         0.64            0.68         n.a

Liquidity Ratios
Net Working Capital              $982,905   $1,387,649    $1,912,906           n.a
Interest Coverage                    6.97         9.80         13.21           n.a

Additional Ratios
Assets to Sales                      0.09        0.18             0.19         n.a
Current Debt/Total Assets             6%         46%              44%          n.a
Acid Test                           15.30        2.19             2.38         n.a
Sales/Net Worth                     30.20       20.42            15.26         n.a
Dividend Payout                      0.00        0.00             0.00         n.a




                                            [Name] Tel. XXX-XXX-XXXX | 25
                                                          8.0 Financial Plan
                                                                              Appendix

Table: Sales Forecast


Sales Forecast
                                      Jan       Feb       Mar          Apr           May          Jun           Jul       Aug        Sep         Oct      Nov       Dec
Unit Sales
Watermelon                              0         0         0       12,100        13,600       13,600       12,100          0           0          0        0         0
Personal Melons                         0         0         0          933           933          933          933        933         933          0        0         0
Pumpkins                                0         0         0            0             0            0            0          0       5,600      5,600        0         0
Total Unit Sales                        0         0         0       13,033        14,533       14,533       13,033        933       6,533      5,600        0         0

Unit Prices                            Jan      Feb       Mar          Apr          May           Jun          Jul        Aug        Sep         Oct      Nov       Dec
Watermelon                         $182.00   $182.00   $182.00     $182.00       $182.00      $182.00      $182.00     $182.00    $182.00    $182.00   $182.00   $182.00
Personal Melons                    $238.00   $238.00   $238.00     $238.00       $238.00      $238.00      $238.00     $238.00    $238.00    $238.00   $238.00   $238.00
Pumpkins                           $100.00   $100.00   $100.00     $100.00       $100.00      $100.00      $100.00     $100.00    $100.00    $100.00   $100.00   $100.00

Sales
Watermelon                             $0        $0        $0    $2,202,200    $2,475,200   $2,475,200   $2,202,200         $0         $0         $0       $0        $0
Personal Melons                        $0        $0        $0      $222,054      $222,054     $222,054     $222,054   $222,054   $222,054         $0       $0        $0
Pumpkins                               $0        $0        $0            $0            $0           $0           $0         $0   $560,000   $560,000       $0        $0
Total Sales                            $0        $0        $0    $2,424,254    $2,697,254   $2,697,254   $2,424,254   $222,054   $782,054   $560,000       $0        $0

Direct Unit Costs                      Jan      Feb       Mar          Apr          May           Jun          Jul        Aug        Sep         Oct      Nov       Dec
Watermelon                92.00%   $167.44   $167.44   $167.44     $167.44       $167.44      $167.44      $167.44     $167.44    $167.44    $167.44   $167.44   $167.44
Personal Melons           92.00%   $218.96   $218.96   $218.96     $218.96       $218.96      $218.96      $218.96     $218.96    $218.96    $218.96   $218.96   $218.96
Pumpkins                  90.00%    $90.00    $90.00    $90.00      $90.00        $90.00       $90.00       $90.00      $90.00     $90.00     $90.00    $90.00    $90.00

Direct Cost of Sales
Watermelon                             $0        $0        $0    $2,026,024    $2,277,184   $2,277,184   $2,026,024         $0         $0         $0       $0        $0
Personal Melons                        $0        $0        $0      $204,290      $204,290     $204,290     $204,290   $204,290   $204,290         $0       $0        $0
Pumpkins                               $0        $0        $0            $0            $0           $0           $0         $0   $504,000   $504,000       $0        $0
Subtotal Direct Cost of                $0        $0        $0    $2,230,314    $2,481,474   $2,481,474   $2,230,314   $204,290   $708,290   $504,000       $0        $0
Sales




                                                                                                                                                                 Page 1
                                                     Appendix

Table: Personnel


Personnel Plan
                        Jan       Feb       Mar       Apr      May        Jun        Jul       Aug       Sep       Oct       Nov      Dec
[Name]               $6,250    $6,250    $6,250    $6,250    $6,250    $6,250    $6,250     $6,250    $6,250    $6,250    $6,250    $6,250
Office Manager       $3,250    $3,250    $3,250    $3,250    $3,250    $3,250    $3,250     $3,250    $3,250    $3,250    $3,250    $3,250
Supervisor Field     $3,250    $3,250    $3,250    $3,250    $3,250    $3,250    $3,250     $3,250    $3,250    $3,250    $3,250    $3,250
Representative
Office Support       $1,833    $1,833    $1,833    $1,833    $1,833    $1,833    $1,833     $1,833    $1,833    $1,833    $1,833    $1,833
Office Support       $1,667    $1,667    $1,667    $1,667    $1,667    $1,667    $1,667     $1,667    $1,667    $1,667    $1,667    $1,667
Warehouse Manager    $3,000    $3,000    $3,000    $3,000    $3,000    $3,000    $3,000     $3,000    $3,000    $3,000    $3,000    $3,000
Total People              0         0         0         0         0         0         0          0         0         0         0         0

Total Payroll       $19,250   $19,250   $19,250   $19,250   $19,250   $19,250   $19,250    $19,250   $19,250   $19,250   $19,250   $19,250




                                                                                                                                   Page 2
                                                                                Appendix

Table: Profit and Loss


Pro Forma Profit and
Loss
                                    Jan         Feb         Mar           Apr         May           Jun           Jul        Aug         Sep        Oct        Nov         Dec
Sales                                $0          $0          $0    $2,424,254   $2,697,254   $2,697,254   $2,424,254    $222,054    $782,054   $560,000         $0          $0
Direct Cost of Sales                 $0          $0          $0    $2,230,314   $2,481,474   $2,481,474   $2,230,314    $204,290    $708,290   $504,000         $0          $0
Other Costs of Sales                 $0          $0          $0            $0           $0           $0           $0          $0          $0         $0         $0          $0
Total Cost of Sales                  $0          $0          $0    $2,230,314   $2,481,474   $2,481,474   $2,230,314    $204,290    $708,290   $504,000         $0          $0

Gross Margin                          $0          $0          $0    $193,940     $215,780     $215,780     $193,940      $17,764     $73,764    $56,000          $0          $0
Gross Margin %                    0.00%       0.00%       0.00%       8.00%        8.00%        8.00%        8.00%        8.00%       9.43%     10.00%       0.00%       0.00%


Expenses
Payroll                         $19,250     $19,250     $19,250      $19,250      $19,250      $19,250       $19,250     $19,250     $19,250    $19,250    $19,250     $19,250
Marketing/Promotion              $1,700      $1,717      $1,734       $1,751       $1,769       $1,787        $1,805      $1,823      $1,841     $1,859     $1,878      $1,897
Depreciation                     $8,250      $8,250      $8,250       $8,250       $8,250       $8,250        $8,250      $8,250      $8,250     $8,250     $8,250      $8,250
Rent                             $6,950      $6,950      $6,950       $6,950       $6,950       $6,950        $6,950      $6,950      $6,950     $6,950     $6,950      $6,950
Utilities                          $375        $375        $375         $375         $375         $375          $375        $375        $375       $375       $375        $375
Insurance                        $2,000      $2,000      $2,000       $2,000       $2,000       $2,000        $2,000      $2,000      $2,000     $2,000     $2,000      $2,000
Payroll Taxes            15%         $0          $0          $0           $0           $0           $0            $0          $0          $0         $0         $0          $0
Other                           $13,400     $13,400     $13,400      $13,400      $13,400      $13,400       $13,400     $13,400     $13,400    $13,400    $13,400     $13,400

Total Operating                 $51,925     $51,942     $51,959      $51,976      $51,994      $52,012       $52,030     $52,048     $52,066    $52,084    $52,103     $52,122
Expenses

Profit Before Interest         ($51,925)   ($51,942)   ($51,959)    $141,964     $163,786     $163,768     $141,910     ($34,284)    $21,698     $3,916   ($52,103)   ($52,122)
and Taxes
EBITDA                         ($43,675)   ($43,692)   ($43,709)    $150,214     $172,036     $172,018     $150,160     ($26,034)    $29,948    $12,166   ($43,853)   ($43,872)
 Interest Expense                 $4,096      $4,096      $4,096      $4,096       $4,096       $4,096       $4,096        $4,096     $4,096     $4,096      $4,096      $4,096
 Taxes Incurred                ($16,806)   ($16,811)   ($16,816)     $41,361      $47,907      $47,902      $41,344     ($11,514)     $5,281      ($54)   ($16,860)   ($16,865)

Net Profit                     ($39,215)   ($39,227)   ($39,238)     $96,508     $111,783     $111,771       $96,470    ($26,866)    $12,322     ($126)   ($39,339)   ($39,353)
Net Profit/Sales                  0.00%       0.00%       0.00%       3.98%        4.14%        4.14%         3.98%      -12.10%      1.58%     -0.02%       0.00%       0.00%




                                                                                                                                                                      Page 3
                                                                     Appendix

Table: Cash Flow


Pro Forma Cash
Flow
                               Jan    Feb   Mar         Apr          May          Jun           Jul       Aug        Sep         Oct       Nov       Dec
Cash Received

Cash from
Operations
Cash Sales                       $0    $0    $0   $1,818,191   $2,022,941   $2,022,941   $1,818,191   $166,541   $586,541   $420,000         $0       $0
Cash from                  $705,723    $0    $0      $20,202     $608,339     $674,314     $672,039   $587,712    $60,180   $193,663   $135,333       $0
Receivables
Subtotal Cash              $705,723    $0    $0   $1,838,393   $2,631,279   $2,697,254   $2,490,229   $754,252   $646,721   $613,663   $135,333       $0
from Operations

Additional Cash
Received
Sales Tax, VAT,    0.00%        $0     $0    $0          $0           $0           $0           $0         $0         $0         $0         $0        $0
HST/GST
Received
New Current                     $0     $0    $0          $0           $0           $0           $0         $0         $0         $0         $0        $0
Borrowing
New Other                       $0     $0    $0          $0           $0           $0           $0         $0         $0         $0         $0        $0
Liabilities
(interest-free)
New Long-term                   $0     $0    $0          $0           $0           $0           $0         $0         $0         $0         $0        $0
Liabilities
Sales of Other                  $0     $0    $0          $0           $0           $0           $0         $0         $0         $0         $0        $0
Current Assets
Sales of Long-                  $0     $0    $0          $0           $0           $0           $0         $0         $0         $0         $0        $0
term Assets
New Investment                  $0     $0    $0    $100,000     $100,000     $100,000     $100,000         $0         $0         $0         $0        $0
Received
Subtotal Cash              $705,723    $0    $0   $1,938,393   $2,731,279   $2,797,254   $2,590,229   $754,252   $646,721   $613,663   $135,333       $0
Received




                                                                                                                                                  Page 4
                                                                          Appendix


Expenditures            Jan         Feb         Mar          Apr          May          Jun           Jul          Aug           Sep          Oct          Nov          Dec

Expenditures
from Operations
Cash Spending        $19,250    $19,250     $19,250      $19,250       $19,250      $19,250      $19,250       $19,250      $19,250      $19,250      $19,250      $19,250
Bill Payments       $420,995    $11,715     $11,727      $88,022    $2,308,837   $2,557,971   $2,549,393    $2,230,988     $238,780     $735,245     $515,266      $11,840
Subtotal Spent on   $440,245    $30,965     $30,977     $107,272    $2,328,087   $2,577,221   $2,568,643    $2,250,238     $258,030     $754,495     $534,516      $31,090
Operations

Additional Cash
Spent
Sales Tax, VAT,          $0          $0          $0           $0           $0           $0           $0             $0           $0           $0           $0           $0
HST/GST Paid Out
Principal                $0          $0          $0           $0           $0           $0           $0             $0           $0           $0           $0           $0
Repayment of
Current
Borrowing
Other Liabilities        $0          $0          $0           $0           $0           $0           $0             $0           $0           $0           $0           $0
Principal
Repayment
Long-term                $0          $0          $0           $0           $0           $0           $0             $0           $0           $0           $0           $0
Liabilities
Principal
Repayment
Purchase Other           $0          $0          $0           $0           $0           $0           $0             $0           $0           $0           $0           $0
Current Assets
Purchase Long-           $0          $0          $0           $0           $0           $0           $0             $0           $0           $0           $0           $0
term Assets
Dividends                 $0         $0          $0           $0            $0           $0           $0            $0           $0           $0           $0           $0
Subtotal Cash       $440,245    $30,965     $30,977     $107,272    $2,328,087   $2,577,221   $2,568,643    $2,250,238     $258,030     $754,495     $534,516      $31,090
Spent

Net Cash Flow       $265,478   ($30,965)   ($30,977)   $1,831,121     $403,192     $220,033      $21,586   ($1,495,986)     $388,691   ($140,832)   ($399,183)    ($31,090)
Cash Balance        $299,923   $268,957    $237,981    $2,069,101   $2,472,293   $2,692,326   $2,713,912     $1,217,926   $1,606,616   $1,465,784   $1,066,601   $1,035,511




                                                                                                                                                                   Page 5
                                                                              Appendix

Table: Balance Sheet


Pro Forma
Balance
Sheet
                                Jan        Feb        Mar          Apr          May          Jun           Jul         Aug          Sep          Oct          Nov          Dec
Assets          Starting
                Balances

Current
Assets
Cash              $34,445   $299,923   $268,957   $237,981   $2,069,101   $2,472,293   $2,692,326   $2,713,912   $1,217,926   $1,606,616   $1,465,784   $1,066,601   $1,035,511
Accounts         $705,723         $0         $0         $0     $585,861     $651,836     $651,836     $585,861      $53,663     $188,996     $135,333           $0           $0
Receivable
Other             $16,128    $16,128    $16,128    $16,128     $16,128      $16,128      $16,128      $16,128      $16,128      $16,128      $16,128      $16,128      $16,128
Current
Assets
Total Current    $756,296   $316,051   $285,085   $254,109   $2,671,091   $3,140,258   $3,360,291   $3,315,901   $1,287,717   $1,811,741   $1,617,245   $1,082,729   $1,051,639
Assets

Long-term
Assets
Long-term        $383,930   $383,930   $383,930   $383,930    $383,930     $383,930     $383,930     $383,930     $383,930     $383,930     $383,930     $383,930     $383,930
Assets
Accumulated      $223,804   $232,054   $240,304   $248,554    $256,804     $265,054     $273,304     $281,554     $289,804     $298,054     $306,304     $314,554     $322,804
Depreciation
Total Long-      $160,126   $151,876   $143,626   $135,376    $127,126     $118,876     $110,626     $102,376      $94,126      $85,876      $77,626      $69,376      $61,126
term Assets
Total Assets     $916,422   $467,927   $428,711   $389,485   $2,798,217   $3,259,134   $3,470,917   $3,418,277   $1,381,843   $1,897,617   $1,694,871   $1,152,105   $1,112,765




                                                                                                                                                                      Page 6
                                                                                     Appendix


Liabilities                        Jan          Feb          Mar          Apr          May          Jun           Jul         Aug          Sep          Oct          Nov          Dec
and Capital

Current
Liabilities
Accounts         $420,605      $11,324      $11,336      $11,347    $2,223,571   $2,472,705   $2,472,717   $2,223,608    $214,039     $717,491     $514,872      $11,445      $11,457
Payable
Current           $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277      $57,277
Borrowing
Other                  $0           $0           $0           $0           $0           $0           $0           $0           $0           $0           $0           $0           $0
Current
Liabilities
Subtotal         $477,882      $68,601      $68,613      $68,624    $2,280,848   $2,529,982   $2,529,994   $2,280,885    $271,316     $774,768     $572,149      $68,722      $68,734
Current
Liabilities

Long-term        $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058     $653,058
Liabilities
Total           $1,130,940    $721,659     $721,671     $721,682    $2,933,906   $3,183,040   $3,183,052   $2,933,943    $924,374    $1,427,826   $1,225,207    $721,780     $721,792
Liabilities

Paid-in              $100         $100         $100         $100     $100,100     $200,100     $300,100     $400,100     $400,100     $400,100     $400,100     $400,100     $400,100
Capital
Retained        ($142,895)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)   ($214,618)
Earnings
Earnings         ($71,723)    ($39,215)    ($78,441)   ($117,680)    ($21,172)      $90,612     $202,382     $298,852     $271,987     $284,308     $284,183     $244,843     $205,491
Total Capital   ($214,518)   ($253,733)   ($292,959)   ($332,198)   ($135,690)      $76,094     $287,864     $484,334     $457,469     $469,790     $469,665     $430,325     $390,973
Total             $916,422     $467,927     $428,711     $389,485   $2,798,217   $3,259,134   $3,470,917   $3,418,277   $1,381,843   $1,897,617   $1,694,871   $1,152,105   $1,112,765
Liabilities
and Capital

Net Worth       ($214,518)   ($253,733)   ($292,959)   ($332,198)   ($135,690)     $76,094     $287,864     $484,334     $457,469     $469,790     $469,665     $430,325     $390,973




                                                                                                                                                                             Page 7
                                                               Appendix


				
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Description: This Business Plan for a Fruit and Vegetables Grower and Distributor allows entrepreneurs or business owners to create a comprehensive and professional business plan. This template form allows a business to outline the company's objectives and detail both current company information as well as any past performance. Companies should include a complete market analysis in their plan to help showcase why their business strategy will be effective in the market. Future company plans, including production targets, management strategy, and financial forecasting, should be used to demonstrate and confirm that the company's short-term and long-term objective can and will be met. This model plan can be customized to best fit the unique needs of any entrepreneur or owner that is seeking to create a strong business plan.