Stalinism and Stalins Ideology Essays - Film, Time, Politics, Rambo

Stalinism and Stalin's Ideology There are 3 separate ways that Stalin's ideologies will improve the state of the USSR. The first is through the idea of class based violence. Based off the concept of 17 th century France and the idea of class based revolution. The idea is that you take the Agricultural sector (The Majority) and you turn them against the Nobility (Minority ). You play the numbers game pretty much and overwhelm the upper-class with sheer force . This will work in the USSR because make up less than 1% of the population so if you mount up the other classes then you can run the country. Mass Executions are the next ideology of Stalin If you look at Stalin's ideologies and strategies he was an advent studier of tactics imposed by Robespierre and the French Revolution. Basically, the tactics he imposed were wiping people out of the record books literally. They literally wiped people out. It's a wonderful way to get rid of adversaries and to develop how you want too. His Economic policy was the most brilliant tactic throughout this whole thing. He did something that was unthinkable at the time to push his own agenda. He flooded the market with money thus caving it in. This seems like it's not a smart move but it's brilliant . Through flooding the market, he tore down the old system thus pushing in communism as a viable option. Stalin is the best thing that could ever happen to this country. Cold War Movies Rocky IV: Rocky IV the fourth installment of the Rocky Series that released in 1985, is a movie that showcases not only good drama that satisfies the audiences expectation of action and adventure, but also subtly depicts the Cold War and the idea of the "Us against Them", that is, the United States against the U.S.S.R. The movie is well recognized as one that propagates the Cold War agenda that it is popularly known as: Rocky IV "the one with the Russian". The day After: Basically about the Warsaw pact and how it was almost broken on the West Berlin/East Berlin boundary line. Made in 1983 the movie depicts what it would be like after a nuclear explosion. It depicts the before, during and after of the nuclear in a midland Kansas small town. It really gives a realization to the affects that the cold war could have. WarGames : War Games was released three years into the first term of Ronald Reagan's presidency, and four years after the Soviet invasion of Afghanistan. Under Reagan, the US adopted a much more belligerent stance towards the Soviet Union. War Games thus tapped into renewed fears in the early 1980s about the prospect of a global nuclear war. Because of the increased tension between the United States and the Soviet Union, this period is often referred to as the Second World War. And most historian refer to the cold war as a game Red Dawn: The release of the remake of "Red Dawn" (1984) takes us back to the Reagan era when the Cold War still dominated American culture. Amazingly, an entire generation of Americans has come of age with no memory of this period when the battle with Soviet communism animated American life and politics. Indeed, the original "Red Dawn" remains an artifact of a time of heightened tensions when wareither conventional or nuclear--between the United States and the Soviet Union seemed a real possibility. Fire Fox: The film's sluggish 136-minute running time will defeat anyone hoping to discover a little-known gem among Eastwood's work. But the surprise here is the middle third of the movie, an unexpectedly tense, dourly effective Cold War thriller that feels like a conscious stretch for Eastwood, him trying his hand at John Le Carre or Len Deighton-type material. His fondness for shooting close-ups of faces obscured in shadow is well suited to an espionage story that stresses the peril facing the dissidents who help Gant get to the Firefox. Rambo 2 first blood: John Rambo (Sylvester Stallone) is doing hard time in jail when his former boss, Col. Troutman (Richard Crenna ), offers him a deal. If Rambo travels to Vietnam

cold war, strategic stability essays

cold war, strategic stability essays During the years of the cold war, the two superpowers sought to create an environment of peace and stability. This was important and very necessary since only a small spark would have been needed to spark a nuclear weapons standoff. Diverse and exclusive acts of stability were accomplished covering a wide range of issues, compromises were negotiated, and both sides verified their trust in keeping the world from war: this multilayered issue is known as strategic stability. In this essay I will attempt to explore the origin and first steps of strategic stability, how technology influenced it, and how effective it was. Strategic stability was the primary tool used by either side to preserve peace. It kept the balance between two superpowers from colliding. To best understand the atrocious and absolute necessity for strategic stability, one ought to consider a situation where stability and balance are lacking. Imagine two opponents who each have some number of missiles. Each of the missiles has some number of warheads. The warheads all target the missiles of the other side. When one side has high probability of being able to destroy all of the missiles of the other side, this situation is unstable. This is true for two reasons. First, the side with the first strike capability might be tempted to strike first in a tense situation, knowing that they have a high probability of destroying the forces of the other side. Second, and more subtle, is thinking of the weaker side. Knowing the stronger side will be tempted to strike first, and knowing that the weaker sides force will likely be destroyed if that happens , the weaker side has an even stronger incentive to strike first, knowing that they have no way to strike second. This situation is brutally unstable and leaves great potential for an escalation. The Strategic Arms Limitation Treaty (SALT 1) was signed and put into effect in 1972. Two nations assuring mutual destructio...

Maximizing Revenues in Minor Leagues Case Study

Maximizing Revenues in Minor Leagues - Case Study Example He carried out a research to plan on how he would come up with a ticketing system that was convenient for sports fans in Springfield. The Customer Profiles The association found out that most of the people in Springfield were not fans of professional sporting events, despite the fact that the neighboring Boston city is home to some of the world’s best professional sport teams such as basketball’s Celtics and baseball’s Red Sox. Residents attended sporting events at local schools and college events. This is surprising considering the fact that Springfield is the worldwide basketball hall of fame and the birthplace of basketball. It has no professional basketball club and only one ice hockey team. Most of the diehard sports fans go to Boston to watch their favorite sport clubs playing. so for a fact Buckingham knew that there were sports fans in Springfield only that there were no enough sporting events for them to watch in Springfield so they opted for Boston. There were also the college students and little leaguers who were eager to experience professional sporting events in Springfield hence would attend matches to experience the thrill. Buckingham learnt from the general managers of sport teams in other small cities that the keys to selling the Nor’easters to Springfield residents were professionalism, fun, simplicity, and flexibility. One of the general managers called it a family fun business since it aims at both entertaining and generating enough income to maintain the teams and to pay the players. This is as opposed to how he had thought, that games won and lost would affect the attendance of the next matches, as was the case in Major League Baseball. He also knew that the reason why most of Springfield’s college populations do not attend professional sporting events is due to the pricing of the tickets, since large populations of Springfield’s residents live below the average standards of living. He then had to know the charges that would be affordable to the local baseball fans. Pricing In the survey, he realized most of the MDs in other cities prefer the pricing to be like that of other entertainment events like movies, bowling and other sporting events, it should not be so high because most of the residents mind about their usage of money and would rarely pay for expensive tickets. Buckingham also got the idea of season tickets, group sales, and individual tickets. He learnt that the three helped balance the ticket revenue. Group tickets made the most sales if they priced reasonably lower than individual tickets hence the need for prompting them with little promotions to attract local customers. The promotions would include summer camp programs and family days out. One way of keeping the ticket prices low was securing corporate sponsorship to sell stadium banner ads. Another way of increasing revenue and profits was by the use of concession sales, this include snack sales, souvenirs and arcade games, though he was not quite convinced with this offer so he decided to shed more light on it in his research. By the time, Buckingham was through with the questionnaire, there were two categories of information he decided to major on. These are price sensitivity, and sports attendance. These were the key factors that would determine the success of the ticketing process. The pricing that he would come up with would determine the attendance, which is a key issue in getting revenue. There should be keenness in setting the ticket prices to suit all the target audience. Single Tickets and Season Ticket Packages Single tickets are those which sell for every

Cause and Effect On Honolulu Rail Transit Essay Example | Topics and Well Written Essays - 500 words

Cause and Effect On Honolulu Rail Transit - Essay Example Thus, many pros and cons have been raised about the proposed construction of the rail transit. Although, the Honolulu rail transit will ease movement of commodities and people from urban areas to outlying areas, it will lead to budget cuts on the capital projects and contribute to environmental, health as well as aesthetic issues. The Honolulu Rail Transit project is costly; thus, it will cause the budget cuts. The rail debt will rise contributing to the reduction of spending on other capital projects. The construction of the rail transit will enable the government to incur additional debt for other projects such as flood control programs, police equipment and road repairs. This is because the financial resources of the city will be directed to the rail construction, as the city will be forced to alter al the city expenses to the rail construction. For instance, the report from the financial director of Honolulu, Toy Arre, revealed that  the fiscal budget proposal of 2013 on health and safety alone is $ 17 million dollars  (Levine pr 3).  The public health and safety is on the front line, but this will be impacted by the proposed rail construction because the government will not manage to meet all other proposal fiscal budget. Hence, this will contribute to the government relying on foreign aid and borr owing money from other developed states with an aim of meeting other capital projects; thus increasing the national balance deficit. The Honolulu project may pose environmental, health and aesthetic issues. This is because the construction activities will contribute to varied consequences on the environment and the health of human being; thus, the project poses legal issues. The plaintiffs included in the environmental and legal issues indicated that the construction of the rail will lead to environmental pollution. For instance, the electric train will be powered by fossil fuel because this comes from burning of petroleum products. This

Physiology and metabolism, cardiovascular system, MacMan computer Essay

Physiology and metabolism, cardiovascular system, MacMan computer simuklation - Essay Example Physiological homeostasis in the cardiovascular system is maintained depending on baroreceptor and chemoreceptor reflexes. Baroreceptor reflexes respond to changes in blood pressure and chemoreceptor reflexes respond to changes in pH, which are usually caused by an increase or decrease in blood CO2 (Scanlon & Sanders, 2011). Question 1: What happens to the blood pressure and heart rate? The systolic blood pressure is increased to 132.8 mmHg and the diastolic pressure is increased to 82.2 mmHg. The heart rate is decreased to 51.8/min (table 1). When arterial resistance is increased, the vessels experience vasoconstriction, which leads to an increase in blood pressure and a decrease in heart rate. Changing the heart rate resulted into a change in the time of the systole and that of the cardiac relaxation. The alteration in the blood pressure and cardiac output displayed a plateau, but increased by a small margin. At low heart rates, the existence of pericardial constraints causes a limitation in the viscous pressure (Her, Mandy, & Bairamian, 2005). A decrease in the heart rate led to the redistribution of the thoracic compartment from the extracic hence causing a reduction in the blood pressure. Question 2: What might give rise to the altered arterial resistance in a natural situation? The result of altered arterial resistance is increased high blood pressure (hypertension). Systolic pressure ranging between 125 and 139 mmHg and diastolic pressure that range between 60 and 80 mmHg are often considered prehypertension. This can be caused by stress, smoking, and high level of salt consumption (Her, Mandy, & Bairamian, 2005).

American Beauty: Micro Features Analysis

American Beauty: Micro Features Analysis The film I have specifically chosen for my micro-features analysis essay is Sam Mendess Academy Award winning motion picture American Beauty winning numerous Oscars and praise from critics. The narrative follows the miserable and mundane lives of the Burnham family consisting of Lester, a middle aged man who is facing a severe mid-life crisis and is extremely depressed, married to Carolyn who is an independent business women and housewife and their naive daughter Jane. The films promotional tagline look closer subconsciously implies that the appropriate suburban lifestyle depicted within the narrative is not as ideal as initially perceived, therefore exploring the corrupt and dysfunctional Burnham family fuelled entirely by materialism. The brief sequence chosen for microanalysis is the exposition, otherwise known as the opening which establishes themes, characters, inner and outer presence and the world they inhabit. Sam Mendes, the director must specifically use a contribution of a ll micro-elements including sound, mise en scene, cinematography and editing in order to grasp the viewers conscious attention and propel the narrative forward efficiently, however the two micro-aspects I have chose for analysis consist of mise en scene and cinematography which create meaning and evoke responses from the audience. American Beauty immediately commences with Jane Burnham being recorded by an anonymous character, the conversation between the two is extremely personal based on her ultimate intention to kill her father. The uncomfortable atmosphere compliments the compelling dialogue as it the amateur recording technique is specifically used in order to create realism which grasps the viewer into a submissive position due to the nature of the camera shot shifting into an intimidating low angle shot which consists of Jane dominating the frame with direct eye contacts creating an overwhelmingly intense atmosphere. The lighting within the room is severely limited thus being partially illuminated which creates a room filled with sinister shadows creating an ominous mood which emphasises her monotone clothing creating a mysterious persona that is unconventional for her age, more specifically sixteen therefore contradicting the typical cheerleader stereotype. Janes eye line match within the camera shot d etonates determination, zooming at a subtle pace whilst staring in a sinister way into the camera engages the viewer based on the cameraman refusing to allow her to escape voyeurism. Carolyn Burnham is seen doing traditional female associated activities based on her natural characteristics hence her growing and maintaining the flowers within her garden, more specifically the roses are often associated with love and romance which is reflective of her provocative image possibly fuelled by her intentions to find another sexual partner regardless of her husbands consent however one could consider gardening mentally satisfies Carolyn which inevitably reduces her need for sex, although as an audience we seriously doubt Lester cares due to his lacklustre body language. Lester perhaps outcasts himself from which unfortunately makes him invisible and unnoticeable, captured significantly during the scene where he is seen eavesdropping on the conversation between Carolyn and the homosexual next door neighbour. The intentional use of a cut in shot shows his lack of presence and participation within his wifes life, master shot initially establishes the conversation which is p redictably followed by shot-reverse-shot, the focus ruthlessly shifts between the dialogue where the previously distorted and blurred figure is seen in the window thus representing his fragmenting relationship with his wife and overall exclusion from society. Lesters perspective shows his helplessness to achieve acceptance hence his much more laid back approach to life, rather than a mundane lifestyle adopted by the majority suburban population, possibly aspiring to occupy a more hectic lifestyle however according to his established motivational issues in the exposition this seems highly unlikely. The outside of the house is illuminated entirely by natural light thus being much more glamorous therefore more appealing however he still holds distain towards it, in contrast the interior of the house is fuelled by minimal lighting which is significantly more realistic. In addition the interior of the house is also impractically dark which coincides with Lesters tone during the voice ove r narration thus displaying two conflicting worlds; unfortunately he occupies the miserable one alone. Lester comments on the coincidental matching of Carolyns attire and gardening apparatus, handle on those pruning shears matches her gardening clogs, stating it is not an accident which can be applied to the significance of the door and its colour, more specifically being an intense shade of red which distinctly different from majority of white therefore standing out with exceptional prominence which denotes violence which is depicted ruthlessly within the exposition and can be considered an important theme within the narrative. Lester has already foreshadowed his imminent death via voice over thus establishing the climax, building constant anticipation which makes the viewer become emotionally attached to the protagonist thus evoking empathy towards him and his circumstance. The explicit performance of Lester during the masturbation scene in the shower reflects the realistic approach to the film, the initial shock of this scene can be uncomfortable for less mature audiences, and however it entices the viewer into the realistic world of Lester which is uncountable to the majority of the population who indulge in similar activities. The claustrophobic experience within a shower cubicle can metaphorically represent a prison cell thus being imprisoned into a mundane suburban lifestyle. His body language during this scene is noticeably drained, the angle of his head on his own shoulders displays his lack of stability and main intention to sexually satisfy himself by his own means during the current moment regardless of anyones opinion, especially Carolyn thus referring to it as the highlight of his day without sarcasm. Lesters pleasured body language is due to the masturbation; however it could potentially be exaggerated based on the thrill of doing something against the norms of society hence the use of highlight. Undoubtedly the severe lack of intimacy and chemistry with his wife could possibly be the reason for the masturbation rather than traditional sex, perhaps he is probably bored with sex like the majority of other things due to his refusal to abide by social norms to maintain a stable relationship on order to satisfy one anothers needs. Whilst the Carolyn and Jane are waiting impatiently for Lester to proceed towards the noticeably expensive yet convention middle class car, basic processes such as making sure the suitcase is shut correctly emphasises his severe lack of motivation and commitment to life. Lester is seen casually collecting his work from a high angle perspective, kneeling down in an inferior position to his wife puts significant emphasis in his subordinate role within the dysfunctional family, thus switching gender roles with his wife, which in the current society is acceptable although not predominantly for the traditional male ego especially for dignity and pride; however the behaviour displayed by him implies that his couldnt care less. Carolyns performance such as the raising of the eyebrows displays utter disappointment since she is married to an individual who is such a useless contribution to society thus making him obsolete or otherwise redundant, as he is expendable. Her formal makes her seem significantly more financially independent, reinforced by the low angle perspective of Lester, making her seem significantly more intimidating and authoritative thus not requiring his assistance, potentially holding her back economically. The camera cuts to the family motionless within the car, unresponsive to one another with a significant lack of acknowledgement reinforced the extent of the families communicational breakdown, Lester is seen sitting on the back seat of the car slumped, possibly even asleep whilst his wife and daughter sit in the front eager to get on with their social life, whether it is work or school. Lester positioned between the two within the medium shot, displays his prominence however his physical existence is lacking, possibly lost during the recent years which he has been entirely consumed by the capitalist society. The clothing worn by Lester is representative of his social class; social indicators including his house, car and clothing coincide with the typical middle class individual. Natural light is present within the scene but is obscured by the tinted windows, thus being restricted to reach its full potential, therefore subconsciously representing his constraints metaphorically hence t he muted tones emphasising the lifeless atmosphere. In conclusion the micro-features within the exposition of American Beauty establishes key themes within the narrative, consisting of love, sexuality, identity, etc become more and more prominent as the narrative eventually progresses conveying numerous meaning during this brief sequence therefore dictating the characters personality and determining the choices they will make.

To what extent did propaganda influence Nazi consolidation of power 1933-1939? :: World War II History

To what extent did propaganda influence Nazi consolidation of power 1933-1939? The Nazi regime in Germany implemented itself swiftly and effectively - the National Socialists had only three Nazis in a cabinet of twelve in January 1933, yet within two months Hitler had consolidated his political power by entirely legal means . With this, came the need for support from the German public. For a regime to 'consolidate' its power people could be too afraid to rebel against it, or they could be convinced of the value of the regime, or a combination of both. In the National Socialist era, the latter was used. In the period of 1933-1939, this was achieved by a number of methods, notably the use of propaganda, the various legislative and administrative changes, Hitler's personal charisma, the achievement of economic recovery and the 'reign of terror'. The extent to which each contributed to the consolidation of National Socialist regime is an issue that has remained in discussion, and is to be addressed in this essay. Although the relative importance of factors is in debate, it is certain that propaganda was one of the major causes of consolidation of power. As the historian Ian Kershaw emphasises, "It was plain from the beginning that the regime would attach a high priority to the steering of opinion ." However, the exact extent that propaganda affected the Nazi consolidation of power is extremely difficult to gauge, for a number of reasons. For instance, although the Nazi film 'Triumph of the Will' by Leni Riefenstahl may have been a success (and regarded as a brilliant achievement in today's film industry), there is no evidence to suggest that the film depicting Nazi strength affected a great deal of people. For instance, many Germans felt the film was too long and was extremely repetitive. In addition, market research was non-existent, and there were very few non-Gestapo polls to analyse the success of this enormous propaganda campaign, which was conducted primarily by one man. Joseph Goebbels, master propagandist of the Nazi regime was seen as man who represented the propaganda campaign. As he said himself on 25th March 1933 "The Ministry has the task of achieving a mobilisation of mind and spirit in Germany. " It was Goebbels that created the 'Hitler myth' - which portrayed an image of the Messiah-like figure and a man who was the saviour of Germany, in line with the publicising of the economy and so forth.

Case Study of Fdi in India vs China

A project ReportOnCASE STUDY OF FDI IN INDIA VS CHINASubmitted toMrs. Smita KashiramkaByRamya Singh2010B3A2613PIn Fulfilment ofStudy oriented ProjectBIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE, PILANI30th November 2012| | | | | | | Abstract The report begins with the FDI definition and FDI reference with respect to India and its sect-oral and regional comparisons. This report undertakes a comparative analysis of the foreign direct investment (FDI) flowing from the multinational corporations (MNCs) into China and India.Examining the prevailing investment climate to account for the differences in FDI between the two countries and finally suggest some recommendations for India to achieve higher FDI. A review of Mckinsey report on India’s economic performance and growth potential has been done at the end of the report. Acknowledgements A Study oriented project is a golden opportunity for learning and self development. I consider myself very lucky and honoured to have been able to ge t this opportunity of doing such a project. My grateful thanks to Mrs.Smita Kashiramka mam who in spite of being extraordinarily busy with her duties, took time out to hear, guide and keep me on the correct path. I do not know where I would have been without her. Ramya Singh ID- 2010B3A2613P Table of Contents- 1. Introduction 2. 1. FDI definition 2. 2. Benefits of FDI 2. 3. FII’s 2. FDI Routes to India 3. 4. Forbidden territories 3. 5. Forms of FDI Investment 3. 6. Automatic Route 3. 7. Government approved Route 3. Amendments in FDI and Industrial Policies 4. 8. FEMA 4. 9. FIIA 4. Status of FDI in India 5. Round Tripping of FDI to China 6. Directional comparison of FDI in India and China . Recommendations for improving FDI to India 8. FDI in Retail 9. Review of Mckinsey Report of FDI in India 10. Conclusion 11. References 1. INTRODUCTION Background The official statistics of foreign direct investment (FDI) inflows in China and India exhibits a remarkable discrepancy that cons equently establishes the unmatched superiority of China in attracting FDI inflows. China ventured into the path of liberalization in 1979 by gradually liberalizing and opening up its economy. Removal of restrictions on inward FDI has figured out to be one of the prominent features in the Chinese reforms.China has indeed achieved remarkable success in FDI since it formally opened its door to FDI with the passage of the â€Å"Law of People’s Republic of China on Joint Ventures using Chinese and Foreign Investment† in 1979. By virtually having their non-state sector (counterpart of India’s private sector) run on free market principles and setting up large special economic zones, encouraging competition among Chinese provinces to attract FDI, offering substantial tax concessions, permitting the leasing of land and property, introducing overnment guarantees for investment and special arrangements regarding retention and repatriation of foreign exchange, China has bee n able to attract significant sums of FDI inflows. India, the only developing country of size and diversity of industrial base comparable to China, has also adopted a similar path of liberalization since 1991, by slowly shedding its FDI restrictions and allowing FDI through automatic route barring a few strategic industries of security concern .It is important to note that in 1997, India had joined the band of the top ten developing country recipients of FDI flows, whereas China had already acquired prominent positions at least since 1991. UNCTAD’s ranking of countries based on FDI relative to the size of the economy was 121 for India and 61 for China for the period 1988 to 1990. The corresponding figures for 1998-2000 are 119 and 47 respectively. While India has improved marginally, China reveals a huge success in terms of FDI ranking In 2002, the A. T. Kearney survey also found that China outranked the U.S. as the most attractive destination for FDI. The importance of FDI t o China is readily apparent. These discrepancies in the relative FDI attracting capabilities of India and China raise some important fundamental questions about the actual FDI potential of India. Can India possibly become an FDI destination as attractive as China?. The Report addresses this question at large. 1. 1 Definition of ‘Foreign Direct Investment – FDI' FDI refers to an investment made to acquire lasting interest in enterprises operating outside of the economy of the investor.Further, in cases of FDI, the investor? s purpose is to gain an effective voice in the management of the enterprise. Components of FDI- The components of FDI are equity capital, reinvested earnings and other capital (mainly intra-company loans). As countries do not always collect data for each of those components, reported data on FDI are not fully comparable across countries. In particular, data on reinvested earnings, the collection of which depends on company surveys, are often unreporte d by many countries. – United Nations Conference on Trade and Development (UNCTAD)Foreign investment refers to investments made by the residents of a country in the financial assets and production processes of another country. It can come in two forms: Foreign direct investment (FDI) and foreign institutional investment (FII). FDI or Foreign Direct Investment is an investment that a parent company makes in a foreign country. FDI brings in capital but also helps in good governance practices and better management skills and advanced technology infusion. But, FII or Foreign Institutional Investor is an investment made by an investor in the markets of a foreign nation.Foreign Institutional Investment is also known as hot money as the investors have the liberty to sell it and take it back. The FII investment flows only into the secondary market. It helps in increasing capital availability. Objective of the Study:- a) To analyze the pattern and direction of FDI flow in India. b) To identify factors those are responsible for comparatively lesser flow of FDI to India c) To identify reasons for regional imbalances in terms of flow of FDI. d) To review FDI policy of India e) To address various issue and concern relating to FDI. f) To make policy recommendation to improve the level of FDI.Nature and Source of Data:- The relevant data are collected from papers published(sources mentioned in the last)various sites of Government of India, Reserve Bank of India and Mckinsey report published by Mckinsey global institute, papers published etc. Other references have been mentioned at the end of the report. 1. 2 Benefits of FDI to the host country- * FDI not only brings in capital but also helps in good governance practices and better management skills and even technology transfer. Export market gets a boost due to this and consequently lesser import dependence.Foreign Investors invest in social, economic infrastructure, financial markets and marketing system help the dev eloping nations on the path of industrialization and modernization. Demand for various inputs give rise to development of the supplying industries, generating income, leading to a spur in the production process and a better living standard of the people employed in these industries. Quality products are available to the consumers at low prices. Foreign investment serves as boon to the government by bringing demand for various inputs giving rise to development of the supplying industries. . 3 FII's- Generate Enhanced flows of equity capital, improving capital markets, include reduced cost of capital, imparting stability to India's balance of payments, institutionalizing the market, improving market efficiency and strengthening corporate governance. 1. Foreign direct investment- the Indian scenario 2. 1 Forbidden Territories – FDI is not permitted in the following industrial sectors: †¢Arms and ammunition. †¢Atomic Energy. †¢Railway Transport. †¢Coal and lig nite. †¢ Mining of iron, manganese †¢Gambling and Betting †¢Business of chit fund †¢Trading in Transferable Development Rights (TDRs). Activity/sector not opened to private sector investment. 2. 2 Foreign Direct Investment (FDI) is permitted as under the following forms of Investments – †¢Through financial collaborations. †¢Through joint ventures and technical collaborations. †¢Through capital markets via Euro issues. †¢Through private placements or preferential allotments. * Through financial collaborations-â€Å"Foreign collaboration includes ongoing business activities of sharing information related to financing, technology, engineering, management, consultancy, logistics, marketing, etc. which are generally, offered by a non-resident (foreign) entity to a resident (domestic or native) entity in exchange of cheap skilled and semi-skilled labour, inexpensive high-quality raw-materials, low cost hi-tech infrastructure facilities, stra tegic (favourable) geographic location, with an approval (permission) from a governmental authority like the ministry of finance of a resident country. †The examples of foreign collaboration between an Indian and abroad entity: * ICICI Lombard GIC (General Insurance Company) Limited is a financial foreign collaboration between ICICI Bank Ltd. India and Fairfax Financial Holdings Ltd. , Canada. * ING Visa Bank Ltd. is a financial foreign collaboration formed between ING Group from Netherlands and Visa Bank from India. * Tata DOCOMO is a technical foreign collaboration between Tata Teleservices from India and NTT Decoma, Inc. from Japan. * Through joint ventures and technical collaborations-A joint venture is a new enterprise owned by two or more participants. Joint ventures are formed with several motives:- The main motive is to share the risks.A small firm with a new product idea that involves high risk and requires relatively large amounts of investment capital may form a joi nt venture with a large firm. A foreign company can invest in an Indian company through a joint venture agreement in the areas which are otherwise not reserved exclusively for the public sector or which are not under the prohibited categories such as real estate etc. For such foreign investments into India, a two tier approval mechanism has been provided. * Through capital markets via Euro issues- Foreign Investment through GDRs (GLOBAL DEPOSITORY RECEIPTS) – Indian companies are allowed to raise equity capital in the international market through the issue of Global Depository Receipt (GDRs). GDR investments are treated as FDI and are designated in dollars. * Use of GDRs –The proceeds of the GDRs can be used for financing capital goods imports, capital expenditure including domestic purchase/installation of plant, equipment and building and investment in software development, prepayment or scheduled repayment of earlier external borrowings. Investment in stock markets and real estate will not be permitted. FDI comes through ) Automatic route and b) Govt. approval route. 2. 4 Automatic route- Under the RBI’s Automatic Route, the Indian companies can issue shares up to prescribed percentage to person’s resident outside India without obtaining prior Permission either of the Government or RBI. These companies must be engaged in the Permissible activities under the FEMA. Companies engaged in manufacture of items, Reserved for SSI sector or those manufacturing items requiring industrial license or engaged in areas such as, defence, atomic energy or aerospace will not be able to avail of The Automatic Route.In terms of the guidelines issued in February 2000 and subsequent amendments, except in certain circumstances, foreign investment by way of issue of shares/convertible Debentures by Indian companies can be made in India under the Automatic Route without Any approval from the Government of India or the Reserve Bank of India (RBI). In the Circumstances where the Automatic Route is not applicable, the foreign investor or the Indian company seeking foreign investment would require the approval of the Foreign Investment Promotion Board (FIPB).FIPB is a competent body to consider and recommend foreign direct investment (FDI), which do not come under the automatic route. 2. 4 Government approved route- Indian companies may want to issue shares to foreign citizens and companies Incorporated outside India under sectors not allowed under the Automatic route or any other general/special permissions. In such cases, it will be necessary to Apply to the Foreign Investment Promotion Board (FIPB).Foreign Direct Investment in India is allowed on automatic route in almost all sectors except –Proposals that require an industrial license and cases where foreign investment is more than 24% in the equity capital of units manufacturing items reserved for the small scale industries,  For transfer of ownership or control of India n companies  in sectors with caps from resident Indian citizens to non-resident entities, Government approval/FIPB approval would be required in all cases where: The ownership or control of an existing Indian company (currently owned or controlled by resident Indian itizens and/or Indian companies, which are owned or controlled by resident Indian citizens) will be/is being transferred/passed on to a non-resident entity as a consequence of transfer of shares and/or fresh issue of shares to non-resident entities through amalgamation, merger/demerger, acquisition etc, where a foreign investor has an existing joint venture/ technology transfer/ trademark  agreement in the ‘same field', prior to January 12, 2005, the proposal for fresh investment/technology transfer/technology collaboration/trademark agreement in a new joint venture for technology transfer/ technology collaboration/trademark agreement would have to be under the Government approval route through FIPB/ Project Ap proval Board Proposals falling outside notified sect oral policy/caps or under sectors in which FDI is not permitted and whenever any investor chooses to make an application to the Foreign Investment Promotion Board and not to avail of the automatic route. * Industrial Approvals/clearances- For starting a new project, a number of industrial approvals/clearances are required from different authorities such as Pollution Control Board, Chief Inspector of Factories, Electricity Board, Municipal Corporations, etc. * Labour Rules/Regulations- Under the Constitution of India, Labour is a subject in the Concurrent List where both the Central & State Governments are competent to enact legislation.Some of the important Labour Acts, which are applicable for carrying out business in India are – Employees’ Provident Fund and Miscellaneous Provisions Act, 1952; Employees’ State Insurance Act, 1948; Workmen’s Compensation Act, 1923; Maternity Benefit Act, 1961; Factorie s Act, 1948; Minimum Wages Act; Payment of Wages Act, 1936. * Taxation in India- Foreign nationals working in India are generally taxed only on their Indian income. Income received from sources outside India is not taxable unless it is received in India. Company taxation – Foreign companies are subject to a maximum tax of 40% on its net profits. The effective tax rate for domestic companies is 36. 75% while the profits of branches in India of foreign companies are taxed at 40%. Companies incorporated in India even with 100% foreign ownership, are considered domestic companies under the Indian laws. 3.Amendments- in the FDI and Industrial Policies 3. 1 FEMA (Foreign Exchange Management Act)- The Foreign Exchange Management Act (1999) or in short FEMA has been introduced as a replacement for earlier Foreign Exchange Regulation Act (FERA). FEMA was introduced because the FERA didn’t fit in with post-liberalization policies. A significant change that the FEMA brought with it was that it made all offenses regarding foreign exchange civil offenses, as opposed to criminal offenses as dictated by FERA. When a business enterprise imports goods from other countries, exports its products to them or makes investments abroad, it deals in foreign exchange.Foreign exchange means ‘foreign currency' and includes deposits, credits and balances payable in any foreign currency. It was a criminal legislation which meant that its violation would lead to imprisonment and payment of heavy fine. It had many restrictive clauses which deterred foreign investments. FEMA emerged as an investor friendly legislation which is purely a civil legislation in the sense that its violation implies only payment of monetary penalties and fines. 3. 2 Foreign Investment Implementation Authority (FIIA) Government of India has set up Foreign Investment Implementation Authority (FIIA) to facilitate quick translation of Foreign Direct Investment (FDI) approvals into implementation.FIIA is assisted by Fast Track Committee (FTC), which have been established in 30 Ministries/Departments of Government of India for monitoring and resolution of difficulties for sector specific projects. Role of Foreign Investment Implementation Authority (FIIA) To understand and solve the problems of the investors , understand and solve the problems of the approving authorities, refer to the cases that has not been resolved at the level of FIIA to the agencies at the higher levels, and to start consultations with multiple agencies. Changes in FDI policy in Single Brand retail trading:- The policy regarding Single Brand retail trading has been liberalized and now FDI up to 100 percent is permitted under the Government route.Policy for FDI in Commodity Exchanges:- Foreign institutional investors (FIIs) can now invest up to 23 percent in commodity exchanges without seeking prior approval of the government. However, FDI will continue to need the approval of the FIPB DTAA (DOUBLE TAX AVOIDA NCE AGREEMENT) WITH MAURITIUS- According to the tax treaty between India and Mauritius, capital gains arising from the sale of shares are taxable in the country of residence of the shareholder and not in the country of residence of the company whose shares have been sold. Therefore, a company resident in Mauritius selling shares of an Indian company will not pay tax in India. 4. Status of FDI in IndiaVarious studies have projected India among the top 5 favoured destination for FDI. Cumulative FDI equity inflows has been Rs. 5, 54,270 core (1, 27,460 Million US$) for The period 1991-2009. This is attributed to contribution from service sector, computer Software, telecommunication, real estate etc. India’s 83% of cumulative FDI is Contributed by nine countries while remaining 17 per cent by rest of the world. Country-wise, FDI inflows to India are dominated by Mauritius (44 percent), followed by the Singapore (9 per cent), United States (8 percent) and UK (4 percent) Countries like Singapore, USA, and UK etc. invest in India mainly in service, power, telecommunication, fuels, electric equipments, food processing sector.Though India has observed a remarkable rise in the flow of FDI over the last few years, it receives comparatively much lesser FDI than China. Even smaller economies in Asia such as Hong Kong, Mauritius receive much than India in terms of FDI inflows. This is largely due to India’s economic policy of protecting domestic enterprise compared to above mentioned Newly Industrialized Asian Economies. Country-wise, FDI inflows to India are dominated by Mauritius (44 percent), followed By the Singapore (9 per cent), United States (8 percent) and UK (4 percent). the share of Mauritius is the highest due to the double taxation avoidance treaty with Mauritius. (Comparing India and China)Source: UNCTAD, World Investment Report 2009; Net FDI Inflow= Inward FDI flow Minus Outward FDI Flow . FDI stock of India has also registered a consistent grow th over the period of study. Net FDI stock for the period 1990-2000 was 1533 Million US$ which rose to 61523 Million dollars. However, net FDI stock of China is about 4 times than that of India. India’s inward FDI stock to GDP ratio improved from 0. 5 per cent for the 1990-2000 to 9. 9 per cent by the year 2008. Similarly, ratio of outward FDI Stock to GDP for the Corresponding period has registered a consistent rise and was at the level of 5 per cent In the year 2008 Source: UNCTAD, World Investment Report 2009; Net FDI Inflow= Inward FDI flow Minus Outward FDI Flow.There is a positive link between FDI and India’s growth story. India has been observing a consistent growth in net FDI flow. Ratio of FDI Inflow to Gross Capital Formation has improved from 1. 9 per cent during the period 1990-2000 to 9. 6 per cent in the year 2008. . Service sector has been the highest contributor of FDI inflow to India (22%). Followed by computer software and hardware (9%), telecommunica tion (8%), housing And real estate (8%), construction activities and power (7%). Net inward FDI into India remained buoyant during April-June of 2009-10 as Manufacturing sector continued to attract most part of FDI (19. 2 per cent), followed by Real estate activities (15. per cent) and financial services (15. 4 per cent). This trend Reversal (greater FDI in manufacturing sector) could be attributed to relatively better macroeconomic performance of India. During 2008-09, continuing liberalization measures to attract FDI and positive Sentiments of global investors about the growth potential of EMEs, including India. India evolved as one of the most favoured destination for investment in the service Sector due to low cost wages and wide demand-supply gap in financial services Particularly in banking, insurance and telecommunication. Gradually India has become Important centre for back-office processing, call centres, technical support, medicalTranscriptions, knowledge process outsourci ng (KPOs), financial analysis and business processing hub for financial services and insurance claims. There has been a wide concentration of FDI inflows around Mumbai Region (36%) followed by New Delhi Region (19%), Karnataka (6%), Gujarat (6 %), Tamil Nadu (5%) and Andhra Pradesh. It is alarming that these regions receive 77% of FDI equity inflow while rest of India accounts for only 23%. Lack of proper initiative from the various state governments is responsible for such wide disparities in FDI. China is the workshop of the world. Its $1,952 billion in output last year allowed it to overturn the US' 115-year reign as the world's largest manufacturer.China's manufacturing is labour-intensive: it produced almost the same percentage of world manufacturing output as the US (~19%) with about nine times the number of workers. China’s manufacturing success — seeded by foreign investment, superb infrastructure, a rational labour law regime, an infinite supply of migrating c heap farm labour — created the fastest poverty-reduction programmed in recorded history. Indian manufacturing must seize this opportunity. India accounted for only 1. 8% of global manufacturing value added (MVA) last year versus China at 23. 3%. Our per-capita productivity was a disappointing $107 versus China at $842. Budget 2011 plans a new manufacturing policy that aims to raise the share of manufacturing in GDP from 16% today to 25% in 10 years.How China became the world’s largest manufacturing destination:-China invited foreign direct investors to provide the capital and the expertise to achieve export competitiveness in a wide range of sectors, including electronics, apparel, plastic toys, stuffed animals, ceramics, and many other labour intensive sectors. In each sector, the key was to link foreign investor capital and expertise with a large and low-cost Chinese labour force. The foreign investors brought in the product design, specialized machine tools and capi tal goods, key intermediate products, and knowledge of marketing channels. The Chinese assured these foreign investors certain key conditions for profitability, such as low taxes, reliable infrastructure, and physical security, adequate Power, decent logistics for the import and export of goods, and so forth.Creating global manufacturing competitiveness is complex but two bottlenecks for Indian manufacturing are infrastructure and labour laws. Our current labour law regime has huge costs; exploding unorganized employment, lower organized manufacturing, encouraging buying machines rather than hiring people, corruption, blue-collar exploitation and higher organized sector skill intensity. Basically, labour laws have ensured that 100% of net job creation in the last 20 years has been in the low-productivity and sub-scale unorganized sector. Added to the acute infrastructure woes are the rigidities in Indian labour markets which makes it practically impossible to shed excess labour or g et rid of nonperformers.Looking beyond these two constraints, a number of studies and reports have highlighted other weaknesses that hinder India’s development as a major export oriented manufacturing base. Some comparative statistics are given below- Source- Bajpai N and Dasgupta N, â€Å"Multinational Companies and Foreign Direct Investment in China and India†, Centre on Globalization and Sustainable Development (CGSD) Working Paper No. 2 (Sect-oral Distribution of FDI) Maharashtra Region attracts FDI in energy, transportation, services, Telecommunications and electrical equipment. Delhi and NCR attracts FDI inflows in Telecommunications, transportation, electrical equipment (including software) and Services.While Haryana emerged as a preferred destination for electrical equipment, Transportation and food processing, Tamil Nadu has been successful in attracting FDI In automotive related and auto components sector. Andhra Pradesh and Karnataka Emerged as a popular des tination for software, computer hardware and Telecommunication. India’s rural areas such as Orissa has also been successful in Attracting FDI in securing large Greenfields FDI projects in bauxite, mining, aluminium and automotive facilities. 5. Round Tripping of FDI to China – The Chinese official statistical database does not provide disaggregated FDI that would directly project the relative contribution by the Non-Resident Chinese (NRC) population in China.However, based on the fact that a large proportion of NRCs residing in Hong Kong, Singapore, Taiwan and Macao make FDI to mainland China, we will make the assumption that, in broad terms- any FDI originating from these countries will constitute expatriate FDI and mainland Chinese funds routed through local financial agents – round tripping. It is evident that the share of OECD (Organisation for Economic Co-operation and Development) countries and with it the share of MNCs in Chinese FDI inflows has been rais ing over the 1990s while the share of Singapore, Macao, Taiwan and Hong Kong (supposedly the NRC contribution) is falling. NRC contribution, which was nearly 80. percent of the total Chinese inflows in 1992, has gradually decreased over the 1990s, being on an average about 60. 5 percent over the decade. China’s FDI numbers include a substantial amount of round-tripping: A large amount of Chinese black money is recycled through Hong Kong and sent back to the mainland as FDI. Round-tripping in fact accounts for one-half of China’s FDI inflows, which thus reduces the reported level from $40 billion to $20 billion in 2000(see graph below). Even in 2001, more than 47 percent of FDI inflows to China came from these four countries (Hong Kong, Singapore, Taiwan and Macao) where a large proportion of NRC's reside. 6. Directional Comparison of FDI in India and China –China's FDI inflows are somewhat inflated due to ‘round-tripping’ investment through Hong Kon g, which poses as a foreign investment in order to acquire the benefits from preferential tax treatment. The World Bank estimates that about 20–30% of FDI in China was due to the round-tripping investment on the other hand, India's FDI inflows are underestimated because the figure excludes reinvested earnings. While it is very likely that the entire FDI from these economies to China may not be totally from the NRCs, but a very large part of it actually is. Expatriate investment has been a very small portion of aggregate FDI in India, in spite of gradual attempts by the government to simplify the regulations involving investments by the non-resident Indians (NRIs) into the country and hence the expatriateIndians do not form a large segment of the target investors in India, unlike in China. On the whole, it is observed that in India, FDI is flowing into areas where skilled labour is major input sectors are telecom, electrical equipment, including computer software, energy, and the transportation industry. These four sectors accounted for roughly 50 percent of FDI inflows remarkable difference exists in the expanse of the areas of foreign investments in India and China. FDI in China is rather extensive, being diffused over agriculture (farming, forestry, animal husbandry and fishery), mining, and manufacturing and significantly into the tertiary sector.Moreover, social-welfare related sectors like education and healthcare and wholesale and retail trade(till 2012) that have not yet been targeted in India as sectors competent for attracting FDI inflows, but these have contributed to FDI in China. China has, since 1998, stepped up its efforts to encourage foreign investments into technology development and innovation. Several incentives, such as import duty exemption for equipment and technology brought into China by foreign-invested research companies, tax breaks for incomes obtained from transfer of technology, and business tax exemption to foreign enterpri ses transferring advanced technology, are luring foreign investors to China. China most certainly attracted large sums of FDI in the manufacturing sector, a significant part of which could definitely be channelized to India had India not been plagued with inadequacies.India’s product reservation for the small-scale industry, stringent labour laws, inability of the firms to exit, if conditions so demanded (no exit policy), lack of decision-making authority with India’s state governments and hence lack of competition among Indian states to attract FDI (as against China’s provinces) were some of the key factors why India lost large sums of FDI. Fall in FDI in electrical equipment manufacturing in India has been due to the cheap Chinese goods flooding the market. The role of sub-national government as a catalyst to FDI inflows has also been ignored in India while decentralization of FDI seeking and related powers has been given due importance in china. The Chinese g overnment welcomes FDI and does not seek too much documentation for companies setting up ventures in China. Getting licenses is also easy for setting up a unit in china. Export-orientation in FDI in India and China- China has been successful in attracting huge export oriented FDI inflows in recent years.China invited FDI to provide the capital and the expertise to achieve export competitiveness in the manufacturing sector with the key link of providing cheap labour . The foreign investors brought in the product design, specialized machine tools and capital goods, key intermediate products, and knowledge of world marketing channels. The Chinese assured these foreign investors certain key conditions for profitability, such as low taxes, reliable infrastructure, physical security, adequate power, decent logistics for the import and export of goods. India has large scale reservation in the small sector industries such as handicrafts which have large demand in the world market. SEZ's and EPZ'sSEZs, along China’s coastline, were designed to give foreign investors and domestic enterprises favourable conditions such as import intermediate products and capital goods duty free for rapid export promotion and good infrastructure. India also had similar models of EPZ and Export Oriented Units (EOU). EPZs are located at various places including Cochin, Falta (near Calcutta), Kandla, Chennai, Noida, Santacruz (Mumbai), Vishakhapatnam and Surat. A unit could be set up in these zones subject to availability of space. Incentives provided to attract investment in these areas were ‘zero import duty', a ‘special 10-year income tax rebate' and other incentives. Eight special zones failed to achieve the export targets.Decentralization of decision-making authority was also a major reason for SEZ success in China. Another ingredient of infrastructure is the availability of power at competitive rate. Apart from cheap power there is no power failure in China, as in In dia. The EPZ's in India are one -third of the required size. In China all jobs are on contract basis, which stand terminated upon the expiry of the terms, which can be fixed/flexible or for a specific job. In contrast, the labour laws in India are extremely stringent and the Industrial Disputes Act, 1947 does not allow companies with 100 or more employees to retrench labour without seeking prior permission the concerned state government. EPZ's in India have performed poorly due to:-Insufficient logistical links with ports and airport, Poor infrastructure in areas surrounding the zones (e. g. unpaved roads and poor Physical security), Government ambivalence and red-tape regarding inward FDI, Unclear incentive packages governing inward investment, and Lack of interest and authority of state and local governments, and the private sector, Compared with the central government, in the design, set-up, and functioning of the Zones. Unclear ownership of land- A major part of land parcels in India is subject to legal dispute over their ownership. This prevents to acquire land for retail; housing and the courts take an enormous time for clearing such cases.As a result Indian developers have hard time raising collateral for loans against land for which they don’t have a clear ownership. Revising the law on land construction would give a major push to the sluggish construction industry of India. Parts of India are plagued by archaic laws such as ULCRA (Urban Land Ceiling Regulation Act) which created an artificial land scarcity leading to rising land prices further rising the cost of the housing Industry. Following Recommendations to improve FDI flows to India:- Apart from taking steps to improve infrastructural facilities and enhancing labour Market flexibility while the government has lifted sect oral caps for FDI over the last decade.Policies have thus far been ad-hoc and a source of uncertainty. Particular attention should also be paid to the removal of restrict ions on FDI in the Services sectors — including telecoms, banking and insurance, aviation, etc – as this will Help ease transactions costs for both consumers and business. The World Bank (2002) Has in fact proclaimed that â€Å"in virtually every country, the performance of the service Sectors can make the difference between rapid and sluggish growth† One sector that should certainly get this automatic approval is the education sector. Currently there is no FDI in education Allowed. Since it is well known that the education sector in India has reached a plateau.In terms of ideas or development, it is only fair that new ideas and methodologies from other countries are tried out. The SEZ'S and EPZ'S have failed to achieve their targets, for this the government must provide SEZs in strategic locations, close to ports or major industrial locations. Concurrent to this establishment of SEZs in strategic locations, the government should also provide all necessary infra structural facilities to ensure the success of the SEZ’s. The government needs to beyond the current policy of only allowing SEZs in areas that are already owned by companies applying for the SEZ: in effect, a SEZ should be like a huge industrial park rather than having one single company in it.Three, focus should not just be on the absolute amount of gross FDI inflows but also the type. More specifically, while India has experienced an infusion of FDI inflows in recent times, a large portion of the new inflows have been in the form of M&A's. Given that the latter does not necessarily imply new capital infusion into a country, the macroeconomic consequences of the two types of FDI can be quite different. The focus should not just be on the amount of Greenfield FDI inflows but also the positive externalities to be derived from them, including in terms of technological development. The effectiveness of the Foreign Investment Implementation Authority (FIIA) needs to be enhanced. Any investment promotion strategy must be geared towards the following: (a) image-building activities promoting the country and its regions and states as favourable locations for investment; (b) investment-generating activities through direct targeting of firms by promotion of specific sectors and industries, and personal selling and establishing direct contacts with prospective investors. India does have a vibrant manufacturing sector but that rarely comes out internationally because it gets drowned out by the more glamorous software and other service related sectors. This perception is a fundamental one and goes well beyond reasons such as red-tape, corruption, poor infrastructure though they are inter-related to an extent.To get rid of this tag is easier said than done but the government can do more promotion activities to this end, preventing diverting this FDI to China. There is the desperate need to create a deep talent pool. This is inherently dangerous for a country like Ind ia which has a tag of a services country; a sector that needs a deep talent pool to feed off. This lack of talent is reflected in the growth in wages which is one of the highest in the world. India has the highest wage inflation of any Asian economy. The one thing that makes India attractive is the cost arbitrage and if wages increase the way they are increasing, it is very likely that this arbitrage will disappear and along with it, valuable FDI dollars.To this end, it is necessary to continuously monitor the quality of students as well as the quality of teachers in educational institutions. The table below gives the rise in wages in different sectors for year 2012. While many policy barriers have been removed on FDI in India, results have at times been disappointing due to administrative barriers at the state level as well as lack of coordination between the central and state governments. There need to be greater coordination between the centre and states to ensure that the substa ntial foreign interest in investing in India gets translated into actual investment flows to the State. An example of this is the proposed $12 billion investment, India’s single largest FDI investment, by South Korean steel giant, Pasco.Pasco signed an agreement in June 2005 to set up a steel plant in Orissa but as of March 2008, the steel plant is yet to be start construction, let alone any operations. Every kind of problem ranging from political to environmental to allegations of land grabbing has affected this project. The main problem has risen from the allegation that they would make some villagers landless and Pasco cannot have a factory anywhere else because the raw material is in Orissa. This is a problem that the Orissa government could have easily foreseen but many governments in India have a tendency to promise too much and do too little. This clearly has impacted credibility of many state governments.India should continue to work towards developing a deep and liqu id corporate debt market. India is one of the few countries with a major equity market but With a highly illiquid corporate debt market. A well functioning corporate debt market Does one major thing for companies looking to invest in India. It is very likely that when Companies are investing their money in India or in any other country, they are more Likely to use debt rather than their own cash. Therefore, they would go to debt markets In their countries of origin and raise money there. However, this could lead to a considerable exchange rate risk because FDI is usually long-term and there is no good way of forecasting exchange rate movements in the long-run.If there a well functioning corporate debt market in India, it actually makes India that much more attractive. India should consciously work towards attracting greater FDI into R&D as a means of strengthening the country’s technological prowess and competitiveness. Policymakers are looking at FDI as the primary source of funds. It is important to Keep in mind that FDI on its own is not a panacea for rapid growth and development. What India needs is to put in place a comprehensive development strategy, which Includes being open to trade and FDI. This ought to go a long way to fulfilling the Ultimate goal of permanently eradicating poverty over the medium and longer-terms.India should remove the product reservation in small scale industries, bring in flexible labour laws, this will generate competitiveness in this sector which is critical for a growing economy. India has failed to evolve as inward FDI manufacturing destination. Manufacturing investment has potentiality to develop ancillary industries also. There is a wide spread under employment in agriculture. Manufacturing sector has greater scope of low end, labour intensive manufacturing jobs for unskilled population when compared with service sector. The issues of geographical disparities of FDI in India need to address on priority. India is a q uasi-federal country consisting of States and Union Territories.States are also partners in the economic reforms, and should offer several tax incentives etc for attraction. Data on FDI reveals that India has increase largely due to Merger and Acquisitions (M&A's) rather than large Greenfield projects. Business friendly environment must be created on priority to attract large Greenfields projects. Regulations should be simplified so that realization ratio is improved (Percentage of FDI approvals to actual flows). To maximize the benefits of FDI persistently India should also focus on developing human capital and technology. M&A's not necessarily imply infusion of new capital into a country if it is through reinvested earnings and intra-company loans.A Greenfield Investment is the investment in a manufacturing, office, or other physical company-related structure or group of structures in an area where no previous facilities exist. Governments should see that losing corporate tax reve nue is a small price to pay if jobs are created and knowledge and technology is gained to boost the country's human capital. There is abundance opportunity in Greenfield Projects. But the issue of land acquisition and steps taken to protect local interests by the various state governments are not encouraging. MOU ArecelorMittal controversy is one of the best examples of such disputes Due to poor quality primary education and higher there is still an acute shortage of talent. This factor has negative repercussion on domestic and foreign business. FDI in Education Sector is less than 1%.Given the status of primary and higher education in the country, FDI in this sector must be encouraged. The SEZ’s and EPZ’s of India have failed to achieve their export targets due to unclear rules and regulations by the government, overcrowding of units in these zones and poor infrastructure as discussed previously in the report. It is found that there are Lower indirect taxes in china, lower import duties on raw materials since the Government often sees that losing corporate tax revenue is a small price to pay if jobs are created and knowledge and technology is gained to boost the country's human capital, higher labour productivity encourage higher FDI’s in china.The Indian Government should also implement such regulations. In China, Foreign investment in research and development (R&D) and foreign enterprises transferring advanced technology to china are exempt from paying import duty; such policies aren’t seen in India. In order to improve technological competitiveness of India, FDI into R&D should be promoted; FDI can be instrumental in developing rural economy. There is abundance opportunity in Greenfield Projects. But the issue of land acquisition and steps taken to protect local interests by the various state governments are not encouraging. 8. FDI in Retail(how it is good for the country):-Small shops, street vendors and malls can all co-exist (as they are doing now): They all serve different needs, and different income segments. The FDI approval does state that â€Å"30 per cent of the products must be procured from small scale industries which have a total investment in plant and machinery not exceeding $1 million. FDI in retail will expand consumer base. Some categories currently have no big players: There are some categories of stores that are just not present in India. The suppliers of e. g. -air conditioning units have increased but the food sector supplies remain traditionally the same. Having a Wal-Mart will cater to the increasing consumer base. FDI in India Retail should be welcomed as this will bring a lot of money in India.Foreign Investment will help the government to build new infrastructure and improve rural infrastructure. Farmers will be the biggest beneficiaries from this move, as they will be able to improve their productivity and get high prices by selling their crops directly in the market to the lar ge organized players. Government will also gain by FDI through transparent and accountable monitoring of goods and supply change management systems. Products will be available to the consumers at reduced price since products will be purchased directly from the farmers and sold to consumers. This will provide lots of job opportunities to unemployed people in India.It will provide more options to the farmers with less wastage of agriculture product. FDI in retail will increase the competition for Indian players pushing them to improve their products and services. The final beneficiary of this competition will be the consumers. We have enormous wastage in foods and vegetables because small stores and vegetable vendors cannot afford refrigerated trucks, or any refrigeration. The stores lose money, and so does the consumer (because a lot of the fruits/ vegetables spoil too quickly after purchase. Hence the State governments should go with this agenda instead of opposing it and see the bi gger picture. 9. McKinsey report on economic performance of India-McKinsey Global Institute prepared a report on how the global economy works with a special focus on India which will be the most populated but remains one of the poorest economies. Special focus was given on the economic performance and growth potential of the country comparing its growth with its neighbour China. Following findings were made- A decade ago India and China had the same GDP per capital, but now India’s GDP is only half that of china. Some of the factors preventing India's GDP to grow in comparison to China are Low Productivity-This arises due to regulations concerning markets and products, land market ownership distortions and government owned businesses since they protect most industries from competition.Inequitable regulations-such regulations restrict competition thus reducing efficiency as seen in the telecommunication industries there private players have to pay a heavy licensing fees compar ed to government owned incumbents who do not do so. Uneven enforcement- the small scale industries steal power frequently compared to bigger more visible counterparts who can’t do so. Reservation of products for small scale industries-Around 500 products are reserved for small scale industries (as of 2001), such reservations restricts these industries to achieve production efficiency. Licensing or Quasi Licensing-Several sectors such as dairy require a license from Government before starting production. These licensing authorities prevent private entrants into entering competition.Government ownership of companies promote inefficiency and waste-their labour productivity levels are far below their private players- in telecommunications and electricity government control both the regulators and state electricity boards(SEB's) which are highly inefficient and lose around 30 % to theft compared to 10% of power lost by private players to theft. Poor infrastructure and less red tap e in port management could greatly reduce customs clearance time. Unclear Ownership- A large proportion of land in India is subject to legal disputes over their ownership and the courts are very slow in resolving disputes. This prevents buying land for retail and housing. Counterproductive taxation-Low property taxes, ineffective tax collection, subsidised user charges for water and power leave the local governments unable to invest in infrastructure e. g. – in Delhi water is supplied at 10% of its true cost. MEASURES TO IMPROVE PRODUCTIVITY-The following measures were suggested – removing reservations on small scale industries, establishing effective proactive and independent regulators, rationalising taxes and custom duties, removing restrictions on foreign investment and widespread privatisation which will boost competition, further improving the quality of products, and at times, has reduced the cost also. Removing the barriers to higher productivity, privatization and a more efficient taxation could save the government from what it loses now by providing subsidies to the state owned enterprises, helping it to reduce its burgeoning budget deficit. Increased Productivity and opening more sectors to FDI would also create new jobs, which is crucial for the second most populous country of the world. 10. ConclusionIndia and China are exemplars of the changes brought on by globalization. They are two of the fastest growing economies in the world and possess two of the largest domestic markets by number of consumers. FDI has been a major contributor to both nations’ growth, bringing in more than just investment capital. FDI has fostered the introduction of technology, human know-how, and helped to link nations internationally. India has complex FDI regimes that, while allowing for large nominal volumes of FDI inflows, has major flaws. India still protects large economic sectors from investment, is slow to approve foreign acquisitions of domes tic firms (if at all), and is characterized by excessive bureaucracy.The analyses in the current study suggest that: China’s potentially huge domestic market is the major determinant of its inward FDI . Comparing to India, China’s better performance in attracting FDI fromwas mainly due to its larger domestic market and higher international trade ties along with better infrastructure and less of red tapism. . . 10. References 1) Bajpai N and Dasgupta N,†Multinational Companies and Foreign Direct Investment in China and India†, Centre on Globalization and Sustainable Development (CGSD) Working Paper No. 2 2) Wei W,†China and India: Any difference in their FDI performances? , Journal of Asian Economics, Vol-16 719–736(2005) ) Bensidoun I , Lemoine F, â€Å"The integration of China and India into the world economy: a comparison†, The European Journal of Comparative Economics,Vol- . 6, n. 1, pp. 131-155 4)http://www. investinginindia. in/ â⠂¬â€œ FDI Website. 5)M. Shamim Ansari, M. Ranga,†India's Foreign Direct Investment : Current Status,Issues,and Policy Recommendations†,UTMS Journal of Economics, Vol. 1, No. 2, pp. 1-16, 2010 6)Bajpai, N. and Dasgupta, N. , â€Å"What Constitutes Foreign Direct Investment: Comparison of India and China†, Columbia Earth Institute, Columbia University, Working Paper, April. 7)Agosin, M. and R. Mayer (2000). â€Å"Foreign investment in Developing Countries: Does it Crowd in Domestic Investment? † Discussion Paper No. 146, UNCTAD, Geneva

Business Plan Bar & Grill Essay

This is a business plan. It does not imply an offering of securities. 1.0 Executive Summary1 Chart: Highlights2 1.1 Objectives2 1.2 Mission2 1.3 Keys to Success2 2.0 Company Summary3 2.1 Company Ownership3 2.2 Start-up Summary4 Table: Start-up4 3.0 Products and Services5 4.0 Market Analysis Summary6 4.1 Market Segmentation6 Table: Market Analysis7 Chart: Market Analysis (Pie)7 4.2 Target Market Segment Strategy7 4.3 Service Business Analysis8 4.3.1 Competition and Buying Patterns9 5.0 Web Plan Summary9 5.1 Website Marketing Strategy9 5.2 Development Requirements9 6.0 Strategy and Implementation Summary9 6.1 SWOT Analysis10 6.1.1 Strengths10 6.1.2 Weaknesses10 6.1.3 Opportunities10 6.1.4 Threats10 6.2 Competitive Edge10 6.3 Marketing Strategy11 6.4 Sales Strategy11 6.4.1 Sales Forecast12 Table: Sales Forecast12 Chart: Sales Monthly13 Chart: Sales by Year13 6.5 Milestones14 Table: Milestones14 7.0 Management Summary14 7.1 Personnel Plan14 Table: Personnel15 8.0 Financial Plan15 8.1 Start-up Funding16 Table: Start-up Funding16 8.2 Important Assumptions17 8.3 Break-even Analysis17 Table: Break-even Analysis17 Chart: Break-even Analysis17 8.4 Projected Profit and Loss18 Table: Profit and Loss18 Chart: Profit Monthly19 Chart: Profit Yearly19 Chart: Gross Margin Monthly20 Chart: Gross Margin Yearly20 8.5 Projected Cash Flow21 Table: Cash Flow21 Chart: Cash22 8.6 Projected Balance Sheet23 Table: Balance Sheet23 8.7 Business Ratios25 Table: Ratios25 Table: Sales Forecast1 Table: Personnel1 Table: Profit and Loss2 Table: Cash Flow3 Table: Balance Sheet5 1.0 Executive Summary [Company Name] Contact: [Name] Direct Phone: XXX-XXX-XXXX Address: [Address] [City, State ZIP] Email: [Email Address] Introduction The long-term goal of [Company Name] is to serve quality food, have outstanding customer service and run and maintain a cost efficient base without sacrificing quality. [Company Name]serves high quality food and beverages in an inviting and friendly atmosphere at reasonable prices. [Company Name] is expanding its exposure through effective marketing as well as introducing the area to market segments that have not yet discovered the Company. Location [Company Name]is headquartered in Dwight, North Dakota which is located in Dickey County. The [Company Name] will be located on the site of the original [Company Name], which was built in 1961. This location is a landmark that sets on Highway 1 and 11 along the James River. The [Company Name] is nested nicely near the South Dakota border between Ellendale and Oakes, ND. The Company [Company Name]is a steakhouse concept which will offer a comfortable, friendly atmosphere. The Company’s owner is [Name], who established the restaurant as a Limited Liability Corporation. [Name] has 15 years of industry experience as a bartender and 8 years of experience as a cook. [Company Name] will be open 5 days per week. Serving dinner Tuesday-Wednesday from 5:00 pm to 10:00 pm; on Thursday – Saturday dinner served from 5:00 pm to 11:00 pm. Furthermore, the restaurant will be open one (1) Sunday a month on trial basis. Lunch will be served from 11:00 am to 2:00 pm. The restaurant will also be set-up as an all you can eat buffet style restaurant. Our Services [Company Name]’s menu will feature char broiled steaks, chicken, shrimp, burgers and a variety of basket foods along with occasional weekend specials of prime rib and barbecued ribs. Beverages will include various beers, cocktails and non-alcoholic beverages. The Market [Company Name] will focus on local residents and anyone passing by who wants to enjoy a good meal in a comfortable, friendly, down home atmosphere. [Company Name]’s market segmentation scheme is fairly straightforward and focuses on the target market, Dickey County, North Dakota residents. These customers prefer certain services and quality of food and it’s the Company’s duty to deliver on their expectations. Financial Considerations The current financial plan for [Company Name] is to obtain grant funding in the amount of $350,000. The grant will be used to get acquisition of the property, contents and rights to the business. Chart: Highlights [pic] 1.1 Objectives [Company Name]has three main objectives: †¢ To serve quality food. †¢ To have outstanding customer service. †¢ To run and maintain a cost efficient base without sacrificing quality. 1.2 Mission [Company Name]’s mission is to serve high quality food and beverages in an inviting and friendly atmosphere at reasonable prices. 1.3 Keys to Success [Company Name]’s keys to success are location, quality service and delicious food. 2.0 Company Summary [Company Name]is headquartered in Dwight, North Dakota Contact: [Name] Direct Phone: XXX-XXX-XXXX Address: [Address] [City, State ZIP] Email: [Email Address] The [Company Name] is located in Dwight, North Dakota, which is one mile west of the city Ludden in Dickey County. The Company is a start-up restaurant, owned by [Name], who has 15 years of industry experience as a bartender and 8 years of experience as a cook. Additionally, [Name] has 10 years of experience as an Administrative Assistant. [Company Name]is a steakhouse concept which will offer a comfortable, friendly atmosphere. The menu will feature char broiled steaks, chicken, shrimp, burgers and a variety of basket foods along with occasional weekend specials of prime rib and barbecued ribs. Beverages will include various beers, cocktails and non-alcoholic beverages. The [Company Name] will be located on the site of the original [Company Name], which was built in 1961. This location is a landmark that sets on Highway 1 and 11 along the James River. The [Company Name] is nested nicely near the South Dakota border between Ellendale and Oakes, ND. [Company Name]will be open 5 days per week. Serving dinner Tuesday-Wednesday from 5:00 pm to 10:00 pm; on Thursday – Saturday dinner served from 5:00 pm to 11:00 pm. Furthermore, the restaurant will be open one (1) Sunday a month on trial basis. Lunch will be served from 11:00 am to 2:00 pm. The restaurant will also be set-up as an all you can eat buffet style restaurant. [Company Name]will be closed on New Year’s Day, Thanksgiving Day and Christmas Day. The lounge will be open Tuesday – Saturday from 5:00 pm to 1:00 am. The rest of business structure has not been identified as of date. There will be an attorney and accountant determined at a later date. 2.1 Company Ownership [Company Name]is a Limited Liability Corporation. The owner of the start-up restaurant is [Name], who has 100% ownership of the business. 2.2 Start-up Summary The following table and chart shows the start-up costs for [Company Name], LLC Table: Start-up |Start-up | | | | | |Requirements | | | | | |Start-up Expenses | | |Software (Cost/Inventory Control) |$500 | |Liquor/Food License (State/County) |$1,800 | |Inspections |$1,000 | |Supplies |$2,500 | |Utilities Deposit |$1,500 | |Legal & Accounting fees |$5,000 | |Propane Tank & 1st Fill |$3,000 | |Total Start-up Expenses |$15,300 | | | | |Start-up Assets | | |Cash Required |$0 | |Start-up Inventory |$26,000 | |Other Current Assets |$30,950 | |Long-term Assets |$329,800 | |Total Assets |$386,750 | | | | |Total Requirements |$402,050 | Chart: Start-up [pic] 3.0 Products and Services [Company Name]is a comfortable, inviting restaurant designed to make its customers feel at home. The dining side has a sizzling 48†³ gas powered grill and char boiler which will make all steaks to perfection. [Company Name] Menu: The following meals come with the customer’s choice of potato, baked, hash brown or fries. Meals also include a trip to the full salad bar! All steaks are hand cut daily and charbroiled to perfection. Steaks Choice Sirloin 10 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $13.75 House Sirloin 8 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $12.50 Petite Sirloin 6 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $9.75 Beef Tips-grilled or hand dipped in batter-deep fried†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $12.50 Rib eye 12 oz†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $16.25 Rib eye 10 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $14.75 Steak and Shrimp 6 oz sirloin steak with three deep fried shrimp †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.50 Seafood Walleye dipped in batter and deep fried †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.75 4 Jumbo shrimp served with tater sauce or red sauce†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $13.50 Cod (Torsk)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $11.50 Chicken  ¼ pc dinner†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $11.50  ½ pc dinner†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $13.50 Baskets All baskets served with fries or onion rings. Burgers are  ½ lb handmade served on toasted bun. Hamburger basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $7.50 Cheese burger basket†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $7.75 Burger basket served w/cheese, lettuce, onion, tomato†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.50 Chicken Strip (4 pc) basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.75 Chicken Drummies (6) basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.75 Breaded Tip basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $9.25 Appetizer Platter Chicken drummies, Onion rings, Cheese sticks, Mushrooms, Mini Egg Rolls. Served with Ranch Dressing†¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.25 Beverages Coffee †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.00 Tea †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.00 Soda†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $1.50 Milk†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.50 4.0 Market Analysis Summary The U.S. restaurant industry, which consist of fast food, casual dining and upscale chains, is facing its toughest stretch in three decades. This is due to declining guest traffic, declining average check, and a decline in sales. To survive, restaurant operators will need to balance incentives and discounts with added value and brand enhancement. Steak restaurants comprise less than 5% of the total restaurant market. Service oriented steak houses have room to grow. Meat and potatoes are still what Americans want, and they want it with good service. [Company Name]will focus on local residents and anyone passing by who wants to enjoy a good meal in a comfortable, friendly, down home atmosphere. [Company Name] intends to cater to a wide group of people. The Company wants everyone to feel welcome and relaxed in a friendly atmosphere with a large menu selection. It is its goal to have the â€Å"most tender, tastiest steaks† in the area. [Company Name]has the services necessary to flourish within this industry. By delivering superior customer service, offering affordable prices and developing an outstanding reputation, [Company Name]’s potential is excellent. 4.1 Market Segmentation Individuals going out to spend good money on meals or beverages want a variety of items to choose from. Additionally, these individuals want to dine at an establishment with consistent business hours. [Company Name]will be more than willing to offer that to all customers who walk into the business. The Company wants to create an environment that is fun, friendly and comfortable with prices that are very competitive. Customers are the first priority. [Company Name]’s market segmentation scheme is fairly straightforward and focuses on the target market, Dickey County, North Dakota residents. These customers prefer certain services and quality of food and its Company’s duty to deliver on their expectations. The information contained in the market analysis table, displays [Company Name]’s main markets. All of [Company Name]’s clients will benefit from its delicious food, atmosphere and exceptional customer service. Table: Market Analysis |Market Analysis | | | | | | Year 1 | Year 2 | Year 3 | |Sales | | | | |Food |$259,480 |$275,049 |$291,552 | |Dining Beverage |$14,400 |$15,264 |$16,180 | |Bar Beverage |$30,928 |$32,784 |$34,751 | |Total Sales |$304,808 |$323,096 |$342,482 | | | | | | |Direct Cost of Sales | Year 1 | Year 2 | Year 3 | |Food |$90,800 |$96,248 |$102,023 | |Dining Beverage |$1,440 |$1,526 |$1,618 | |Bar Beverage |$9,588 |$10,163 |$10,773 | |Subtotal Direct Cost of Sales |$101,828 |$107,938 |$114,414 | Chart: Sales Monthly [pic] Chart: Sales by Year [pic] 6.5 Milestones In order to achieve the growth and marketing goals that have been outline in this business plan, [Company Name]has deadlines to meet and ideas to implement. Some of these are outlined below: 1. Obtain grant funding in the amount of $350,000 to improve business 2. Acquisition of the property, contents and rights to the business Table: Milestones |Milestones | | | | | | Year 1 | Year 2 | Year 3 | |Owner/Manager |$33,600 |$34,272 |$34,957 | |Head Cook |$16,800 |$17,136 |$17,479 | |Asst. Cook |$7,776 |$7,932 |$8,090 | |Head Waiter |$12,180 |$12,424 |$12,672 | |Waiters |$13,080 |$13,342 |$13,608 | |Bartenders |$8,352 |$8,519 |$8,689 | |Dishwashers |$6,264 |$6,389 |$6,517 | |Total People |14 |14 |14 | | | | | | |Total Payroll |$98,052 |$100,013 |$102,013 | 8.0 Financial Plan The current financial plan for [Company Name]is to obtain grant funding in the amount of $350,000. The grant will be used to get acquisition of the property, contents and rights to the business. The following sections of this plan will serve to describe [Company Name]’s financial plan in more detail: †¢ General Assumptions †¢ Break-even Analysis †¢ Profit and Loss †¢ Cash Flow †¢ Balance 8.1 Start-up Funding [Company Name]’s start-up costs are detailed in the Start-up Table. The following table shows how these start-up costs will be funded. Table: Start-up Funding |Start-up Funding | | |Start-up Expenses to Fund |$15,300 | |Start-up Assets to Fund |$386,750 | |Total Funding Required |$402,050 | | | | |Assets | | |Non-cash Assets from Start-up |$386,750 | |Cash Requirements from Start-up |$0 | |Additional Cash Raised |$0 | |Cash Balance on Starting Date |$0 | |Total Assets |$386,750 | | | | | | | |Liabilities and Capital | | | | | |Liabilities | | |Current Borrowing |$0 | |Long-term Liabilities |$0 | |Accounts Payable (Outstanding Bills) |$0 | |Other Current Liabilities (interest-free) |$0 | |Total Liabilities |$0 | | | | |Capital | | | | | |Planned Investment | | |Owner |$10,000 | |Outside Financing |$350,000 | |Additional Investment Requirement |$42,050 | |Total Planned Investment |$402,050 | | | | |Loss at Start-up (Start-up Expenses) |($15,300) | |Total Capital |$386,750 | | | | | | | |Total Capital and Liabilities |$386,750 | | | | |Total Funding |$402,050 | 8.2 Important Assumptions The table below presents the assumptions used in the financial calculations of this business plan. The average percent variable cost is estimated to be 33%. The estimated monthly fixed cost is $13,705. 8.3 Break-even Analysis For the break-even analysis, the monthly revenue needed to break-even is $20,581. The break-even analysis has been calculated on the â€Å"burn rate† of the Company. [Company Name]feels that this gives the investor a more accurate picture of the actual risk of the venture. Table: Break-even Analysis |Break-even Analysis | | | | | |Monthly Revenue Break-even |$20,581 | | | | |Assumptions: | | |Average Percent Variable Cost |33% | |Estimated Monthly Fixed Cost |$13,705 | Chart: Break-even Analysis [pic] 8.4 Projected Profit and Loss [Company Name]’s Pro Forma Profit and Loss statement was constructed from a conservative point-of-view, and is based in large part on past performance. The income for Year 1, Year 2 and Year 3 are $304,808, $323,096 and $342,482, respectively. The net profit for the same period is $26,961, $36,035 and $42,838, respectively. The percentages of the net profit sales for this period were 8.85%, 11.15% and 12.51%, respectively. Once the Company receives grant funding to add the new assets, the depreciation of the building will be over a 20 year period, while the equipment will be depreciated over a 7 year period. Table: Profit and Loss |Pro Forma Profit and Loss | | | | | | Year 1 | Year 2 | Year 3 | |Sales |$304,808 |$323,096 |$342,482 | |Direct Cost of Sales |$101,828 |$107,938 |$114,414 | |Other Costs of Sales |$0 |$0 |$0 | |Total Cost of Sales |$101,828 |$107,938 |$114,414 | | | | | | |Gross Margin |$202,980 |$215,159 |$228,068 | |Gross Margin % |66.59% |66.59% |66.59% | | | | | | |Expenses | | | | |Payroll |$98,052 |$100,013 |$102,013 | |Marketing/Promotion |$6,250 |$6,438 |$6,631 | |Depreciation |$12,045 |$13,143 |$13,143 | |Supplies |$600 |$618 |$637 | |Utilities |$8,400 |$8,652 |$8,912 | |Insurance |$5,004 |$5,004 |$5,004 | |Maintenance |$1,200 |$1,236 |$1,273 | |Office Expense |$1,800 |$1,854 |$1,910 | |Payroll Taxes |$9,805 |$10,001 |$10,201 | |Phone/TV/Internet |$1,800 |$1,854 |$1,910 | |Propane |$12,000 |$12,360 |$12,731 | |Property Tax |$2,508 |$2,508 |$2,508 | |Acct & Legal |$5,000 |$0 |$0 | | | | | | |Total Operating Expenses |$164,464 |$163,681 |$166,871 | | | | | | |Profit Before Interest and Taxes |$38,516 |$51,478 |$61,197 | |EBITDA |$50,561 |$64,621 |$74,340 | | Interest Expense |$0 |$0 |$0 | | Taxes Incurred |$11,555 |$15,443 |$18,359 | | | | | | |Net Profit |$26,961 |$36,035 |$42,838 | |Net Profit/Sales |8.85% |11.15% |12.51% | Chart: Profit Monthly [pic] Chart: Profit Yearly [pic] Chart: Gross Margin Monthly [pic] Chart: Gross Margin Yearly [pic] 8.5 Projected Cash Flow [Company Name] is a start-up Company that has applied for a grant of $350,000. The Company forecasts that it will receive funding in the month of October. During this period, the Company will get acquisition of the property, contents and rights to the business. The following table displays [Company Name]’s cash flow, and the chart illustrates monthly cash flow in the first year. Monthly cash flow projections are also included in the appendix. Table: Cash Flow |Pro Forma Cash Flow | | | | | | Year 1 | Year 2 | Year 3 | |Cash Received | | | | | | | | | |Cash from Operations | | | | |Cash Sales |$304,808 |$323,096 |$342,482 | |Subtotal Cash from Operations |$304,808 |$323,096 |$342,482 | | | | | | |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 |$350,000 |$0 |$0 | |Subtotal Cash Received |$654,808 |$323,096 |$342,482 | | | | | | |Expenditures | Year 1 | Year 2 | Year 3 | | | | | | |Expenditures from Operations | | | | |Cash Spending |$98,052 |$100,013 |$102,013 | |Bill Payments |$136,504 |$176,166 |$184,277 | |Subtotal Spent on Operations |$234,556 |$276,179 |$286,291 | | | | | | |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 |$234,556 |$276,179 |$286,291 | | | | | | |Net Cash Flow |$420,252 |$46,917 |$56,192 | |Cash Balance |$420,252 |$467,170 |$523,361 | Chart: Cash [pic] 8.6 Projected Balance Sheet [Company Name]’s net worth is $763,711, $799,746 and $842,583, for Year 1, Year 2 and Year 3, respectively. Table: Balance Sheet |Pro Forma Balance Sheet | | | | | | Year 1 | Year 2 | Year 3 | |Assets | | | | | | | | | |Current Assets | | | | |Cash |$420,252 |$467,170 |$523,361 | |Inventory |$10,924 |$11,342 |$12,023 | |Other Current Assets |$30,950 |$30,950 |$30,950 | |Total Current Assets |$462,126 |$509,462 |$566,334 | | | | | | |Long-term Assets | | | | |Long-term Assets |$329,800 |$329,800 |$329,800 | |Accumulated Depreciation |$12,045 |$25,188 |$38,331 | |Total Long-term Assets |$317,755 |$304,612 |$291,469 | |Total Assets |$779,881 |$814,074 |$857,803 | | | | | | Table: Balance Sheet (Continued) |Liabilities and Capital | Year 1 | Year 2 | Year 3 | | | | | | |Current Liabilities | | | | |Accounts Payable |$16,170 |$14,328 |$15,219 | |Current Borrowing |$0 |$0 |$0 | |Other Current Liabilities |$0 |$0 |$0 | |Subtotal Current Liabilities |$16,170 |$14,328 |$15,219 | | | | | | |Long-term Liabilities |$0 |$0 |$0 | |Total Liabilities |$16,170 |$14,328 |$15,219 | | | | | | |Paid-in Capital |$752,050 |$752,050 |$752,050 | |Retained Earnings |($15,300) |$11,661 |$47,696 | |Earnings |$26,961 |$36,035 |$42,838 | |Total Capital |$763,711 |$799,746 |$842,583 | |Total Liabilities and Capital |$779,881 |$814,074 |$857,803 | | | | | | |Net Worth |$763,711 |$799,746 |$842,583 | 8.7 Business Ratios The table below presents ratios from the full-service restaurant markets as a reference. Table: Ratios |Ratio Analysis | | | | | | | Year 1 | Year 2 | Year 3 |Industry Profile | |Sales Growth |n.a. |6.00% |6.00% |1.65% | | | | | | | |Percent of Total Assets | | | | | |Inventory |1.40% |1.39% |1.40% |6.34% | |Other Current Assets |3.97% |3.80% |3.61% |43.25% | |Total Current Assets |59.26% |62.58% |66.02% |53.12% | |Long-term Assets |40.74% |37.42% |33.98% |46.88% | |Total Assets |100.00% |100.00% |100.00% |100.00% | | | | | | | |Current Liabilities |2.07% |1.76% |1.77% |25.40% | |Long-term Liabilities |0.00% |0.00% |0.00% |73.91% | |Total Liabilities |2.07% |1.76% |1.77% |99.31% | |Net Worth |97.93% |98.24% |98.23% |0.69% | | | | | | | |Percent of Sales | | | | | |Sales |100.00% |100.00% |100.00% |100.00% | |Gross Margin |66.59% |66.59% |66.59% |58.06% | |Selling, General & Administrative Expenses |57.75% |55.44% |54.08% |23.02% | |Advertising Expenses |2.05% |1.99% |1.94% |1.74% | |Profit Before Interest and Taxes |12.64% |15.93% |17.87% |6.52% | | | | | | | |Main Ratios | | | | | |Current |28.58 |35.56 |37.21 |1.25 | |Quick |27.90 |34.77 |36.42 |1.00 | |Total Debt to Total Assets |2.07% |1.76% |1.77% |99.31% | |Pre-tax Return on Net Worth |5.04% |6.44% |7.26% |4325.19% | |Pre-tax Return on Assets |4.94% |6.32% |7.13% |29.65% | | | | | | | Table: Ratios (Continued) |Additional Ratios | Year 1 | Year 2 | Year 3 | | |Net Profit Margin |8.85% |11.15% |12.51% |n.a | |Return on Equity |3.53% |4.51% |5.08% |n.a | | | | | | | |Activity Ratios | | | | | |Inventory Turnover |10.09 |9.70 |9.79 |n.a | |Accounts Payable Turnover |9.44 |12.17 |12.17 |n.a | |Payment Days |27 |32 |29 |n.a | |Total Asset Turnover |0.39 |0.40 |0.40 |n.a | | | | | | | |Debt Ratios | | | | | |Debt to Net Worth |0.02 |0.02 |0.02 |n.a | |Current Lab. to Liab. |1.00 |1.00 |1.00 |n.a | | | | | | | |Liquidity Ratios | | | | | |Net Working Capital |$445,956 |$495,134 |$551,114 |n.a | |Interest Coverage |0.00 |0.00 |0.00 |n.a | | | | | | | |Additional Ratios | | | | | |Assets to Sales |2.56 |2.52 |2.50 |n.a | |Current Debt/Total Assets |2% |2% |2% |n.a | |Acid Test |27.90 |34.77 |36.42 |n.a | |Sales/Net Worth |0.40 |0.40 |0.41 |n.a | |Dividend Payout | 0.00 |0.00 |0.00 |n.a | Table: Sales Forecast Sales Forecast Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12SalesFood$19,346 $19,733 $20,128 $20,531 $20,942 $21,361 $21,788 $22,224 $22,668 $23,121 $23,583 $24,055 Dining Beverage$1,000 $1,102 $1,124 $1,146 $1,169 $1,192 $1,216 $1,240 $1,265 $1,290 $1,316 $1,340 Bar Beverage$2,306 $2,352 $2,399 $2,447 $2,496 $2,546 $2,597 $2,649 $2,702 $2,756 $2,811 $2,867 Total Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Direct Cost of Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Food$5,705 $5,990 $6,290 $6,604 $6,934 $7,281 $7,645 $8,027 $8,428 $8,849 $9,291 $9,756 Dining Beverage$102 $105 $108 $111 $114 $117 $121 $125 $129 $133 $136 $139 Bar Beverage$602 $639 $664 $697 $732 $769 $807 $847 $889 $933 $980 $1,029 Subtotal Direct Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924  Table: Personnel Personnel Plan Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Owner/Manager$2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 Head Cook$1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 Asst. Cook$648 $648 $648 $648 $648 $648 $648 $648 $648 $648 $648 $648 Head Waiter$1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 Waiters$1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 Bartenders$696 $696 $696 $696 $696 $696 $696 $696 $696 $696 $696 $696 Dishwashers$522 $522 $522 $522 $522 $522 $522 $522 $522 $522 $522 $522 Total People14 14 14 14 14 14 14 14 14 14 14 14 Total Payroll$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171  Table: Profit and Loss Pro Forma Profit and Loss Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Direct Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Other Costs of Sales$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Gross Margin$16,243 $16,453 $16,589 $16,712 $16,827 $16,932 $17,028 $17,114 $17,189 $17,252 $17,303 $17,338 Gross Margin %71.71% 70.96% 70.14% 69.28% 68.38% 67.46% 66.51% 65.54% 64.54% 63.50% 62.44% 61.35% ExpensesPayroll$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 Market ing/Promotion$750 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 Depreciation$0 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 Supplies$50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 Utilities$700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 Insurance$417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 Maintenance$100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Office Expense$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Payroll Taxes10% $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 Phone/TV/Internet$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Propane$1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Property Tax$209 $209 $209 $209 $209 $209 $209 $209 $209 $209 $209 $209 Acct & Lega l$5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating Expenses$17,514 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 Profit Before Interest and Taxes($1,271)$3,094 $3,230 $3,353 $3,468 $3,573 $3,669 $3,755 $3,830 $3,893 $3,944 $3,979 EBITDA($1,271)$4,189 $4,325 $4,448 $4,563 $4,668 $4,764 $4,850 $4,925 $4,988 $5,039 $5,074  Interest Expense$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0  Taxes Incurred($381)$928 $969 $1,006 $1,040 $1,072 $1,101 $1,126 $1,149 $1,168 $1,183 $1,194 Net Profit($890)$2,166 $2,261 $2,347 $2,428 $2,501 $2,568 $2,628 $2,681 $2,725 $2,761 $2,785 Net Profit/Sales-3.93% 9.34% 9.56% 9.73% 9.87% 9.96% 10.03% 10.07% 10.07% 10.03% 9.96% 9.86% Table: Cash Flow Pro Forma Cash Flow Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Cash ReceivedCash from OperationsCash Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Subtotal Cash from Operations$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Additional Cash ReceivedSales Tax, VAT, HST/GST Received0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Other Liabilities (interest-free)$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Long-term Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 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$350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Received$372,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Table: Cash Flow (Continued) Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Expenditures from OperationsCash Spending$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 Bill Payments$299 $8,830 $5,065 $6,547 $12,875 $13,296 $13,734 $14,188 $14,661 $15,152 $15,663 $16,194 Subtotal Spent on Operations$8,470 $17,001 $13,236 $14,718 $21,046 $21,467 $21,905 $22,359 $22,832 $23,323 $23,834 $24,365 Additional Cash SpentSales Tax, VAT, HST/GST Paid Out$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Principal Repayment of Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Liabilities Principal Repayment$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Long-term Liabilities Principal Repayment$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Other Current Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Long-term Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Dividends$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Spent$8,470 $17,001 $13,236 $14,718 $21,046 $21,467 $21,905 $22,359 $22,832 $23,323 $23,834 $24,365 Net Cash Flow$364,182 $6,186 $10,415 $9,406 $3,561 $3,632 $3,696 $3,754 $3,803 $3,844 $3,876 $3,897 Cash Balance$364,182 $370,368 $380,783 $390,189 $393,750 $397,382 $401,078 $404,832 $408,635 $412,479 $416,355 $420,252 Table: Balance Sheet Pro Forma Balance Sheet Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12AssetsStarting BalancesCurrent AssetsCash$0 $364,182 $370,368 $380,783 $390,189 $393,750 $397,382 $401,078 $404,832 $408,635 $412,479 $416,355 $420,252 Inventory$26,000 $19,591 $12,857 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Other Current Assets$30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 Total Current Assets$56,950 $414,723 $414,175 $418,795 $428,551 $432,480 $436,499 $440,601 $444,781 $449,031 $453,344 $457,712 $462,126 Long-term AssetsLong-term Assets$329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 Accumulated Depreciati on$0 $0 $1,095 $2,190 $3,285 $4,380 $5,475 $6,570 $7,665 $8,760 $9,855 $10,950 $12,045 Total Long-term Assets$329,800 $329,800 $328,705 $327,610 $326,515 $325,420 $324,325 $323,230 $322,135 $321,040 $319,945 $318,850 $317,755 Total Assets$386,750 $744,523 $742,880 $746,405 $755,066 $757,900 $760,824 $763,831 $766,916 $770,071 $773,289 $776,562 $779,881 Table: Balance Sheet (Continued) Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Current LiabilitiesAccounts Payable$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Current Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Current Liabilities$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Long-term Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Liabilities$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Paid-in Capital$402,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 Retained Earning s($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)Earnings$0 ($890)$1,276 $3,537 $5,884 $8,311 $10,812 $13,381 $16,009 $18,690 $21,415 $24,176 $26,961 Total Capital$386,750 $735,860 $738,026 $740,287 $742,634 $745,061 $747,562 $750,131 $752,759 $755,440 $758,165 $760,926 $763,711 Total Liabilities and Capital$386,750 $744,523 $742,880 $746,405 $755,066 $757,900 $760,824 $763,831 $766,916 $770,071 $773,289 $776,562 $779,881 Net Worth$386,750 $735,860 $738,026 $740,287 $742,634 $745,061 $747,562 $750,131 $752,759 $755,440 $758,165 $760,926 $763,711  INFORMATION AND FORMS ARE PROVIDED â€Å"AS IS† WITHOUT ANY EXPRESS OR IMPLIED WARRANTY OF ANY KIND INCLUDING WARRANTIES OF MERCHANTABILITY, NONINFRINGEMENT OF INTELLECTUAL PROPERTY, OR FITNESS FOR ANY PARTICULAR PURPOSE. IN NO EVENT SHALL DOCSTOC, INC., OR ITS AGENTS, OFFICERS , ATTORNEYS, ETC., BE LIABLE FOR ANY DAMAGES WHATSOEVER (INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS OF PROFITS, BUSINESS INTERRUPTION, LOSS OF INFORMATION) ARISING OUT OF THE USE OF OR INABILITY TO USE THE MATERIALS, EVEN IF DOCSTOC HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. They are for guidance and should be modified by you or your attorney to meet your specific needs and the laws of your state or jurisdiction. Use at your own risk. Docstoc ® is NOT providing legal or any other kind of advice and is not creating or entering into an  Attorney-Client relationship. The information, reports, and forms are not a substitute for the advice of your own attorney. The law is a personal matter and no general information or forms or like the kind Docstoc provides can always correctly fit every circumstance. Note: Carefully read and follow the Instructions and Comments contained in this document for your customization to suit your specific circumstances and requirements. You will want to delete the Instructions and Comments from open bracket (â€Å"[â€Å") to close bracket (â€Å"]†) after reading and following them. You (or your attorney) may want to make additional modifications to meet your specific needs and the laws of your state. The Instructions and Comments are not a substitute for the advice of your own attorney. ââ€"Å  Where within this document you see this symbol: ââ€"Å  or an instruction states â€Å"Insert any number you chooseââ€"Å ,† or something similar, or there is a blank for the user to complete, please note that although Docstoc believes the information or number may be any that the user chooses, and that there is no law governing what the information or number should be, you might want to verify this, including by consulting with your own attorney practicing in your state. Because the law is different from jurisdiction to jurisdiction and the laws are subject to change, Docstoc cannot guarantee—and disclaims all guarantees—that it is correct for the information or number to be anything that the user chooses. The information, forms, instructions, tips, comments, decision tree alternatives and choices, reports, and services in and through Docstoc are not legal advice, but are general information / forms on general issues often encountered designed to help Docstoc users, members, purchasers, and subscribers address their own needs. But information, including tips, general forms, instructions, comments, decision tree alternatives and choices, and reports, no matter how seemingly customized to conform to the laws and regulations applicable to you, is not the same as legal advice, which may be the specific application of laws and regulations by lawyers licensed to practice law in your state to the specific circumstances and needs of individuals and entities. Some states, counties, municipalities,  and other governmental divisions, have highly specific laws and regulations, and our information / forms / reports may not take all those specific laws and regulations into consideration, although we tried to do so. Docstoc is not a law firm and the employees and contractors (including attorneys, if any) of Docstoc are not acting as your attorneys, and none of them are a substitute for the advice of your own attorney licensed to practice law in your state. The employees or contractors of Docstoc, who wrote or modified any form, instructions, tips, comments, decision tree alternatives and choices, and reports, are NOT providing legal or any other kind of advice and are not creating or entering into an Attorney-Client relationship. Any such form, instruction, tips, comments, decision tree alternatives and choices, and reports were most likely NOT prepared or reviewed by an attorney licensed to practice law in your state, and, therefore, the employees or contractors could not provide you with legal advice even if they or Docstoc wanted to. Even though we take every reasonable effort to attempt to make sure our information / forms / reports are accurate, up to-date, and useful, we recommend that you consult a lawyer licensed to practice law in your state if you want professional assurance that our information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports; your interpretation of it or them; and the information and input that you provide are appropriate to your particular situation. Application of these general principles and wording to particular circumstances should be done by a lawyer who has consulted with you in confidence, learned all relevant information, and explored various options. Before acting on these general principles and general wording, you might want to hire a lawyer licensed to practice law in the jurisdiction to which your question pertains. The information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports, available on and through Docstoc are not legal advice and are not guaranteed to be correct, complete, accurate, or up-to-date. Because the law is different from jurisdiction to jurisdiction, they are subject to changes, and there are varying interpretations and applications by different courts and governmental and administrative bodies, and Docstoc cannot guarantee—and disclaims all guarantees—that the information, forms, and reports on or  through the site and services are completely current or accurate. Please further note that laws change and are regularly amended; therefore, the provisions, names, and section numbers of statutes, codes, or regulations, and the types of permits or licenses within any forms or reports, may not be 100% correct, as they may be partially or wholly out of date and some relevant ones may have been omitted or misinterpreted. Docstoc is not permitted to engage in the practice of law. Docstoc is prohibited from providing any kind of advice, explanation, opinion, or recommendation to a consumer about possible legal rights, remedies, defenses, options, selection, or completion of forms or strategies. Communications between you and Docstoc may be protected by our Privacy Policy (http://premium.docstoc.com/privacypolicy), but are NOT protected by the attorney-client privilege or work product doctrine since Docstoc is not a law firm and is not providing legal advice. No Docstoc employee, contractor, or attorney is authorized to provide you with any advice about what information (again, which includes forms) to use or how to use or complete it or them. Entire document copyright  © Docstoc ®, Inc., 2010 – 2013 All Right ReservedINFORMATION AND FORMS ARE PROVIDED â€Å"AS IS† WITHOUT ANY EXPRESS OR IMPLIED WARRANTY OF ANY KIND INCLUDING WARRANTIES OF MERCHANTABILITY, NONINFRINGEMENT OF INTELLECTUAL PROPERTY, OR FITNESS FOR ANY PARTICULAR PURPOSE. IN NO EVENT SHALL DOCSTOC, INC., OR ITS AGENTS, OFFICERS, ATTORNEYS, ETC., BE LIABLE FOR ANY DAMAGES WHATSOEVER (INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS OF PROFITS, BUSINESS INTERRUPTION, LOSS OF INFORMATION) ARISING OUT OF THE USE OF OR INABILITY TO USE THE MATERIALS, EVEN IF DOCSTOC HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. They are for guidance and should be modified by you or your attorney to meet your specific needs and the laws of your state or jurisdiction. Use at your own risk. Docstoc ® is NOT providing legal or any other kind of advice and is not creating or entering into an Attorney-Client relationship. The information, reports, and forms are not a substitute for the advice of your own attorney. The law is a personal matter and no general information or forms or like the kind Docstoc provides can always correctly fit every circumstance. Note: Carefully read and follow the Instructions and Comments contained in this document for your customization to suit your specific circumstances and requirements. You will want to delete the Instructions and Comments from open bracket (â€Å"[â€Å") to close bracket (â€Å"]†) after reading and following them. You (or your attorney) may want to make additional modifications to meet your specific needs and the laws of your state. The Instructions and Comments are not a substitute for the advice of your own attorney. ââ€"Å  Where within this document you see this symbol: ââ€"Å  or an instruction states â€Å"Insert any number you chooseââ€"Å ,† or something similar, or there is a blank for the user to complete, please note that although Docstoc believes the information or number may be any that the user chooses, and that there is no law governing what the information or number should be, you might want to verify this, including by consulting with your own attorney practicing in your state. Because the law is different from jurisdiction to jurisdiction and the laws are subject to change, Docstoc cannot guarantee—and disclaims all guarantees—that it is correct for the information or number to be anything that the user chooses. The information, forms, instructions, tips, comments, decision tree alternatives and choices, reports, and services in and through Docstoc are not legal advice, but are general information / forms on general issues often encountered designed to help Docstoc users, members, purchasers, and subscribers address their own needs. But information, including tips, general forms, instructions, comments, decision tree alternatives and choices, and reports, no matter how seemingly customized to conform to the laws and regulations applicable to you, is not the same as legal advice, which may be the specific application of laws and regulations by lawyers licensed to practice law in your state to the specific circumstances and needs of individuals and entities. Some states, counties, municipalities, and other governmental divisions, have highly specific laws and regulations, and our information / forms / reports may not take all those specific laws and regulations into consideration, although we tried to do so. Docstoc is not a law firm and the employees and contractors (including  attorneys, if any) of Docstoc are not acting as your attorneys, and none of them are a substitute for the advice of your own attorney licensed to practice law in your state. The employees or contractors of Docstoc, who wrote or modified any form, instructions, tips, comments, decision tree alternatives and choices, and reports, are NOT providing legal or any other kind of advice and are not creating or entering into an Attorney-Client relationship. Any such form, instruction, tips, comments, decision tree alternatives and choices, and reports were most likely NOT prepared or reviewed by an attorney licensed to practice law in your state, and, therefore, the employees or contractors could not provide you with legal advice even if they or Docstoc wanted to. Even though we take every reasonable effort to attempt to make sure our information / forms / reports are accurate, up to-date, and useful, we recommend that you consult a lawyer licensed to practice law in your state if you want professional assurance that our information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports; your interpretation of it or them; and the information and input that you provide are appropriate to your particular situation. Application of these general principles and wording to particular circumstances should be done by a lawyer who has consulted with you in confidence, learned all relevant information, and explored various options. Before acting on these general principles and general wording, you might want to hire a lawyer licensed to practice law in the jurisdiction to which your question pertains. The information, forms, instructions, tips, comments, decision tree alternatives and choices, and reports, available on and through Docstoc are not legal advice and are not guaranteed to be correct, complete, accurate, or up-to-date. Because the law is different from jurisdiction to jurisdiction, they are subject to changes, and there are varying interpretations and applications by different courts and governmental and administrative bodies, and Docstoc cannot guarantee—and disclaims all guarantees—that the information, forms, and reports on or through the site and services are completely current or accurate. Please further note that laws change and are regularly amended; therefore, the provisions, names, and section numbers of statutes, codes, or regulations, and the types of permits or licenses within any forms or reports, may not be 100% correct, as they may be partially or wholly out of date and some  relevant ones may have been omitted or misinterpreted. Docstoc is not permitted to engage in the practice of law. Docstoc is prohibited from providing any kind of advice, explanation, opinion, or recommendation to a consumer about possible legal rights, remedies, defenses, options, selection, or completion of forms or strategies. Communications between you and Docstoc may be protected by our Privacy Policy (http://premium.docstoc.com/privacypolicy), but are NOT protected by the attorney-client privilege or work product doctrine since Docstoc is not a law firm and is not providing legal advice. No Docstoc employee, contractor, or attorney is authorized to provide you with any advice abo ut what information (again, which includes forms) to use or how to use or complete it or them. Entire document copyright  © Docstoc ®, Inc., 2010 – 2013 All Right Reserved ———————– Business Plan for Restaurant Bar and Grill This Business Plan for a Bar and Grill Restaurant 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. Business Plan for Restaurant Bar and Grill This Business Plan for a Bar and Grill Restaurant 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 curren[pic][?]