Fresh leaves businessplan_final

SERVICES & ENTREPRISECharlotte Terrien & Molly Werner

Pr. Xenia Viladas, Fall 2014

Fresh LeavesBusiness Plan

Table of ContentsEXECUTIVE SUMMARY 1

BUSINESS DESCRIPTION Service Package 2 Strategic Intent 3

BUSINESS ENVIRONMENT Grocery Store 4 Fast Casual 5 SWOT Analyisis 6 Doblin’s Innovation Model 7

MARKETING PLAN Positioning 8 Market Segmentation 9 Target Personas 10-11 Marketing Mix (+ Tools) 12 Sales objectives for years 1-3 13

OPERATIONS PLAN Resources, Human Resources and Suppliers 14

MANAGEMENT TEAM Job Description and Organization 15 ProfessionalandPersonalProfiles 16

FINANCIAL PLAN Estimated Costs, Fixed and Variable Costs, Income Statement, Balance Sheet, Return on Investment 17 Break-even Analysis 18

IMPLEMENTATION ROADMAP Milestones and Scenarios 19

APPENDICES Appendix A : Business Model Canvas - Fresh Leaves 21 Appendix B : Business Model Canvas - Grocery Store Overview 22 Appendix C : Business Model Canvas - Fast Casual Overview 23 Appendix D : App MockUp 24 Appendix E : Blueprint - Fresh Leaves 25 Appendix F : Cash-Flow Analysis / Income Statement 26- 28 Appendix G : Balance Sheet 29 Appendix H : Break-even Graph 30 Appendix I : Sources 31

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Executive SummaryPROBLEM:Today, college students who are always on the run, in between classes and projects to deliver, struggle to eat consistently healthy. Most students are either lazy to cook or do not have time to cook a well balanced meal. They end-up eating out a lot, which limits healthy, quick options.

SOLUTION:To address this issue, we are introducing Fresh Leaves: a service for college communities to have healthy and organic food that is easily accessible. We are using a food truck to go from one school building to another and sell ready-to-eat, delicious and healthy meals as well as End of the Day Goodies, which will stem from previously prepared leftovers from the day that we do not intend to use in the future. To help lead our consumers’ minds into a healthier lifestyle, we are also introducing a virtual nutrition coaching program, through the app.

TARGET MARKET:Wefocusonstudents.Thetruckservesfoodatspecificbreakhours(ie.SCADbuildings:10.30-11am,1.30-2pm,4.30-5pm).Promotionisthroughsocialmediaandword-of-mouthmostlybutflyerswillbedistributedintheschool’sbuildingsatthe beginning. Prices are based at the highest point students are willing to pay. Finally, the food is made practical and easytoeatsostudentscanfinishtheirmealsinaclassroomenvironment.

COMPETITION:Today, when students need food in between classes, they generally end-up going to fast casual restaurants or grocery storesthatofferhealthieroptions.Wehavestudiedthesesectorsandidentifiedouropportunitiestobuildaninnovativeand succesful model.

TEAM:We, Molly and Charlotte, the founders, are starting the business on our own. We are both foodies, who like cooking and learning about healthy options. We have worked together in the past and became friends over time so we know eachother ’s professional and personal habits. On top of having the same goals for this business, we enjoy spending time together and are excited to see the project come to life.

FINANCIAL SUMMARY:Initial funds are from friends, family, a Kickstarter project and a $75,000 bank loan. Working capital comes from selling our meals and virtual nutrition coaching for consumers. Costs include buying and maintaining the truck, gas over time, additional utilities needed to cook in Charlotte and Molly ’s kitchen, buying a fridge for food storage, buying groceries every week, initial cooking supplies and employee salaries. The $75,000 loan from the bank (with 7% interest rate) is needed in order to reach our breakeven point by the last month of our second year in business.

MILESTONES:• Become the most desirable choice for ready-to-eat, on-the-go food for students at SCAD within a year of business• During the second year of business, build a vending machine to sell meals and snacks in most popular building.• During the third year of business, rent kitchen space outside of home, dedicated to the business.• Once break-even point is reached, expand business to another college in Savannah : Armstrong Atlantic. • Once 100K revenue is reached within the 150-mile radius, roadtrip through the US, following social media call-outs

by students wanting us to come to their campus.• Increase Virtual Nutritionist Program of 10% participants each year

2

Business Description

Core Service: Facilitating Services: Enhancing Services:

Service PackageThe following model maps out our service from its core offering (healthy, organic food that is easily accessible) through what enables the system to work (the truck, the app, employees etc.) to what makes it unique from competitors (sustain-able packaging, menu decicied by users etc.)

• Ready-to-eat meals delivered to SCAD buildings by truck. All food is healthy and organic.

• App • Employees• Delivery method (truck)• Inventory• Location to park truck (on

work site and at home)• Kitchen in truck• Food

• Location • Sustainable packaging• End of the Day Goodies• Virtual Nutritionist • Samples• Social - see what friends are buying• Practical (smell, messy, temperature, portion)• Order/pay through app• Discount for people who put recipes on app• Menu decided thanks to community

involvement

Gronroos, Christian. Service Management and Marketing: Customer Management in Service Competition. Wiley-Blackwell, 2007. Print.

3

Business DescriptionStrategic Intent

MISSION STATEMENTService for college communities to have healthy and organic food that is easily accessible.

VALUES• Premium quality of local products• Energizing and tasty food to satisfy customers• Fitting needs of customers (diet restrictions, schedules...)• Easy accessibility to products and practical meals with propper portions• Knowledgeable employees• Sustainable lifestyle• Exceptional customer service

VISIONLead students to a healthier lifestyle, helping them towards a more sustainable behavior.

OBJECTIVES• Obtain a loyal customer base after two months of starting the service• Adapting our service offering based on the wants and needs of the customer• Consistent positive reviews and feedback for food and customer service

Once we decided on the service package, we established the strategic intent to have guides for the project.

The Business Model Canvas can be found in Appendix A. It helped us map out in detail the different parts of our service and how they relate. This model consists of: Key Partners, Key Activities, Key Resources, Value Proposition, Customer Relationships,CustomerSegments,CostStructureandRevenueStream.Allofthesetermsdefineeveryaspectofthebusiness including who is involved, what is involved, what the business is about, and how the business makes money. The Business Model Canvas we generated for Fresh Leaves combines factors from two different branches within the food sector: supermarket and fast casual dining. As they are both potential competitors, we researched them and created the Fresh Leaves business model from opportunities recognized through these competitors.

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Business Environment

Grocery store

• Providing Groceries • Store• Customer Service• Employment (HR)• Website


• Pharmacy• In-store restaurant• Mobile Recipe APP• Deli• Bakery• In store samples• Beauty Care• Other services ex. Cooking School (Publix)• Household Products

Price Quality CustomerService

Organization Cleanliness Deals Local

Low

High

Fresh Leaves

Whole Foods

Publix

As our initial thought was to create a health conscious yet rapid food service, we started to research supermarkets as people who are health conscious tend to shop in grocery stores and cook their own meals rather than eating out. The service package below shows an overview of the service offered by supermarkets. We also developed a Business Model Canvas for this industry, which can be found in Appendix B.

We then took a deeper look into the industry by analyzing major players and potential competition such as Whole Foods and Publix. Whole foods sells local and organic products at a high price point. Publix on the other hand, sells a wide variety of lower priced groceries and prides itself in having a friendly, helpful and clean environment. Through researching thesebrands,weidentifiedthatFreshLeaveshassimilarresultsinquality,customerservice,cleanlinessandlocalfactors.Consequently we took another approach to the food industry and analyzed popular fast casual options (see next page).

Variety

Gronroos, Christian. Service Management and Marketing: Customer Management in Service Competition. Wiley-Blackwell, 2007. Print.Kim, W. Chan, and Rene Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, Mass.: Harvard Business School, 2005. Print.

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Fresh Leaves

Whole Foods

Publix

Business Environment

Fast Casual


• On-the-go, freshly made meals that bring together unique and deliciousflavors.

• Order area • Seating area• Cooks• Meal preparerers• Cashier• Website (+ online store)

• Quality of homecooked yet fast service• Good balance: Price vs Quality• Location: often close enough• Able to order for pick-up• Able to deliver to customer• Food preferences usually put into

consideration (or available options)• Hours: usually open later to accomodate

students needs

Price Quality CustomerService

EcoFriendly

Cleanliness Practical Local

Low

High

Variety

Fresh Leaves

Brighter Day

Chipotle

To understand another market within the food industry that we could enter, we did a service package of the general fast and casual food experience. We then mapped out the strategy canvas comparing Fresh Leaves to two popular choices students buy from: Chipotle and Brighter Day. We also developed a Business Model Canvas that can be found in the Appendix C.

Below, the strategy canvas shows that there are more opportunities than when comparing our service to grocery stores. We consequently decided to focus on deliverying ready-to-eat meals and adding small grocery amounts (End of the Day Goodies) as an enhanced offering. The healthiest and most closely related one to our Fresh Leaves concept in Savannah, is Brighter Day as they serve local, organic and healthy groceries as well as ready-to-eat options during midday. However, we have the advantage of going to students instead of being a stable location where students need to go to. Chipotle is less of a competitor, as they offer quick Mexican food without the extra grocery option.

Gronroos, Christian. Service Management and Marketing: Customer Management in Service Competition. Wiley-Blackwell, 2007. Print.Kim, W. Chan, and Rene Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, Mass.: Harvard Business School, 2005. Print.

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Business EnvironmentSWOTAfter researching the food sector and understanding what our competitors stand for, we did a SWOT analysis of both the grocery store experience and the fast casual experience. This SWOT analyis shows ways in which companies (possibly ours) can innovate to beat the competition. Below, tables are color-coded into either the grocery store experience (dark green) or the fast casual experience (light green).

STRENGTHS Which Means: Actions Needed:

Variety of choicesMultiple service offerrings

EfficientshoppingforcustomersAlways maintain varietyKeep up with new products

Low Price More meals for the price you payAdvertising awareness, making sure prices are satisfying to the customer in relation to quantity

Meals prepared for customers on-the-go

Food is freshInsure quality & freshness of products offered

Knowing what the customer wantsProvide different areas for personalized experiences

Variety of atmosphere Providing more than groceries

OPPORTUNITIES Which Means: Actions Needed:

Provide a more enjoyable experience

Evaluate customer ’s needs/wants when shopping and create new spaces for these

Providing a tailored variety of meal options

Understanding users’ tastes and food restrictions

Provide Gluten-Free, Dairy-Free, Vegan. Calorie count etc.

Responding to health trendsHelp people have a healthier lifestyle.

Cooking with healthy ingredients

Customer needs form of transportationBetter location and/or delivery options

Consumer has to cook/prepare food

Effort and time are necessary

WEAKNESSES Which Means: Actions Needed:

Accessibility / Location

Provide ready-to-eat solutions

Waiting time for food preparation / payment Customer is bored and wasting time

Provide consumers digital meal selection and payment before they pick up / distract during waiting time

Consumer unsure of ingredients in food

Consumers do not know if what they eat is healthy or not

Be transparent with ingredients used and calories / portions

Grocery Stores Fast Casual

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Loss of consumersProvide better accessibility and products

Consumers look & rely on technology to maximize every moment

THREATS Which Means: Actions Needed:

Competition: Restaurants/ Convenience Stores

Consumers realize eating out is more expensive than cooking and don’t want to spend the money

They do less and less on their own (ie. cook less)

Promotebenefitsofcookedmealsrather than restaurant dining / fast food.

Loss of consumersEnsure prices are within consumer ’s abilities on the long term

Consumers get bored of menu

Loss of consumersOffer variety of products or change menu / surprise consumers regularly

Humphrey, Albert. “SWOT Analysis for Management Consulting.” SRI Alumni Newsletter (2005). Print.“Ten Types of Innovation: The Discipline of Building Breakthroughs.” Doblin. Web. 11 Nov. 2014.

Thanks to the SWOT analysis, we developed a few ideas to incorporate in our service. These include: quality and freshnessoffood,deliveryservices,providingadigitaltoolforamoreefficientservice,adaptingtousers’tastesanddietary restrictions, surprising consumers with new offerings etc. Following the SWOT analysis, we dug more into trends and possible innovations. We used Doblin’s Ten Types of Innovation model to categorize innovations. Below are some that helped us shape Fresh Leaves.

NetworkGrocery stores are looking to satisfy their client’s new cravings by connecting with local, organic brands that sell products with no GMO or artificial products,collaborating with chefs and cooks to provide an in-store on the spot eating experience.

Structure Grocery stores care about an efficientcustomer service and have invested in new technologies to do so — self checkout systems, scan through iPhone… People are also looking for an experience in the store (can spend 5h in Whole Foods without grocery shopping).

Product PerformanceTo provide the highest quality of products, supermarkets invest time and research to find the right partnerships.People are more conscious about eating healthy food with no GMOs. They also want a variety of products. Additionaly, stores are helping people to save with constant deals (ex buy 3 for 5$).

Product SystemSatisfying customers with ready-to-eat solutions (WF: in store restaurant, Publix: deli bar and bakery etc.)

ChannelTo help with transparency of information, websites and apps for grocery stores provide nutritional information (people interested in knowing what they ingest) and giving them ideas of how to use their products with featured recipes that can be personalized to special diets (again, people have become more self-conscious about what they eat).Most stores have apps to help with branding, awareness of products (teach-ing them what is inside and how to cook product), and provide digital coupons.

Customer EngagementSincecustomerswant tobeasefficientas possible, employees need to be knowledgable about each and every product, where it is in the store and what ingredients it contains. Employees are also generally friendly and constantly asking how they can help customers.

Profit ModelShift in human behavior has geared the food industry towards advertising nutrititional information on packaging, and highlightingspecificssuchasGF,Organic,Vegan, etc.

CONFIGURATION OFFERING EXPERIENCE

Doblin - Types of Innovation

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Marketing PlanPositioningFrom understanding the business environment in which our business stands, we developed positioning maps with factors such as quality versus price, brand awareness versus how much the service cares for the community, and customer service versus type of environment.

Invisible Brand

Awareness of Brand

Self Caring

CommunityCaring

Amazing Customer Service

Bad Customer Service

Natural Environment

Man-Made/ Chemical

Environment

LowQuality

HighQuality

LowPrice

HighPrice

Our competitors within the positioning maps are from each type of sector we studied. Publix and Whole foods from the grocery sector; Chipotle and Brighter Day from the fast, casual dining we studied. Our service is positioned with high awareness of the brand because we will strive to be well known and highly demanded. Fresh Leaves is fully conscious of the environment, being placed as extreme community caring and highest among its competitors. The food truck is also placed higher with some competitors in relation to how natural the environment will be. Within that same map, Fresh Leaves will demonstrate exceptional customer service, with the idea of developing personal relationships with its target market. Fresh Leaves will have medium range prices, with consideration of the target market being college students. The quality of the food will be very high since that is part of the business’ values.

Key:

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Marketing PlanMarket Segmentation

• Target market: college students. • Average age: 17 - 22 years old for undergraduates; 25 - 40 years old for graduate students. • Budget: Low; education is expensive and they do not have time for a full time job. Some students manage a part-

timejobbuttheseareoftenthemostfinanciallyinneedandthemoneytheyearnusuallygoesbacktowardstheireducation. Habits:

• Studentswearetargetingarealwaysontherunandwanttogetfoodinthemostefficientwaypossible.Iftheyhaveaback-to-backclassatSCAD,theyonlyhave30minutestofind,payandeattheirfood.Evenifmostpeopleeatwithin 20 minutes, these 30 minutes become rushed when involving other factors such as going to the locaiton selling food, getting in line to pay, waiting for the food to be cooked etc.

• Most people in higher education are somewhat aware of health trends and even though they may not care about eating healthy, milleniums unconsciously follow trends and will eat dairy free for example, not because of any intolerance but because their friends are having it, and it is not harmful to their bodies in any way.

From this target segmentation, we made four personas to better understand our users’ goals. In order to remind ourselves of the segmentation, we established the same bi-polar opposites for all personas but their personality traits act differently within these bi-polar. We based our personas on the SCAD community as this is where the service will start. Students from SCAD not only come from different countries all over the world but also have different habits and preferences that we need to acknowledge in order to better satisfy them. We chose to illustrate a Latin and an Asian student as most international students at SCAD have these origins. We also have two American students as SCAD is here in the United States and about 90% of students are American. One is not that health conscious while the other one is an athlete and has to be health conscious. View following pages for personas.

Home Cook

SCAD Students

School staff

Other Citizens

High Interest

Low Interest

Market Chosen

OtherStudents

Bring to School

Buy Ready-Made

In this market segmentation, we do not mention how health conscious our target is because people who are not necessarily health conscious will use our service because of its convenience and will unconsciously shift towards a healthier and more sustainable lifestyle.

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Fast PacedActive

Adrenaline SeakerFocused

Junk OrientedPrepares Food

Slow PacedPassiveComfort SeakerDistractedHealth OrientedEats Available Food

KEY MOTIVATORSQuickAccessibleNo need to cook

EXPERIENCE GOALSVarietyPractical

END GOALSSatisfiedEnergized

EXPECTATION GOALSHealthyQualityTasty

Andrea Suzio18 years oldFrom Caracas, VenezuelaMajor: Interior DesignNo job

DAILY LIFE:

KEY MOTIVATORSQuickAccessibilityNo need to cook

EXPERIENCE GOALSPracticalityCan enjoy outside with friends


EXPECTATION GOALSTastyRight temperatureSaucy

Fast PacedActive

Adrenaline SeakerFocused


Slow PacedPassiveComfort SeakerDistractedHealth OrientedEats Available Food

John Maul26 years oldFrom San Jose, CAMajor: Furniture DesignFreelance Contractor

DAILY LIFE:

Marketing PlanTarget: Latin student

Target: American student

11

Fast PacedActive

Adrenaline SeekerFocused


Slow PacedLazyComfort seekerDistractedHealth OrientedEats Available Food

KEY MOTIVATORSQuickAccessibleNutrition Conscious

EXPERIENCE GOALSPracticalMinimal Odor


EXPECTATION GOALSHealthyQualitySmall PortionLocal

Alexandra Conklin21 years oldFrom Milwaukee, WIMajor: AdvertisingSCAD Women’s Soccer

DAILY LIFE:

Colin Lee20 years oldFrom Hong Kong,Major: Photography

Fast PacedActive

Adrenaline SeekersFocused


Slow PacedLazyComfort SeekerDistractedHealth OrientedEats Available Food

DAILY LIFE:

KEY MOTIVATORSQuickAccessible

EXPERIENCE GOALSVarietyPracticalitySamplers

END GOALSSatisfiedRepeat visitor

EXPECTATION GOALSTrendyTastyCool Brand Image

Marketing PlanTarget: Healthy student

Target: Asian student

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Marketing PlanMarketing Tools and MixMoving forward with the marketing plan, we used our personas to develop the tools and mix to result in the highest success possible. How we plan to use each tool (traditional 4 Ps as well as marketing tools for services) is explained below.

Product:• High quality ingredients• On-the-go,

practical meals• Eco-Friendly• Social Media App• Sutainable packaging• Virtual Coaching

Price:• Highest price point that

students are willing to pay

• Convenience cost• Locally grown & quality

product cost

Place:• One traveling branch• Home base kitchen • Revolving location

based on popularity

Promotion:• Social media hype• Flyers• Word of mouth• Advertising on

school’s internal website (ie. MyScad)

People:• Split Presidency• Chef / server / cashier• App developer• Local farmers

(Farmer ’s Market)• Wholesale food distributors• Nutritionist

Process:• Quick• Seamless• Simple, pre-ordering via

app• Payment accepted

through app• Always communicating &

building awareness• Transarency of information

Physical Evidence:• Cooking and cleaning appliances• Food Truck• App (smartphone) and

socialmedia/notifications• Packaging and disposables• Paying system (Square / cashier)• Food and beverages

Fresh Leaves’ marketing mix is based on how we plan to grow over time. To start off, we aim to promote and build awareness through social networking with minimal expense towards print advertising. The awareness will be a huge focus in order to develop a loyal customer base. The product will stick to the business mission and be practical, and on-the-go. A developed app will come into play in order to help in smoothing the process as well as adding to the awareness and promotion. A mockup of this app can be found in Appendix D. Fresh leaves will initially just be run by us, Molly and Charlotte, who will be in control of everything from recipes offered and actual cooking to photography and social networking. A Nutritionist and app developer will need to be hired for the two jobs that we are not competant in: diet coaching and coding the app.

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Marketing PlanYEAR 1 SALES OBJECTIVESFirst 5 months: • Sell 1,350 meals per month to reach $12,398 of revenue from meals purchased• Sell meals for an average of $9.50 each, per week-day, in at least three locations to receive $570 daily

revenue, plus an additional $475 of revenue for Friday (50 meals per Friday)• Meal prices are $8, with sales averaging $9.50 per person (with added drink / snack /add on, and tax

included).

Rest of the year:• Targettheschool’sgymandathleticfields,withpre/postworkoutsmoothiesandsnacks.Pricesrange

between $2.00 and $7.50 with possible add ons for $0.75 each. Our goal is a combined 135 sales from smoothies and snacks, bringing in $405 a month.

YEAR 2 SALES OBJECTIVES• DevelopEndoftheDayGoodiesconceptfurther:analyzefirstyearsellsandincreaseby50%• Provide one vending machine to be placed in the highest revenue school building

YEAR 3 SALES OBJECTIVES• Apply system to one other school in Savannah (Armstrong), with the same truck, targeting this new location

half of the week until notice of which brings in higher revenue. Only develop gym and vending machine concept a year after implementation in the new school.

• Rent location for a kitchen, to continue growing as not just a business, but a user centered service by promoting a healthy and sustainable lifestyle.

Sales Breakdown:The breakdown of meals being sold is divided amongst the three stops per day of Monday through Friday, as well as weekends in order to successfully reach our goals. Additionally, the End of the Day Goodies part of the business will only aid towards revenue and help the break-even process move along. The anticipated monthly sales revenue is $10,260. The End of the Day Goodies are anticipated to start bringing in around $200 - $300 a month at the end of thefirstyear,withanincreasetoanaverageof$700amonthafteryear1.Alongwiththesalesofhealthymeals,wewillimplement a virtual nutrition coach system, which will attract students to join through designated student ‘ambassadors’ whom are chosen by us, Charlotte and Molly. Forthefirstyear,wewillaverage$400ofrevenuefromthevirtualnutrition,asitwillbearound$20amonthperstudent.Year 1 overall revenue will average $12,563. Year 2 and year 3 revenue will increase thanks to selling smoothies and snacks. Aside from sales coming from the Food Truck, revenue will also generate from the vending machine within the building that was previously collecting the most highly generated revenue. The average revenue of Year 2 and 3 is $15,100.

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Operations PlanService Blueprint In the Appendix E, our blueprint shows a step-by-step description of user actions and how employees interact directly (frontstage actions) or indirectly (backstage actions) with the consumer. We detailed the beginning of the day (preparing the food and serving it at 10.30am, and the end of the day (after 5pm) since actions of serving the food will be repeated throughout the day. On weekends, operations are mostly backstage as they include buying food, talking to suppliers etc.

Suppliers

• Restaurant depot• Farmer ’s Market

Resources

• Kitchen • Truck• Storage• HR• Paying system

(Square and cash)

Human Resources

• Molly• Charlotte• App developer• Nutritionist

1. Cooking / Preparing meals 2. Entering location on app 3. Driving to location

4. Selling food at school building 5. Entering goodies into app for additional purchase

6. Making daily accounts

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Management TeamJob Descriptions and Organization

• Cooking: Molly MW / Charlotte TTR Fridays: one time Molly next Charlotte (ongoing)

• Driving: Both Molly & Charlotte

• Serving / Cashier: Charlotte MW / Molly TTR Fridays: one time Charlotte next Molly (ongoing)

• Driving Social Media Presence: 100% from both Charlotte & Molly everyday

• ManagingOnlineData(keepingtrackofpopulism,likes,commentsetc):Mollyforfirstfewmonths(milestone:hiresomeone when enough revenue is acquired to do this for us)

• Manage App orders: Molly

• Buying Food: Molly

• Managing Partnerships: Charlotte

• Cleaning: Both

• Managingfinances:Both

• Photography: Charlotte

• Determining Menu: Both

• Following up with nutrition plan members: Nutritionist

• Developing app and updating it: Tech employee

Below is a list of tasks we will need to conduct everyday to run the business. As we have similar skills and both enjoy dealing with food, we share most of the tasks and will alternate roles. However, we assigned these roles to have a structure and makesurethatwedothejobevenwhenwedonotfeellikeit.Followingthispageareprofessionalandpersonalprofilesofourselves to understand our goals and personality alignments as we will be working together everyday.

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Management Team

• 22 years old, French college student • Daily life: going to class; doing homework in coffee

shops; learning to make leather goods; working out or playing tennis; scrolling through Instagram or Pinterest; discovering new music on Soundcloud; reading Fastco blog; watching TV shows.

• Passion: Traveling • Relation to food: Loves to eat and try meals. Likes

to cook, high interest in discovering/cooking new interestinghealthymeals,willspendmoneyonfinedining. Eats out about 5x/week.

CHARLOTTE

Personal

Professional

• Service Design Senior with Minor in Accessory. • Passionate about improving people’s everyday

lives through design thinking.• Skills: Driven, Challenge-seeker• Works best in a collaborative environment• Always looking for mentors to learn from and guide

through career / project decisions

Professional

• Service Design Senior• Passionate about user-centered design and

creative problem solving.• Skills: Adaptable, Insight retrieving• Team player• Grows from the collaborative minds surrounding

Aswecanseethroughourprofiles,wehavesimlarskillsandwillworksidebysidesplitingtasks,formostofwhatisneedtobe done. We will need to hire an app developer as a free lancer to help us make the app as our coding experience is minimal.Thispersonwillbehardworkingandknowledgable,withgreatcommunicaitonskills.Hehastobeefficientundertight deadlines and available for further collaborations. In addition to him, we ahve to hire a professional nutritionist for thenutritionprogramandoncerevenueisbigenough,wewillhireanaccountanttodealwithfinancing.

• 22 years old, From New York• Daily Life: attending class; doing homework with

friends or solo; drinking coffee; listening to music & workingout;catchinguponTVshowsviaNetflix or Hulu.

• Passion: Health & Fitness, & Soccer• Relation to Food: Loves to cook and discover

new recipes by mixing new ingredients as well as whatever is available at the time.

MOLLY

Personal

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Financial PlanEstimated CostsOurestimatedcostsforthefirstyearcomesto$250,340.Itisderivedfromprojectedinventorytoproducetheamountof sales we have to make happen. Other estimated costs come from factors such as the purchase of the food truck, initial startup costs such as cooking utensils and supplies, and permits (applications and licensing), as well as the materials to integrate the vending machine. Estimated costs will slightly rise the next year because of other implementations such as the vending rental space, and the virtual nutritionist. By the end of year 2, the estimated costs fall, bringing year 3 estimated costs to $165,012.

Fixed Expenses:Thefixedexpensesareaccountedfor,ascostsarestaticnomatterwhatourprofitorlossmaybe.Purchasingofthefoodtruck is broken up into a payment plan with a constant monthly cost of $3,000 for year 1 & 2. This payment ends at the endofyear2,whichresultsinloweroverallexpenses.Otherfixedexpensesarekitchenspacerent,utilitypayments,trucklicensing and insurance, parking, salaries, miscellaneous marketing, and loan payments with interest. All of these expenses are not necessarily constant for every month through the year, but the cost does not depend on or change with sales and revenue.

Variable Expenses:Variable expenses are costs revolving around the status of our sales. These costs consist of the purchase of ingredients andbeverages,packaginganddisposables,andgasoline.Theamountoffoodwebuywillfluctuateaccordingtodemandfromourconsumers.Thiswillalsoreflectthegasweuseuponamonthlybasis,becauseofthedifferentmileagedriveneveryday.Variablecostsarereflectedinthemonthlyandannualcoststatements.

Income StatementIncomestatementallowsustocomparecostsagainstrevenue.Theincomestatementdatasheetandcashflowanalysiscan be found in Appendix F.

Balance sheet With Fresh Leaves being a start up, we have developed a balance sheet for opening day. This sheet consists of the assetsandliabilitiesofthebusiness.Therearecurrentandfixedassests.CurrentassetsforFreshLeavesincludescashat hand by the founders, cost of inventory and supplies necessary to launch, such as all ingredients for cooking, and gasoline to drive the truck, as well as any pre-paid expenses; which consist of payments such as licensing, an application to start the business, packaging and disposables, and any marketing necessary in order to be succesful upon starting. Liabilities within a balance sheet are debts owed to suppliers, also known as accounts payable. For Fresh Leaves’ opening day balance sheet, the current liabilites are taxes, salaries, interest on the loan we are asking for, and insurance that we will owe. The long term liability we withhold is the $75,000 loan we are asking for. The balance sheet can be found in Appendix G.

Return on InvestmentAs Fresh Leaves is a convenient service of freshly prepared meals, one of the most important element of the business is the food truck. We had initially planned to rent a truck for two years and buy a high quality one later but then realized wewerenotmakingenoughrevenuewithinthefirsttwoyearstorentandthenbuyone.Also,itwasnotgoingtobeworthit if we were spending more to have an average truck. Consequenty, we found a payment plan of $3,000 per month for two years, and realized it was cheaper to directly buy the truck with this plan. Furthermore, avoiding a change in truck is ideal as we do not want our consumers to be confused by our identity. Although we (Molly and Charlotte), could serve asnutritionistsbecauseofourhighknowledgeinhealthyfoods,wehavenoofficialrecognitionandwouldnotappearascredible as the nutritionist hired. Hiring a nutritionist will reassure conusmers and incite them to become members.

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Break-even AnalysisWith the average sale at $9.5, we must sell 60 meals per day or 960 meals a month, in order to break even at the end of the second year. Our expenses slowly decrease through year 1 and year 2, which leads towards the beginning of making profit.Below,thebreak-even(BE)pointisshownattheintersectionofcostsandrevenue,whenrevenueexceedscosts.InAppendixHisthebreak-evengraphofthedetailedmonthtomonthbreakdownthroughthefirst3yearsofbusiness.

Financial Plan

Year 1 Year 2 Year 3

$5,000

$10,000

$15,000

$20,000

$25,000

Average Costs

Average Revenue

BE

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Implementation RoadmapMilestones

Scenarios

• Becomethefirstchoiceforready-to-eaton-the-gofoodforstudentsatSCADwithinayear• During the second year of business, build a vending machine to sell meals and snacks in most popular building.• During the third year of business, estabish a central stable location to promote a healthy and sustainable lifestyle

and have a kitchen dedicated to the business• When breakeven point is reached for the SCAD community (third year), grow out to Armstrong, by going twice a week

with truck used for SCAD. If demand grows as expected, have one truck per campus. Once success is attained at Armstrong, install vending machines and grow to another campus in Savannah (such as Savannah State). If business model is successful, plan to expand to two college communities within 150-mile radius. Meaning, new trucks and new resources for the different cities.

• Once 100K revenue is reached within the 150-mile radius, roadtrip through the US, following social media call-outs by students wanting us to come to their campus.

• Increase Virtual Nutritionist Program of 10% participants each year. Become the ‘go-to’ source for health concerns, nutritional options and advice.

• What if the city of Savannah allows food trucks and competition rises?Ouradvantageisthatwefocusoncollegecommunities.FreshLeaves’tailoredlocationsandmenusfitstudent’swants,needs and goals. However, to ensure loyalty to our products, we will adjust prices to stay competitive in relation to new food trucks and offer a loyalty card to make costumers come back. This card will offer a 50% reduction in price for one meal, after 20 meals purchased. Furthermore, we will partner with local popular stores to promote our brand and sell a recipe a week. We would prepare 20 meals of this recipe a week and the partner restaurant would receive 30% of each mealsold.Onthelongterm,wewouldchooseonlytworestaurantsintheareaandsellthemthreerecipesthatfittheircurrent menus.

• What if costs become larger than revenue?We will start to work in SCAD’s community garden to recolt fruits and vegetables which will lower costs of groceries. This implies that we will either need to hire someone to take care of the garden and recolt fruits and vegetables or run the truck while one of us (Molly/Charlotte) works in the garden. Additionally, we will instore a $350 meal plan system with 50 meals per quarter to ensure consumers keep on coming, as they have meals to consume on their plan. This system is cost effectiveforusersaswiththemealplan,theypayafixedpriceof$7permealinsteadofanaverageof$9.50(drink/snack/extra included)

• What if our success is larger than what SCAD expects and they do not want to be associated with us?We will target other cities with more universities and instead of having a university based contract we will manage everything on our own, and sell on public ground only. We could also stay in Savannah and negotiate with the town hall to come with an agreement and possibly some changes in the business model, like only selling to SCAD students. Finally, another proposition would be to let SCAD buy the business, or part of it, in order to include some Fresh Leaves meals in regular student meal plans. SCAD would then become the primary investor and stakeholder for Fresh Leaves.

20

Fresh LeavesAppendices

21

Business Description - Appendix ABusiness Model Canvas - Fresh Leaves

Key

Part

ners

hip

sSu

pp

liers

- W

hole

sale

gro

cery

sto

re-

Farm

er’s

Ma

rket

Tech

dev

elo

per

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ritio

nist

Bank

Act

iviti

es

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ling

with

pa

rtner

s

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ng g

roce

ries

Prep

arin

g/s

ervi

ng fo

od

Driv

ing

to lo

catio

ns

Det

erm

inin

g m

enu

Driv

ing

so

cia

l med

ia

Ma

nag

ing

onl

ined

ata

Ma

nag

ing

ap

p

Cle

ani

ng tr

uck

Managingfinances

Foo

d p

hoto

gra

phy

Reso

urce

sTr

uck

Sto

rag

e (e

xtra

frid

ge

in h

om

es)

HR

Valu

e Pr

op

osi

tion

For c

olle

ge

stud

ents

who

nee

d

to fe

ed th

eir s

tom

ach

and

bra

in h

ealth

y a

nd e

nerg

izin

g

foo

d, t

hat i

s p

rep

are

d w

ith

org

ani

c in

gre

die

nts.

Unl

ike

gro

cery

sto

res,

my

serv

ice

offe

rs re

ad

y-to

-ea

t hea

lthy

mea

ls in

ord

er to

sup

ply

and

pro

mo

te a

sus

tain

ab

le li

fest

yle.

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nnel

sTr

uck

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pIn

sta

gra

mFa

ceb

oo

kTw

itter

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tions

hip

sFr

iend

ly a

nd h

elp

ful

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nal a

ssist

anc

eC

om

mun

ity c

arin

g

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tom

ers

Co

lleg

e co

mm

uniti

es:

- p

rima

rly s

tud

ents

-

pro

fess

ors

- st

aff

- o

ther

sur

roun

din

g p

eop

le

(ex.

tour

ists

in S

ava

nna

h p

ass

ing

by

a S

CA

D

bui

ldin

g)

Reve

nue

Sellin

g m

eals,

sna

cks

and

cm

oo

thie

sN

utrit

ion

pla

n su

bsc

riber

s

Co

st S

truc

ture

Truc

k (b

uyin

g a

nd re

nova

ting

to n

eed

s a

nd a

esth

etic

s +

Ga

s), S

tora

ge

units

(fr

idg

e +

ad

diti

ona

l cup

bo

ard

s?),

Emp

loye

e sa

larie

s, D

igita

l (so

cia

l and

app)maintenancecosts,Certificationfees

Osterwalder, Alexander, and Yves Pigneur. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley, 2010.

22

Business Environment - Appendix BBusiness Model Canvas - Fast Casual Overview

Key

Part

ners

hip

sFo

od

sup

plie

rsD

eliv

ery

com

pa

nyIn

vest

ors

Tech

dev

elo

per

Co

mm

unity

Act

iviti

es

Dea

ling

with

pa

rtner

s

Buyi

ng s

upp

lies

Prep

arin

g/s

ervi

ng fo

od

Driv

ing

so

cia

l med

ia

Ma

nag

ing

onl

ined

ata

and

ap

p

Cle

ani

ng fa

cilit

ies

Managingfinances

Reso

urce

sSt

ore

/rest

aur

ant

HR

Sea

ting

are

a

Valu

e Pr

op

osi

tion

For a

nyo

ne w

ho n

eed

s

to fe

ed th

eir s

tom

ach

in

arapidandefficientway.

Unl

ike g

roce

ry s

tore

s, o

ur

serv

ice

una

ble

s us

ers

to

not w

orry

ab

out

pic

king

ing

red

ient

s a

nd c

oo

king

bec

asu

e w

e p

rovi

de

foo

d

tha

t is

fresh

ly m

ad

e fo

r the

m.

Cha

nnel

sSt

ore

/rest

aur

ant

Ap

p/w

ebsit

eSo

cia

l Med

ia

Rela

tions

hip

sFr

iend

ly a

nd h

elp

ful

Perso

nal a

ssist

anc

e

Cus

tom

ers

Surro

und

ing

peo

ple

who

a

re o

n-th

e-g

o(e

x. st

uden

ts, l

oca

ls, fa

milie

s, b

usin

essm

en/w

om

en e

tc.)

Reve

nue

Sellin

g m

eals

Ca

terin

g S

ervi

ces

Co

st S

truc

ture

Sto

re/R

esta

ura

nt (

rent

+ u

tiliti

es),

emp

loye

e sa

larie

s, d

igita

l (so

cia

l and

ap

p/

web

site)maintenanceandcleaningcosts,deliverycosts,certificationfees


23

Key

Part

ners

hip

sSu

pp

liers

Del

iver

y co

mp

any

Partn

er b

rand

s w

ho s

ell t

heir

pro

duc

ts a

t the

sup

erm

arke

tC

harit

ies

(do

natio

ns)

Oth

er c

om

mun

ities

Farm

ers

FDAcertifiers

Che

fs in

oth

er re

sta

ura

nts

Cle

ani

ng s

ervi

ces

Act

iviti

esM

akin

g s

ure

all

pro

duc

ts

are

ava

ilab

leH

elp

ing

cus

tom

ers

Attr

act

ing

and

reta

inin

g

cust

om

ers

Recr

uitin

g a

nd tr

ain

ing

em

plo

yees

Sellin

g p

rod

ucts

Ma

rketin

g

Reso

urce

sBr

ick-

and

-mo

rtar s

tore

Vehi

cule

sIT

sys

tem

sD

istrib

utio

n ne

two

rksPa

tent

s a

nd c

op

yrig

hts

Kno

wle

dg

ab

le a

nd

com

pet

ant

em

plo

yees

Fina

ncia

l res

our

ces

R&D

Valu

e Pr

op

osi

tion

For p

eop

le w

ho b

uy fo

od

; w

ho n

eed

to p

rep

are

foo

d fo

r th

emse

lves

; sup

erm

arke

ts a

re

faci

litie

s; th

at d

eliv

er a

va

riety

o

f op

tions

. Unl

ike re

sta

ura

nts;

our

ser

vice

ena

ble

s p

eop

le to

co

ok

for t

hem

selv

es; b

eca

use

we

pro

vid

e a

va

riety

of

cho

ices

Cha

nnel

sSt

ore

Web

site

Ap

pSo

cia

l net

wo

rksA

dve

rtisin

g

Wo

rd-o

f-mo

uth

Soci

al c

ircle

s

Rela

tions

hip

sSe

lf se

rvic

eA

ssist

anc

e fo

r ad

diti

ona

l in

form

atio

n

Cus

tom

ers

Foo

d s

hop

per

s-

Ind

ivid

uals

- H

ous

eho

lds

Emp

loye

es (

disc

oun

t)Bu

sines

ses

Ca

terin

g c

om

pa

nies

Reve

nue

Sellin

g p

rod

ucts

, Res

taur

ant

/ d

eli &

ba

kery

, Mem

ber

ship

ca

rds,

Ad

verti

sing,

Key

pa

rtner

s

Co

st S

truc

ture

Build

ing

(re

nt a

nd u

tiliti

es),

Emp

loye

e sa

larie

s, D

eliv

ery

of p

rod

ucts

to s

tore

, Ex

tern

al s

ervi

ces

need

ed fo

r co

mp

any

, Dig

ital (

web

and

ap

p)

ma

inte

nanc

e costs,Travelingcostsforproductresea

rch,Certificationfees

Business Environment - Appendix CBusiness Model Canvas - Grocery Store Overview


24

Marketing Mix - Appendix DApp Mock-Up - Fresh Leaves

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25

Operational Plan - Appendix EService Blueprint - Fresh Leaves

Ma

ke

stud

ents

a

wa

re

of n

ext

loca

tion

Co

ok

pro

tein

to

ens

ure

fresh

ness

List

a

vaila

ble

g

oo

die

s fo

r th

e en

d o

f th

e d

ay

Prep

are

a

ny fo

od

th

at c

an

be

ma

de

in

ad

vanc

e

Cle

an

Revi

ew

Da

ily

acc

oun

ts &

ea

rrnin

gs

Build

Hyp

e V

ia S

oci

al M

edia

:A

fter e

ach

mea

l ser

vice

(1

1p

m, 2

pm

etc

) p

ost

one

pic

ture

Ann

oun

ce w

here

hea

ded

nex

t OR

if sk

ipp

ing

nex

t bre

ak

Und

er c

heck

lefto

vers:

po

st p

ictu

re o

f lef

tove

rs fo

r End

of T

he D

ay

Go

od

ies

Phys

ica

l Ev

iden

ce

Cus

tom

er

Act

ion

Fro

nt

Sta

ge

nter

act

ion

Back

sta

ge

Inte

ract

ion

Sup

po

rting

Pr

oce

ss

Line

of I

nter

act

ion

Line

of V

isib

ility

Driv

e to

lo

catio

n

Prep

Pre

-O

rder

s &

la

bel

with

co

rrect

na

me

No

tify

thro

ugh

Ap

p w

here

1

0:3

0a

m

loca

tion

is

Log

in to

a

pp

Beg

in

serv

ing

Pla

ce o

rder

&

p

icku

p ti

me

Rece

ive

confirmation

of o

rder

Go

to

truck

dur

ing

b

rea

k

Pick

up

o

rder

Eat &

rins

e p

ack

ag

ing

fo

r la

ter u

se

Up

loa

d

pic

ture

&

writ

e re

view

fo

r the

mea

l &

ser

vice

Che

ck n

oti-

ficationsto

loca

te tr

uck

for g

roce

ries

Bro

wse

a

vaila

ble

g

roce

ries

Purc

hase

g

oo

die

s to

b

ring

ho

me

Retu

rnH

om

e

Co

llect

Pa

ymen

t

Line

of I

nter

nal I

nter

act

on

Pack

ag

e &

se

ll g

oo

die

s

26

Financial Plan - APPENDIX FCash-Flow Analysis / Income Statement - Fresh Leaves

Year 1 Fresh Leaves Cash Flow:

Fisc

al Y

ear

Begi

ns: J

an 1

5

Begi

nnin

gJa

n-15

Feb-

15M

ar-1

5Ap

r-15

May

-15

Jun-

15Ju

l-15

Aug-

15Se

p-15

Oct-1

5N

ov-1

5D

ec-1

5M

onth

ly A

vera

ge:

Cash

Sum

mar

yCa

sh o

n H

and

(beg

inni

ng o

f mon

th)

175,

000

171,

578

163,

920

156,

262

148,

307

141,

020

133,

837

125,

061

116,

606

109,

625

103,

358

97,0

4089

,210

129,

652

Cash

Ava

ilabl

e (o

n ha

nd +

rece

ipts

, bef

ore

cash

out

) 17

5,00

018

3,57

817

6,41

816

8,46

216

1,24

815

4,08

814

5,33

713

6,91

112

9,96

112

3,72

311

7,40

611

0,64

098

,810

142,

215

Cash

Pos

ition

(end

of m

onth

)17

1,57

816

3,92

015

6,26

214

8,30

714

1,02

013

3,83

712

5,06

111

6,60

610

9,62

510

3,35

897

,040

89,2

1077

,424

121,

806

Cash

Rec

eipt

sM

enu

Food

Sal

es:

12,0

0012

,398

12,0

0012

,398

12,3

9811

,000

11,1

5012

,000

12,3

9812

,398

11,9

008,

850

11,7

41G

oodi

es:

010

020

030

335

010

020

035

040

040

050

010

025

0Sn

acks

/ S

moo

thie

s:0

00

00

00

405

600

550

450

5017

1Ve

ndin

g:0

00

00

00

00

00

00

Nut

ritio

n:0

00

240

320

400

500

600

700

700

750

600

401

Tota

l Cas

h Re

ceip

ts12

,000

12,4

9812

,200

12,9

4113

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11,5

0011

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13,3

5514

,098

14,0

4813

,600

9,60

012

,563

Mon

thly

Fixe

d Ex

pens

es:

Kitc

hen:

300

300

300

300

300

300

300

300

300

300

300

300

300

Truc

k Pa

ymen

t:3,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

Truc

k In

sura

nce:

250

250

250

250

250

250

250

250

250

250

250

250

250

Vehi

cle

Lice

nsin

g:10

010

010

010

010

010

010

010

010

010

010

010

010

0Pa

rkin

g30

3030

3030

3030

3030

3030

3030

Sala

ry: F

ound

er 1

:3,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

Sala

ry: F

ound

er 2

:3,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

Nut

ritio

nist

:72

9612

015

018

021

021

022

518

016

0Lo

an P

aym

ents

:3,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

Busi

ness

App

licat

ion

& L

icen

sing

:32

5M

isc.

Mar

ketin

g:30

0Co

okin

g Ut

ensi

ls:

250

Mon

thly

Var

iabl

e Ex

pens

es:

Food

& B

ever

age:

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

8Fr

eela

nce

Dev

elop

er:

1,00

01,

000

00

00

00

00

00

083

Pack

agin

g &

Dis

posa

bles

:1,

547

1,54

71,

547

1,54

71,

547

1,54

71,

547

1,54

71,

547

1,54

71,

547

1,54

71,

547

Gas

olin

e:15

010

010

010

010

010

010

010

010

010

015

015

011

3Ve

ndin

g M

achi

ne:

1,00

01,

000

1,00

0Ta

x:Fo

od &

Bev

erag

e Ta

x:95

995

995

995

995

995

995

995

995

995

995

995

995

9

Tota

l Cas

h Pa

id O

ut3,

422

19,6

5920

,156

20,1

5620

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20,2

5220

,276

20,3

0620

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20,3

6620

,366

21,4

3121

,386

20,4

09

27

Financial Plan - APPENDIX F.2

Begin

ning

Jan-

16Fe

b-16

Mar

-16

Apr-1

6M

ay-1

6Ju

n-16

Jul-1

6Au

g-16

Sep-

16Oc

t-16

Nov-1

6De

c-16

Mon

thly

Aver

age

Over

view

Cash

Sum

mar

yCa

sh o

n Ha

nd (b

egin

ning

of m

onth

)77

,424

77,4

2473

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68,4

2963

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59,5

1555

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48,3

3242

,006

36,1

8532

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28,0

6522

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50,7

07Ca

sh A

vaila

ble

(on

hand

+ re

ceip

ts, b

efor

e ca

sh o

ut)

77,4

2493

,979

88,6

7883

,698

79,7

7976

,125

68,5

5162

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56,4

0453

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48,3

2943

,213

33,74

465

,659

Cash

Pos

ition

(end

of m

onth

)77

,424

73,3

6568

,429

63,4

1959

,515

55,8

7648

,332

42,0

0636

,185

32,9

2128

,065

22,9

4413

,535

45,3

83

Cash

Rec

eipt

sM

enu

Food

Sal

es:

13,5

0012

,398

12,3

9813

,500

13,5

0011

,150

12,0

0012

,398

13,5

0012

,398

12,3

9810

,000

12,4

28Go

odie

s:60

075

060

650

075

025

030

350

080

070

060

010

053

8Sn

acks

/ Sm

ooth

ies:

405

405

405

550

600

275

350

500

650

500

450

100

433

Vend

ing:

1,20

096

096

096

096

030

054

030

01,

200

960

1,00

010

078

7Nu

tritio

n:85

080

090

085

080

070

070

070

085

085

070

050

076

7To

tal C

ash

Rece

ipts

16,5

5515

,313

15,2

6916

,360

16,6

1012

,675

13,8

9314

,398

17,0

0015

,408

15,1

4810

,800

14,9

52

Mon

thly

Fixe

d Ex

pens

es:

Kitc

hen:

300

300

300

300

300

300

300

300

300

300

300

300

300

Truc

k Pa

ymen

t:3,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

Truc

k In

sura

nce:

250

250

250

250

250

250

250

250

250

250

250

250

250

Vehi

cle L

icens

ing:

100

100

100

100

100

100

100

100

100

100

100

100

100

Park

ing

3030

3030

3030

3030

3030

3030

30Sa

lary

: Fou

nder

1:

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

0Sa

lary

: Fou

nder

2:

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

0Fr

eela

nce

Deve

lope

r:30

030

030

030

030

030

030

030

030

030

030

030

030

0Nu

tritio

nist

:25

524

027

025

524

021

021

021

025

525

521

015

023

0Lo

an P

aym

ent:

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

33,

563

3,56

3M

isc. M

arke

ting:

300

300

Mon

thly

Varia

ble

Expe

nses

:Fo

od &

Bev

erag

e:3,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

Pack

agin

g &

Disp

osab

les:

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

0Ga

solin

e:15

010

010

010

010

010

010

010

010

010

015

015

011

3Ve

ndin

g M

achi

ne S

pace

Ren

t:10

010

010

010

010

010

010

010

010

010

010

010

010

0Ta

x:Fo

od &

Bev

erag

e Ta

x:95

995

995

995

995

995

995

995

995

995

995

995

995

9

Tota

l Cas

h Pa

id O

ut20

,614

20,2

4920

,279

20,2

6420

,249

20,2

1920

,219

20,2

1920

,264

20,2

6420

,269

20,2

0920

,277

Cash-Flow Analysis / Income Statement - Fresh Leaves


28

Begi

nnin

gJa

n-17

Feb-

17M

ar-1

7Ap

r-17

May

-17

Jun-

17Ju

l-17

Aug-

17Se

p-17

Oct-1

7N

ov-1

7D

ec-1

7M

onth

lyAv

erag

eOv

ervi

ew

Cash

Sum

mar

yCa

sh o

n H

and

(beg

inni

ng o

f mon

th)

13,5

3513

,535

16,6

5919

,493

21,6

1823

,720

27,2

5926

,568

26,7

1027

,522

30,9

6132

,773

33,9

9225

,068

Cash

Ava

ilabl

e (o

n ha

nd +

rece

ipts

, bef

ore

cash

out

) 13

,535

30,4

4033

,224

35,3

6437

,226

40,7

8039

,984

40,1

1141

,208

44,7

2246

,519

47,7

7346

,092

40,2

87Ca

sh P

ositi

on (e

nd o

f mon

th)

13,5

3516

,659

19,4

9321

,618

23,7

2027

,259

26,5

6826

,710

27,5

2230

,961

32,7

7333

,992

32,3

5626

,636

Cash

Rec

eipt

sM

enu

Food

Sal

es:

13,7

5013

,500

12,9

0012

,398

13,5

0011

,000

11,5

0012

,398

13,5

0012

,398

12,0

0011

,000

12,4

87G

oodi

es:

600

750

606

500

750

250

303

500

800

700

600

100

538

Snac

ks /

Sm

ooth

ies:

405

405

405

550

600

275

350

500

650

500

450

100

433

Vend

ing:

1,20

096

096

096

096

030

054

030

01,

200

960

1,00

010

078

7N

utrit

ion:

950

950

1,00

01,

200

1,25

090

085

080

01,

050

1,00

095

080

097

5To

tal C

ash

Rece

ipts

16,9

0516

,565

15,8

7115

,608

17,0

6012

,725

13,5

4314

,498

17,2

0015

,558

15,0

0012

,100

15,2

19

Mon

thly

Fixe

d Ex

pens

es:

Kitc

hen:

300

300

300

300

300

300

300

300

300

300

300

300

300

Truc

k Pa

ymen

t:0

00

00

00

00

00

00

Truc

k In

sura

nce:

250

250

250

250

250

250

250

250

250

250

250

250

250

Vehi

cle

Lice

nsin

g:10

010

010

010

010

010

010

010

010

010

010

010

010

0Pa

rkin

g30

3030

3030

3030

3030

3030

3030

Pack

agin

g &

Dis

posa

bles

:1,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

Sala

ry: F

ound

er 1

:3,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

Sala

ry: F

ound

er 2

:3,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

3,50

03,

500

Free

lanc

e D

evel

oper

:30

030

030

00

00

030

030

030

030

030

020

0N

utrit

ioni

st:

285

285

300

360

375

270

255

240

315

300

285

240

293

Mon

thly

Var

iabl

e Ex

pens

es:

Food

& B

ever

age:

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

83,

308

3,30

8G

asol

ine:

150

100

100

100

100

100

100

100

100

100

150

150

113

Vend

ing

Mac

hine

Spa

ce R

ent:

100

100

100

100

100

100

100

100

100

100

100

100

100

Tax:

Food

& B

ever

age

Tax:

959

959

959

959

959

959

959

959

959

959

959

959

959

Tota

l Cas

h Pa

id O

ut13

,781

13,7

3113

,746

13,5

0613

,521

13,4

1613

,401

13,6

8613

,761

13,7

4613

,781

13,7

3613

,651

Financial Plan - APPENDIX F.3Cash-Flow Analysis / Income Statement - Fresh Leaves


29

Financial Plan - APPENDIX G

Fresh Leaves Opening Day Balance Sheet

Cash $175,000 Inventory and Supplies $3,458 Pre-paid Expenses $3,522 Total $181,980

Machinery & Equipment $3,280 Real Estate/Building $300 Total $3,580

Total Assets $185,560

Taxes $959 Salaries $7,000 Interest Payable $10,512 Insurance $250 Total $18,721

Assets minus Current Liabilities $166,839

Bank Loans $75,000 Total $75,000

Invested $4,000 Total $4,000

Total Liabilities and Networth $91,839

LIABLITIES

Current Liabilities

Long Term Liabilities

Owners' Networth

ASSETS

Current Assets

Fixed Assets

Opening Day Balance Sheet- Fresh Leaves

30

Financial Plan - APPENDIX HBreak-Even Graph - Fresh Leaves

31

Baehr, Leslie. “25 Devastating Effects Of Climate Change.” Business Insider 11 Oct. 2014. Business Insider. Web. 15 Oct. 2014. <http://www.businessinsider.com/terrible-effects-of-climate-change-2014-10>.

Gronroos, Christian. Service Management and Marketing: Customer Management in Service Competition. Wiley-Blackwell, 2007. Print.

Humphrey, Albert. “SWOT Analysis for Management Consulting.” SRI Alumni Newsletter (2005). Print.

Kim, W. Chan, and Rene Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, Mass.: Harvard Business School, 2005. Print.

Kotok, David. “Low Interest Rates Are a Worldwide Event and It’s Not a Government Conspiracy.” Business Insider 17 May 2014. Business Insider. Web. 7 Oct. 2014. <http://www.businessinsider.com/kotok-interest-rates-low-2014-5>.

Nestle,Marion,andTedWilson.“FoodIndustryandPoliticalInfluencesonAmericanNutrition.”NutritionandHealth22(2012): 477-88. Print.

Osterwalder, Alexander, and Yves Pigneur. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley, 2010. Print.

Perkins, Cindy. “Political Problems Affecting the Restaurant Industry.” Chron 1 Jan. 2014. Chron, Demand Media. Web. 2 Nov. 2014. <http://smallbusiness.chron.com/political-problems-affecting-restaurant-industry-62098.html>.

Shukla, Ishani. “PEST Analysis Example.” Buzzle. Buzzle.com. Web. 10 Nov. 2014.

Small Food Business. “Workshops & Tools.” Small Food Business. Web. 10 Nov. 2014. < http://www.smallfoodbiz.com/work-shops-tools/>

Smith, Cooper. “How E-Commerce Is Finally Disrupting the $600-Billion-A-Year Grocery Industry.” Business Insider 24 Sept. 2014. Web. 10 Nov. 2014. <http://www.businessinsider.com/e-commerce-disrupting-600-billion-grocery-industry-2014-8>.

“Ten Types of Innovation: The Discipline of Building Breakthroughs.” Doblin. Web. 11 Nov. 2014.

“The Cost of Starting a Food Truck.” Forbes 27 Sept. 2012. Forbes. Web. 13 Oct. 2014. <http://www.forbes.com/sites/in-vestopedia/2012/09/27/the-cost-of-starting-a-food-truck/2/>.

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