Multinational Enterprises (MNE)

This paper takes the position that Multinational Enterprises (MNEs) do improve rather than exploit foreign labor’s working conditions on the ground that globalization has been adopted by more countries, and that this must be deemed to have s resulted to more benefits for the workers of these countries who wanted these MNEs to come in to their countries. The increasing number of countries who want to join the WTO further proves that MNE could thrive to help the economies and working conditions of many. This paper will support with evidence the above thesis by leaning on the positive view of the coin that it is more plausible for multinationals in particular to do good rather than exploit the working condition of foreign countries. When more countries adopt globalization (Editorial, 2000) as economic strategy by joining the WTO, MNEs are in effect encouraged to do more of their business across countries. To argue otherwise that globalization will discourage MNE is simply against theory and human experience. If WTO has the objective of less restricted economic ties among members, more trade investment liberalization is also expected. This would be consistent with what   BIAC (2003) claimed that trade and investment liberalization foster economic growth, creates wealth and improves labor conditions, and will also end up in a better division of labor between countries based on comparative advantage.   Liberalization will in turn promote a focus on productivity improvement, management skills and facilitates integrated links to markets (BIAC, 2003) since globalization encourages the growth of foreign direct investment (Kumar N. and Pradhan J.P., 2002). Countries that have more MNEs have resulted to more benefits for the workers of said countries.   The existence of MNE in different countries as evidenced by more foreign direct investments (Hansen H. and Rand J. ,2004) are also proofs of continuing trust of host governments for the   beneficial effects of MNEs in terms of more employment opportunities and better lifestyle of those working in MNEs than their local counterparts. Given these two arguments and their corresponding proofs opposing persons of globalization have their criticism as discussed below. It is being claimed by people who oppose globalization that multinational national enterprises exploit labor in poor countries.   Bhagwati (2005) mentioned the fact that anger has been aroused by the supposition that rich, deep-pocketed corporations pay   unjust or inadequate wages to their workers outside their home country and that these MNE are even branded as labor rights violators (Bhagwati, 2005).   The line argument of the critics is centered on the assertion that that if a certain branded product   sells for $200 in New York, the female worker or laborer abroad who sews it and for which the MNE paid   only 60 cents an hour, exploitation was already believed to be found. A reasonable mind would readily see the flaw in the argument as there was no forcing on the part of the MNE to have the female laborer to do the work at 60 cents per hour.   It was a free market where a typical entrepreneur would like to produce a product at a lower cost.   If the business entity is not an MNE, would there be no exploitation also?   The critic’s argument simply appears faulty in the crucible of common sense.   Could it be that MNE which can move its goods across countries that solidifies the exploitation?   Said argument would be faulty as well since it must be made clear that the MNE still has to spend transportation cost, distribution cost and even tariff duties in bringing the goods from third world country to the United States. To further prove the lack of merit of the claim that MNEs pay their workers only minimal   wages,   Bhagwati (2005) cited a recent study of the profits performance of more than two hundred   companies in the 1999 Fortune Global 500 list which a very minimal profit on foreign assets of only 8.3.   This means that the foreign companies may just be earning just same or a little above their cost of capital. In countries where there are strong political and economic risks, the 8.3 % could should still be reduced by inflation factor and this could make it lower than the price of just simply making investment in the US treasury bills which ranges about 4 to 5%.   It is therefore very hard to see the evidence of exploitation if the it meant the huge profit despite against low labor costs in poor countries. Another evidence cited on wage payments were on good empirical studies that have been conducted in Bangladesh, Mexico, Shanghai, Indonesia, Vietnam, and else where these studies revealed that that multinationals actually pay an average wage that is above the going rate in the area where these MNE are located.   It was also found that affiliates of some U.S. multinationals pay a higher rate over local wages that ranges from about forty to a hundred (Bhagwati ,2005). In another cited Bhagwati, (2005) cited confirmatory result from that of the economist Paul Glewwe, using Vietnamese household data for 1997-98, Glewwe found that workers in foreign-owned enterprises generally make almost twice the salary of the average worker employed by a local Vietnamese company. What comes out of the comparison made by critics on wages simply misread that needed to be compared.   Comparing the salary of a worker in the US with the counterpart worker in another of less economic status is simply faulty.   A better comparison is to be made by comparing the life style of an MNE worker than its counter part local worker since the advantage or disadvantage could only be felt in said place.   This was seems to be framework of Glewwe’ finding when the economist   pointed out that 1990s increases in Vietnam’s household income using per capita consumption expenditures as basis of measurement were above the   average increases for all Vietnamese households. (Bhagwati,2005) There are also accusations that global corporations violate labor rights.   Bhagwati(2005) reported that case of where anti-globalization activists having sometimes made and announced lie as in the case of IKEA which was accused of exploitative child labor by its suppliers but was latter found by a German film which has documented that the abuse was simply create by activists.   (Bhagwati ,2005).   Added to the example of faking by activist was the claim â€Å"that the chocolate sold in rich countries relies on slave labor by children in the cocoa plantations of the Ivory Coast† where is found that the stories and charges   were false. A more objective analysis of the claims and their arguments would reveal the weakness of these claims against MNE.   The lack of employment opportunities for poor countries has actually the government of these poor countries to open up their economies.   Opening up their economies allow their labor laws to be flexible enough to allow Men’s to complete in the global market (Samuelson and Nordhaus, 1992). To conclude, there is basis to uphold the thesis of this paper as we have proven that the arguments claimed by those who oppose globalization are bereft of evidence or some of these evidences may have been manufactured to their own arguments.   Multinational enterprises do not impose their entry upon other poor countries as they are being invited to come into by the other countries act joining the WTO.   Such voluntary joining will carry the presumption that these MNE promotes employment generation and help in the economic growth of the countries opening up their economies rather exploit the working conditions of said countries. References: Adewumi (2006) The Impact of FDI on Growth in Developing Countries an African Experience, {www document} URL www.diva-portal.org/diva/getDocument?urn_nbn_se_hj_diva-711-1__fulltext.pdf, Accessed June 6, 2007 Bhagwati, J. (2005) Do Multinational Corporations Hurt Poor Countries?   {Www document}   URL, http://www.taemag.com/issues/articleid.18014/article_detail.asp, Accessed June 6, 2007 Business and Industry Advisory Committee to the OECD (BIAC), (2003) G8 Labor and Employment Ministers Conference â€Å"Growth and Employment: The Future of an Active Society in a Changing World† Statement of the Business and Industry Advisory Committee to the OECD (BIAC), Stuttgart, Germany, December 14-16, 2003, {www document} URL http://www.biac.org/statements/elsa/Final_2003_G8_Stuttgart_BIAC_Statement.pdf, Accessed June 6, 2007 Editorial (2000) Merged with Tide of Economic Globalization, People’s Daily Online, {www document} URL http://english.people.com.cn/english/200002/01/eng20000201A106.html, Accessed June 6, 2007 Hansen H. and Rand J. (2004) ‘‘on the casual link between FDI and growth in developing countries’’.   Discussion papers, Institute of Economics, University of Copehagen.   Denmark Kumar N. and Pradhan J.P. (2002) ‘‘Foreign direct investment, externality and economic growth in developing countries: Some empirical explorations and implications for WTO negotiations on investment’’ Research and information system, New Delhi India. Samuelson and Nordhaus (1992), Economics, McGraw-Hill, Inc, London, UK   

Png Lenor Case Study Analysis

Recommendations * Relaunch the 3:1 concentrate temporarily, but invest heavily in R&D for a more permanent solution * Aggressively re-launch 3:1 concentrate. * Advertise and emphasize on its environmental benefits due to reduced packing materials. * Focus on generating more sustainable solutions * Invest in R&D for adapting real eco-friendly solutions. Rationale * This form of product was already launched previously and has proven to be successful (people bought it for a 10 times higher price). It costs lesser to re-adapt to an older version. * People are more used to this version of packaging and can accept it better * Cost Savings can be re-directed to R&D to obtain a more sustainable solution * Doy Pouches and wax-coated cartons do not create an eco-friendly image * These new packaging's may create expectations of similar packaging for other products * These packages are not exactly sturdy and durable (leakage problems). The carton refill package resembles the milk carton packagin g which could face regulatory complications. Action Plan * Advertisements about 3:1 concentrate highlighting its supreme efficiency (maybe include some tangible R;D results to drive home the message) * Create awareness about the environmental benefits due to 45% package saving. * Invest heavily in R;D to develop eco-friendly degradable material (e. g..Bioplastics) * Create hype about the money saved by opting for the Lenor concentrate pack, being re-directed towards development of green packaging material that might be adapted not only across P;G products but across all plastic packaging. * Promote slogans and campaigns about P;Gs efforts to care for the environment * Create the image that by buying P;G products, people are indirectly investing in protecting the planet * Conduct feasibility analysis and take efforts to implement the new fully-degradable material across all products

A Dirty Job Chapter 12

12 THE BAY CITY BOOK OF THE DEAD Charlie named the hamsters Parmesan and Romano (or Parm and Romy, for short) because when the time came for thinking up names, he just happened to be reading the label on a jar of Alfredo sauce. That was all the thought that went into it and that was enough. In fact, Charlie thought he might have even gone overboard, considering that when he returned home the day of the great firecracker/sewer debacle, he found his daughter gleefully pounding away on the tray of her high chair with a stiff hamster. Romano was the poundee, Charlie could tell because he'd put a dot of nail polish between his little ears so he could tell it apart from its companion, Parmesan, who was equally stiff inside the plastic Habitrail box. In the bottom of the exercise wheel, actually. Dead at the wheel. â€Å"Mrs. Ling!† Charlie called. He pried the expired rodent from his darling daughter's little hand and dropped it in the cage. â€Å"Is Vladlena, Mr. Asher,† came a giant voice from the bathroom. There was a flush and Mrs. Korjev emerged from the bathroom pulling at the clasps of her overalls. â€Å"I'm sorry, I am having to crap like bear. Sophie was safe in chair.† â€Å"She was playing with a dead hamster, Mrs. Korjev.† Mrs. Korjev looked at the two hamsters in the plastic Habitrail box – gave it a little tap, shook it back and forth. â€Å"They sleep.† â€Å"They are not sleeping, they're dead.† â€Å"They are fine when I go in bathroom. Playing, running on wheel, having laugh.† â€Å"They were not having a laugh. They were dead. Sophie had one in her hand.† Charlie looked more closely at the rodent that Sophie had been tenderizing. Its head looked extremely wet. â€Å"In her mouth. She had it in her mouth.† He grabbed a paper towel from the roll on the counter and started wiping out the inside of Sophie's mouth. She made a la-la-la sound as she tried to eat the towel, which she thought was part of the game. â€Å"Where is Mrs. Ling, anyway?† â€Å"She have to go pick up prescription, so I watch Sophie for short time. And tiny bears are happy when I go in bathroom.† â€Å"Hamsters, Mrs. Korjev, not bears. How long were you in there?† â€Å"Maybe five minute. I am thinking I am now having a strain in my poop chute, so hard I am pushing.† â€Å"Aiiiiieeeee,† came the cry from the doorway as Mrs. Ling returned, and scampered to Sophie. â€Å"Is past time for nap,† Mrs. Ling snapped at Mrs. Korjev. â€Å"I've got her now,† Charlie said. â€Å"One of you stay with her while I get rid of the H-A-M-S-T-E-R-S.† â€Å"He mean the tiny bears,† said Mrs. Korjev. â€Å"I get rid, Mr. Asher,† said Mrs. Ling. â€Å"No problem. What happen them?† â€Å"Sleeping,† said Mrs. Korjev. â€Å"Ladies, go. Please. I'll see one of you in the morning.† â€Å"Is my turn,† said Mrs. Korjev sadly. â€Å"Am I banish? Is no Sophie for Vladlena, yes?† â€Å"No. Uh, yes. It's fine, Mrs. Korjev. I'll see you in the morning.† Mrs. Ling was shaking the Habitrail cage. They certainly were sound little sleepers, these hamsters. She liked ham. â€Å"I take care,† she said. She tucked the cage under her arm and backed toward the door, waving. â€Å"Bye-bye, Sophie. Bye-bye.† â€Å"Bye-bye, bubeleh,† said Mrs. Korjev. â€Å"Bye-bye,† Sophie said, with a baby wave. â€Å"When did you learn bye-bye?† Charlie said to his daughter. â€Å"I can't leave you for a second.† But he did leave her the very next day, to find replacements for the hamsters. He took the cargo van to the pet store this time. Whatever courage or hubris he'd rallied in order to attack the sewer harpies had melted away, and he didn't even want to go near a storm drain. At the pet store he picked out two painted turtles, each about as big around as a mayonnaise-jar lid. He bought them a large kidney-shaped dish that had its own little island, a plastic palm tree, some aquatic plants, and a snail. The snail, presumably, to bolster the self-esteem of the turtles: â€Å"You think we're slow? Look at that guy.† To shore up the snail's morale in the same way, there was a rock. Everyone is happier if they have someone to look down on, as well as someone to look up to, especially if they resent both. This is not only the Beta Male strategy for survival, but the basis for capitalism, democracy, and most religions. After he grilled the clerk for fifteen minutes on the vitality of the turtles, and was assured that they could probably survive a nuclear attack as long as there were some bugs left to eat, Charlie wrote a check and started tearing up over his turtles. â€Å"Are you okay, Mr. Asher?† asked the pet-shop guy. â€Å"I'm sorry,† Charlie said. â€Å"It's just that this is the last entry in the register.† â€Å"And your bank didn't give you a new one?† â€Å"No, I have a new one, but this is the last one that my wife wrote in. Now that this one is used up, I'll never see her handwriting in the check register again.† â€Å"I'm sorry,† said the pet-shop guy, who, until that moment, had thought the rough patch that day was going to be consoling a guy over a couple of dead hamsters. â€Å"It's not your problem,† Charlie said. â€Å"I'll just take my turtles and go.† And he did, squeezing the check register in his hand as he drove. She was slipping away, every day a little more. A week ago Jane had come down to borrow some honey and found the plum jelly that Rachel liked in the back of the refrigerator, covered in green fuzz. â€Å"Little brother, this has got to go,† Jane said, making a face. â€Å"No. It was Rachel's.† â€Å"I know, kid, and she's not coming back for it. What else do you – oh my God!† She dove away from the fridge. â€Å"What was that?† â€Å"Lasagna. Rachel made it.† â€Å"This has been in here for over a year?† â€Å"I couldn't make myself throw it out.† â€Å"Look, I'm coming over Saturday and cleaning out this apartment. I'm going to get rid of all the stuff of Rachel's that you don't want.† â€Å"I want it all.† Jane paused while moving the green-and-purple lasagna to the trash bin, pan and all. â€Å"No you don't, Charlie. This kind of stuff doesn't help you remember Rachel, it just hurts you. You need to focus on Sophie and the rest of both of your lives. You're a young guy, you can't give up. We all loved Rachel, but you have to think about moving on, maybe going out.† â€Å"I'm not ready. And you can't come over this Saturday, that's my day in the shop.† â€Å"I know,† Jane said. â€Å"It's better if you're not here.† â€Å"But you can't be trusted, Jane,† Charlie said, as if that was as obvious as the fact that Jane was irritating. â€Å"You'll throw out all the pieces of Rachel, and you'll steal my clothes.† Jane had been swiping Charlie's suits pretty regularly since he'd started dressing more upscale. She was wearing a tailored, double-breasted jacket that he'd just gotten back from Three Fingered Hu a few days ago. Charlie hadn't even worn it yet. â€Å"Why are you still wearing suits, anyway? Isn't your new girlfriend a yoga instructor? Shouldn't you be wearing those baggy pants made out of hemp and tofu fibers like she does? You look like David Bowie, Jane. There, I've said it. I'm sorry, but it had to be said.† Jane put her arm around his shoulder and kissed him on the cheek. â€Å"You are so sweet. Bowie is the only man I've ever found attractive. Let me clean out your apartment. I'll watch Sophie that day – give the widows a day to do battle down at the Everything for a Dollar Store.† â€Å"Okay, but just clothes and stuff, no pictures. And just put it in the basement in boxes, no throwing anything away.† â€Å"Even food items? Chuck, the lasagna, I mean – â€Å" â€Å"Okay, food items can go. But don't let Sophie know what you're doing. And leave Rachel's perfume, and her hairbrush. I want Sophie to know what her mother smelled like.† That night, when he finished at the shop, he went down to the basement to the little gated storage area for his apartment and visited the boxes of all of the things that Jane had packed up. When that didn't work, he opened them and said good-bye to every single item – pieces of Rachel. Seemed like he was always saying good-bye to pieces of Rachel. On his way home from the pet shop he had stopped at A Clean, Well-Lighted Place for Books because it, too, was a piece of Rachel and he needed a touchstone, but also because he needed to research what he was doing. He'd scoured the Internet for information on death, and while he'd found that there were a lot of people who wanted to dress like death, get naked with the dead, look at pictures of the naked and the dead, or sell pills to give erections to the dead, there just wasn't anything on how to go about being dead, or Death. No one had ever heard of Death Merchants or sewer harpies or anything of the sort. He left the store with a two-foot-high stack of books on Death and Dying, figuring, as a Beta Male typically does, that before he tried to take the battle to the enemy again, he'd better find out something about what he was dealing with. That evening he settled in on the couch next to his baby daughter and read while the new turtles, Bruiser and Jeep (so named in hope of instilling durability in them), ate freeze-dried bugs and watched CSI Safari-land on cable. â€Å"Well, honey, according to this Kbler-Ross lady, the five stages of death are anger, denial, bargaining, depression, and acceptance. Well, we went through all of those stages when we lost Mommy, didn't we?† â€Å"Mama,† Sophie said. The first time she had said â€Å"Mama† had brought Charlie to tears. He had been looking over her little shoulder at a picture of Rachel. The second time she said it, it was less emotional. She was in her high chair at the breakfast bar and was talking to the toaster. â€Å"That's not Mommy, Soph, that's the toaster.† â€Å"Mama,† Sophie insisted, reaching out for the toaster. â€Å"You're just trying to fuck with me, aren't you?† Charlie said. â€Å"Mama,† Sophie said to the fridge. â€Å"Swell,† Charlie said. He read on, realizing that Dr. Kbler-Ross had been exactly right. Every morning when he woke up to find another name and number in the day planner at his bedside, he went through the entire five-step process before he finished breakfast. But now that the steps had a name – he started to recognize the stages as experienced by the family members of his clients. That's how he referred to the people whose souls he retrieved: clients. Then he read a book, called The Last Sack, about how to kill yourself with a plastic bag, but it must not have been a very effective book, because he saw on the back cover that there had been two sequels. He imagined the fan mail: Dear Last Sack Author: I was almost dead, but then my sack got all steamed up and I couldn't see the TV, so I poked an eyehole. I hope to try again with your next book. The book really didn't help Charlie much, except to instill in him a new paranoia about plastic bags. Over the next few months he read: The Egyptian Book of the Dead, from which he learned how to pull someone's brain out through his nostril with a buttonhook, which he was sure would come in handy someday; a dozen books on dealing with death, grief, burial rituals, and myths of the Underworld, from which he learned that there had been personifications of Death since the dawn of time, and none of them looked like him; and the Tibetan Book of the Dead, from which he learned that bardo, the transition between this life and the next, was forty-nine days long, and that during the process you would be met by about thirty thousand demons, all of which were described in intricate detail, none of which looked like the sewer harpies, and all of which you were supposed to ignore and not be afraid of because they weren't real because they were of the material world. â€Å"Strange,† Charlie said to Sophie, â€Å"how all of these books talk about how the material world isn't significant, yet I have to retrieve people's souls, which are attached to material objects. It would appear that death, if nothing else, is ironic, don't you think?† â€Å"No,† Sophie said. At eighteen months Sophie answered all questions either â€Å"No,† â€Å"Cookie,† or â€Å"like Bear† – the last Charlie attributed to leaving his daughter too often in the care of Mrs. Korjev. After the turtles, two more hamsters, a hermit crab, an iguana, and two widemouthed frogs passed on to the great wok in the sky (or, more accurately, on the third floor), Charlie finally acquiesced and brought home a three-inch-long Madagascar hissing cockroach that he named Bear, just so his daughter wouldn't go through life talking total nonsense. â€Å"Like Bear,† Sophie said. â€Å"She's talking about the bug,† Charlie said, one night when Jane stopped by. â€Å"She's not talking about the bug,† Jane said. â€Å"What kind of father buys a cockroach for a little girl anyway? That's disgusting.† â€Å"Nothing's supposed to be able to kill them. They've been around for like a hundred million years. It was that or a white shark, and they're supposed to be hard to keep.† â€Å"Why don't you give up, Charlie? Just let her get by with stuffed animals.† â€Å"A little kid should have a pet. Especially a little kid growing up in the city.† â€Å"We grew up in the city and we didn't have any pets.† â€Å"I know, and look how we turned out,† Charlie said, gesturing back and forth between the two of them, one who dealt in death and had a giant cockroach named Bear, and the other who was on her third yoga-instructor girlfriend in six months and was wearing his newest Harris tweed suit. â€Å"We turned out great, or at least one of us did,† Jane said, gesturing to the splendor of her suit, like she was a game-show model giving the big prize package on Let's Get Androgynous, â€Å"You have got to gain some weight. This is tailored way too tight in the butt,† she said, lapsing once again into self-obsession. â€Å"Am I camel-toeing?† â€Å"I am not looking, not looking, not looking,† Charlie chanted. â€Å"She wouldn't need pets if she ever saw the outside of this apartment,† Jane said, pulling down on the crotch of her trousers to counteract the dreaded dromedary-digit effect. â€Å"Take her to the zoo, Charlie. Let her see something besides this apartment. Take her out.† â€Å"I will, tomorrow. I'll take her out and show her the city,† Charlie said. And he would have, too, except he woke to find the name Madeline Alby written on his day planner, and next to her name, the number one. Oh yeah, and the cockroach was dead. I will take you out,† Charlie said as he put Sophie in her high chair for breakfast. â€Å"I will, honey. I promise. Can you believe that they'd only give me one day?† â€Å"No,† Sophie said. â€Å"Juice,† she added, because she was in her chair and this was juice time. â€Å"I'm sorry about Bear, honey,† Charlie said, brushing her hair this way, then that, then giving up. â€Å"He was a good bug, but he is no more. Mrs. Ling will bury him. That window box of hers must be getting pretty crowded.† He didn't remember there being a window box in Mrs. Ling's window, but who was he to question? Charlie threw open the phone book and, mercifully, found an M. Alby with an address on Telegraph Hill – not ten minutes' walk away. No client had ever been this close, and with almost six months without a peep or a shade from the sewer harpies, he was starting to feel like he had this whole Death Merchant thing under control. He'd even placed most of the soul vessels that he'd collected. The short notice felt bad. Really bad. The house was an Italianate Victorian on the hill just below the Coit Tower, the great granite column built in honor of the San Francisco firemen who had lost their lives in the line of duty. Although it's said to have been designed with a fire-hose nozzle in mind, almost no one who sees the tower can resist the urge to comment on its resemblance to a giant penis. Madeline Alby's house, a flat-roofed white rectangle with ornate scrolling trim and a crowning cornice of carved cherubs, looked like a wedding cake balanced on the tower's scrotum. So as Charlie trudged up the nut sack of San Francisco, he wondered exactly how he was going to get inside the house. Usually he had time, he could wait and follow someone in, or construct some kind of ruse to gain entrance, but this time he had only one day to get inside, find the soul vessel, and get out. He hoped that Madeline Alby had already died. He really didn't like being around sick people. When he saw the car parked out front with the small green hospice sticker, his hopes for a dead client were smashed like a cupcake with a sledgehammer. He walked up the front porch steps at the left of the house and waited by the door. Could he open it himself? Would people be able to see it, or did his special â€Å"unnoticeability† extend to objects he moved as well? He didn't think so. But then the door opened and a woman about Charlie's age stepped out onto the porch. â€Å"I'm just having a smoke,† she called back into the house, and before she could close the door behind her, Charlie slipped inside. The front door opened into a foyer; to his right Charlie saw what had originally been the parlor. There was a stairway in front of him, and another door beyond that that he guessed led to the kitchen. He could hear voices in the parlor and peeked around the corner to see four elderly women sitting on two couches that faced each other. They were in dresses and hats, and they might have just come from church, but Charlie guessed they had come to see their friend off. â€Å"You'd think she'd give up the smoking, with her mother upstairs dying of cancer,† said one of the ladies, wearing a gray skirt and jacket with matching hat, and a large enameled pin in the shape of a Holstein cow. â€Å"Well, she always was a hardheaded girl,† said another, wearing a dress that looked as if it had been made from the same floral material as the couch. â€Å"You know she used to meet with my son Jimmy up in Pioneer Park when they were little.† â€Å"She said she was going to marry him,† said another woman, who looked like a sister of the first. The ladies laughed, whimsy and sadness mixed in their tones. â€Å"Well, I don't know what she was thinking, he's as flighty as can be,† said Mom. â€Å"Yeah, and brain damaged,† added the sister. â€Å"Well, yes, he is now.† â€Å"Since the car ran over him,† said Sis. â€Å"Didn't he run right in front of a car?† asked one of the ladies who had been silent until now. â€Å"No, he ran right into it,† said Mom. â€Å"He was on the drugs then.† She sighed. â€Å"I always said I had one of each – a boy, a girl, and a Jimmy.† They all nodded. This was not the first time this group had done this, Charlie guessed. They were the type that bought sympathy cards in bulk, and every time they heard an ambulance go by they made a note to pick up their black dress from the cleaner's. â€Å"You know Maddy looked bad,† said the lady in gray. â€Å"Well, she's dying, sweetheart, that's what happens.† â€Å"I guess.† Another sigh. The tinkle of ice in glasses. They were all nursing neat little cocktails. Charlie guessed they'd been mixed by the younger woman who was outside smoking. He looked around the room for something that was glowing red. There was an oak rolltop desk in the corner that he'd like to get a look in, but that would have to wait until later. He ducked out of the doorway and into the kitchen, where two men in their late thirties, maybe early forties, were sitting at an oak table, playing Scrabble. â€Å"Is Jenny coming back? It's her turn.† â€Å"She might have gone up to see Mom with one of the ladies. The hospice nurse is letting them go up one at a time.† â€Å"I just wish it was over. I can't stand this waiting. I have a family I need to get back to. I'm about to crawl out of my fucking skin.† The older of the two reached across the table and set two tiny blue pills by his brother's tiles. â€Å"These help.† â€Å"What are they?† â€Å"Time-released morphine.† â€Å"Really?† The younger brother looked alarmed. â€Å"You hardly even feel them, they just sort of take the edge off. Jenny's been taking them for two weeks.† â€Å"That's why you guys are taking this so well and I'm a wreck? You guys are stoned on Mom's pain medication?† â€Å"Yep.† â€Å"I don't take drugs. Those are drugs. You don't take drugs.† The older brother sat back in his chair. â€Å"Pain medication, Bill. What are you feeling?† â€Å"No, I'm not taking Mom's pain meds.† â€Å"Suit yourself.† â€Å"What if she needs them?† â€Å"There's enough morphine in that room to bring down a Kodiak bear, and if she needs more, then hospice will bring more.† Charlie wanted to shake the younger brother and yell, Take the drugs, you idiot. Maybe it was the benefit of experience. Having now seen this situation happen again and again, families on deathwatch, out of their minds with grief and exhaustion, friends moving in and out of the house like ghosts, saying good-bye or just covering some sort of base so they could say they had been there, so perhaps they wouldn't have to die alone themselves. Why was none of this in the books of the dead? Why didn't the instructions tell him about all the pain and confusion he was going to see? â€Å"I'm going to go find Jenny,† said the older brother, â€Å"see if she wants to get something to eat. We can finish the game later if you want.† â€Å"That's okay, I was losing anyway.† The younger brother gathered up the tiles and put the board away. â€Å"I'm going to go upstairs and see if I can catch a nap, tonight's my night watching Mom.† The older brother walked out and Charlie watched the younger brother drop the blue pills into his shirt pocket and leave the kitchen, leaving the Death Dealer to ransack the pantry and the cabinets looking for the soul vessel. But he felt before he even started that it wouldn't be there. He was going to have to go upstairs. He really, really hated being around sick people. Madeline Alby was propped up and tucked into bed with a down comforter up around her neck. She was so slight that her body barely showed under the covers. Charlie guessed that she might weigh seventy or eighty pounds max. Her face was drawn and he could see the outlines of her eye sockets and her jawbone jutting through her skin, which had gone yellow. Charlie guessed liver cancer. One of her friends from downstairs was sitting at her bedside, the hospice-care worker, a big woman in scrubs, sat in a chair across the room, reading. A small dog, a Yorkshire terrier, Charlie thought, was snuggled up between Madeline's shoulder and her neck, sleeping. When Charlie stepped into the room, Madeline said, â€Å"Hey there, kid.† He froze in his steps. She was looking right at him – crystal-blue eyes, and a smile. Had the floor squeaked? Had he bumped something? â€Å"What are you doing there, kid?† She giggled. â€Å"Who do you see, Maddy?† asked the friend. She followed Madeline's gaze but looked right through Charlie. â€Å"A kid over there.† â€Å"Okay, Maddy. Do you want some water?† The friend reached for a child's sippy cup with a built-in straw from the nightstand. â€Å"No. Tell that kid to come in here, though. Come in here, kid.† Madeline worked her arms out of the covers and started moving her hands in sewing motions, like she was embroidering a tapestry in the air before her. â€Å"Well, I'd better go,† said the friend. â€Å"Let you get some rest.† The friend glanced at the hospice woman, who looked over her reading glasses and smiled with her eyes. The only expert in the house, giving permission. The friend stood and kissed Madeline Alby on the forehead. Madeline stopped sewing for a second, closed her eyes, and leaned into the kiss, like a young girl. Her friend squeezed her hand and said, â€Å"Good-bye, Maddy.† Charlie stepped aside and let the woman pass. He watched her shoulders heave with a sob as she went through the door. â€Å"Hey, kid,† Madeline said. â€Å"Come over here and sit down.† She paused in her sewing long enough to look Charlie in the eye, which freaked him out more than a little. He glanced at the hospice worker, who glanced up from her book, then went back to reading. Charlie pointed to himself. â€Å"Yeah, you,† Madeline said. Charlie was going into a panic. She could see him, but the hospice nurse could not, or so it seemed. An alarm beeped on the nurse's watch and Madeline picked up the little dog and held it to her ear. â€Å"Hello? Hi, how are you?† She looked up at Charlie. â€Å"It's my oldest daughter.† The little dog looked at Charlie, too, with a distinct â€Å"save me† look in its eyes. â€Å"Time for some medicine, Madeline,† the nurse said. â€Å"Can't you see I'm on the phone, Sally,† Madeline said. â€Å"Hang on a second.† â€Å"Okay, I'll wait,† the nurse said. She picked up a brown bottle with an eyedropper in it, filled the dropper, and checked the dosage and held. â€Å"Bye. Love you, too,† Madeline said. She held the tiny dog out to Charlie. â€Å"Hang that up, would you?† The nurse snatched the dog out of the air and set it down on the bed next to Madeline. â€Å"Open up, Madeline,† the nurse said. Madeline opened wide and the nurse squirted the eyedropper into the old woman's mouth. â€Å"Mmm, strawberry,† Madeline said. â€Å"That's right, strawberry. Would you like to wash it down with some water?† The nurse held the sippy cup. â€Å"No. Cheese. I'd like some cheese.† â€Å"I can get you some cheese,† said the nurse. â€Å"Cheddar cheese.† â€Å"Cheddar it is,† said the nurse. â€Å"I'll be right back.† She tucked the covers around Madeline and left the room. The old woman looked at Charlie again. â€Å"Can you talk, now that she's gone?† Charlie shrugged and looked in every direction, his hand over his mouth, like someone looking for an emergency spot to spit out a mouthful of bad seafood. â€Å"Don't mime, honey,† Madeline said. â€Å"No one likes a mime.† Charlie sighed heavily, what was there to lose now? She could see him. â€Å"Hello, Madeline. I'm Charlie.† â€Å"I always liked the name Charlie,† Madeline said. â€Å"How come Sally can't see you?† â€Å"Only you can see me right now,† Charlie said. â€Å"Because I'm dying?† â€Å"I think so.† â€Å"Okay. You're a nice-looking kid, you know that?† â€Å"Thanks. You're not bad yourself.† â€Å"I'm scared, Charlie. It doesn't hurt. I used to be afraid that it would hurt, but now I'm afraid of what happens next.† Charlie sat down on the chair next to the bed. â€Å"I think that's why I'm here, Madeline, you don't need to be afraid.† â€Å"I drank a lot of brandy, Charlie. That's why this happened.† â€Å"Maddy – can I call you Maddy?† â€Å"Sure, kid, we're friends.† â€Å"Yes, we are. Maddy, this was always going to happen. You didn't do anything to cause it.† â€Å"Well, that's good.† â€Å"Maddy, do you have something for me?† â€Å"Like a present?† â€Å"Like a present you would give to yourself. Something I can keep for you and give you back later, when it will be a surprise.† â€Å"My pincushion,† Madeline said. â€Å"I'd like you to have that. It was my grandmother's.† â€Å"I'd be honored to keep that for you, Maddy. Where can I find it?† â€Å"In my sewing box, on the top shelf of that closet.† She pointed to an old-style single closet across the room. â€Å"Oh, excuse me, phone.† Madeline talked to her oldest daughter on the edge of the comforter while Charlie got the sewing box from the top shelf of the closet. It was made of wicker and he could see the red glow of the soul vessel inside. He removed a pincushion fashioned from red velvet wrapped with bands of real silver and held it up for Madeline to see. She smiled and gave him the thumbs-up, just as the nurse returned with a small plate of cheese and crackers. â€Å"It's my oldest daughter,† Madeline explained to the nurse, holding the edge of the comforter to her chest so her daughter didn't hear. â€Å"Oh my, is that cheese?† The nurse nodded. â€Å"And crackers.† â€Å"I'll call you back, honey, Sally has brought cheese and I don't want to be rude.† She hung up the sheet and allowed Sally to feed her bites of cheese and crackers. â€Å"I believe this is the best cheese I've ever tasted,† Madeline said. Charlie could tell from the expression on her face that it was, indeed, the best cheese she had ever tasted. Every ounce of her being was going into tasting those slivers of cheddar, and she let loose little moans of pleasure as she chewed. â€Å"You want some cheese, Charlie?† Madeline asked, spraying cracker shrapnel all over the nurse, who turned to look at the corner where Charlie was standing with the pincushion tucked safely in his jacket pocket. â€Å"Oh, you can't see him, Sally,† Madeline said, tapping the nurse on the hand. â€Å"But he's a handsome rascal. A little skinny, though.† Then, to Sally, but overly loud to be sure that Charlie could hear: â€Å"He could use some fucking cheese.† Then she laughed, spraying more crackers on the nurse, who was laughing, too, and trying not to dump the plate. â€Å"What did she say?† came a voice from the hall. Then the two sons and the daughter entered, chagrined at first at what they had heard, but then laughing with the nurse and their mother. â€Å"I said that cheese is good,† Madeline said. â€Å"Yeah, Mom, it is,† said the daughter. Charlie stood there in the corner, watching them eat cheese, and laughing, thinking, This should have been in the book. He watched them help her with her bedpan, and give her drinks of water, and wipe her face with a damp cloth – watched her bite at the cloth the way Sophie did when he washed her face. The eldest daughter, who Charlie realized had been dead for some time, called three more times, once on the dog and twice on the pillow. Around lunchtime Madeline was tired, and she went to sleep, and about a half hour into her nap she started panting, then stopped, then didn't breathe for a full minute, then took a deep breath, then didn't. And Charlie slipped out the door with her soul in his pocket.

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[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 Companys 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 Companys 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 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‚¬ ¦ $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‚¬ ¦.. $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‚¬ ¦. $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‚¬ ¦ $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 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 Companys 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 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 Legal $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 AS IS WITHOUT ANY EXPRESS OR IMPLIED WARRANTY OF ANY KIND INCLUDING WARRANTIES OF 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This template form allows a business to outline the companys 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 companys 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][?]