Snair
Business
Plan
“Allure of Elegance”
Adrian Robson, Sham Dursun
Comm 447 – Dec. 3rd ,2010
Snair Business Plan
Table of Contents
Executive Summary......................................................................................................................................3
1.o Business Overview..................................................................................................................................5
1.1 Introduction...............................................................................................................................5
1.2 Goals and Objectives..................................................................................................................5
1.3 Industry Overview......................................................................................................................6
2.0 Operations Plan......................................................................................................................................6
2.1 Site Plan.....................................................................................................................................6
2.2 Floor Plan...................................................................................................................................7
2.3 Business Operations...................................................................................................................8
2.4 Flow of the Organization............ ...............................................................................................9
2.5 Quality Control Program............................................................................................................9
2.6 Organizational Tasks................................................................................................................10
2.6.1 Daily.........................................................................................................................10
2.6.2 Weekly.....................................................................................................................10
2.6.3 Monthly...................................................................................................................11
2.6.4 Annually...................................................................................................................11
2.7 Suppliers..................................................................................................................................11
2.8 Service Providers.....................................................................................................................11
2.9 Capital Budget.........................................................................................................................12
2.10 Operating Expense................................................................................................................12
3.0 Human Resources Plan.........................................................................................................................13
3.1 Organizational Structure..........................................................................................................13
3.2 Job Descriptions.......................................................................................................................13
3.2.1 Managers/Owners...................................................................................................13
3.2.2 Sous-Chef.................................................................................................................14
3.2.3 Bartenders...............................................................................................................14
3.2.4 Waiter/Waitresses...................................................................................................14
3.3 Recruitment.............................................................................................................................15
3.4 Shareholder’s Agreement........................................................................................................15
4.0 Marketing Plan......................................................................................................................................16
4.1 Marketing Mix..........................................................................................................................16
4.2 Segmentation, Targeting, Positioning......................................................................................17
4.3 Competition.............................................................................................................................18
4.4 Marketing Expenses.................................................................................................................19
5.0 Financial Plan........................................................................................................................................21
5.1 Financial Structure...................................................................................................................21
5.2 Dividends Policy.......................................................................................................................21
5.3 Financial Analysis.....................................................................................................................22
5.4 Risk Analysis............................................................................................................................22
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5.5 Economic Forecast...................................................................................................................22
5.6 Break Even Analysis.................................................................................................................23
6.0 Summary...............................................................................................................................................23
Appendices.................................................................................................................................................24
Appendix A – Operating Expenses.................................................................................................25
Appendix B – Projected Revenues.................................................................................................26
Appendix C - Scenario Analysis.....................................................................................................27
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Executive Summary
Snair is a unique business to Saskatoon, offering an exclusive lounge and nightclub atmosphere
that is open to the public. Operation of Snair is overseen by its two owners; Adrian Robson and
Sham Dursun. Snair will be located downtown in Saskatoon, Saskatchewan. The proposed
location is at 245 3rd Avenue South. The interior of this property underwent extensive
renovations recently. Improvements will include full facelift inside and out, a raised stage with a
grand piano, wall partitions to separate entertainment areas from social areas and a mezzanine
section for businesses and individuals wanting to enjoy the entertainment from above. Staff will
include; one manager on site at all times, bartenders, wait staff, and Sous Chef. Snair will
operate for six days a week and open from noon until after midnight. The main cost within the
Capital Budget will go towards leasehold improvements, as atmosphere is what Snair is all
about.
Snair will rely heavily on its image. Careful consideration is given to its marketing plan to ensure
that the right strategy is used. Snair wishes to convey an image of style and prestige. Customers
should feel as though they are inside a “members only” establishment, without the necessary
fiscal requirements. Snair will also rely heavily on its staff to market the business. With each
customer interaction, Snair’s image should notably increase within the public brand recognition
of the business. Snair wants this image to encompass more than just individual customers, but
appeal to the business professional who wants to host events for their clients. The
establishment itself will be up for rental as well as just the mezzanine inside, this way business
meetings in Saskatoon no longer have to be confined to the board room. Snair will offer its
products at a rate above the competitions prices. This ensures that if the competition wants to
meet Snair’s price they will have to do some major improvements. Even with this above
average price, Snair will still offer discounts to its patrons. Large groups are welcome and Snair
is prepared to offer discounts to people who go out of their way to bring some extra friends
along for the evening.
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Financially, Snair will finance the $450,000 required for the initial start-up and operations for
one year, utilizing a combination of 50/50 Debt and Equity Financing. The equity involved will
be partially provided by the owners while the remainder would have to be sought through
strategic investors, the debt will be in the form of a loan from the Royal Bank of Canada.
Through this strategy an Internal Rate of Return of 72.6% is the result of utilizing this form of
financing for Snair. Snair has many critical variables that will determine its success for the
future. Snair is extremely sensitive to the number of customers, and to the number of days of
operatation. Other critical factors considered were to be its location and atmosphere of the
business for customers, in addition to its opening year of events and customer responses.
Although these variables have a substantial impact on Snair, with a strong business plan and
careful implementation, Snair will be successful for years to come.
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1.0 Business Overview
1.1 Introduction
Snair is looking to be Saskatoon’s premiere after hours nightclub. A new creation from owners,
Sham Dursun and Adrian Robson, Snair is off to a great start before the front doors open for
business. Both owners/managers of Snair hold Bachelors of Commerce Degrees from the
University of Saskatchewan. A combination of Fine Art, Marketing, and Management mixed
with the privilege of growing up in the middle of Sasaktchewan, combine to give Snair an
authentic feel that is uniquely Saskatchewan.
Snair is set to offer Saskatoon live Jazz and Blues music from local and international talents. A
full drink menu, offering premium liquors, will be available to customers as well as a light menu
offering specialty appetizers. The venue itself is designed with a dance floor and a second level
mezzanine for clients wanting to escape the action for awhile.
Snair wants to communicate to Saskatoon its mission to the citizens:
“To offer an enjoyable, stylish, but casual atmosphere to individuals with exclusive tastes”.
1.2 Goals and Objectives
Goals of Snair:
-achieve a ROI in that will allow continuation into successive years.
- attract talent locally
-attract clients to rent out the venue, not just to enjoy Snair by yourself, but for large groups of
people
-form partnerships with local vendors and talent, help fellow Saskatoon businesses and
individuals who will in turn help Snair
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-attract talent nationally and internationally once Snair has gained suitable reputation
-form partnerships with local events, such as the Saskatoon Jazz Festival
1.3 Industry Overview
The downtown business district of Saskatoon is populated by numerous night clubs and
lounges, most of these businesses are within walking distances. Patrons are looking for a venue
to relax with friends and enjoy a drink, while letting their tensions from the day wash away.
Within these businesses some do offer live entertainment with an option for customers to rent
out the entire facility. As much as Snair expects to set itself apart from the rest it is easy to
replicate our business. An overhaul of a current nightclub and then many of the lounges in the
area can offer live Jazz/Blues like we do. Life expectancy of night clubs is short in Saskatoon as
the industry offers many options for customers to spend the nightclub dollars on.
2.0 Operations Plan
2.1 Site Plan
Snair will be located in the downtown district of Saskatoon, Saskatchewan. The proposed
location for this venture is located at 245 3rd Avenue South. It was chosen based on the
following rationale:

It sits in an area of a rejuvenating business district where its high walking traffic would
serve as a strategic advantage for Snair.

This venture would be able to penetrate this area with high visibility to the business
community and by other drive-by consumers.

It is close to the corner of a very busy intersection situated next to the popular pub;
Winston’s.
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The map below (Fig.2.1) gives a view of the location.
2.2 Floor Plan
Snair will be leasing the proposed location of 2,883 sq. ft. The offered lease space also includes
an additional 830 square feet at no extra charge. ICR has also offered storage space in the
basement free of charge. Recently, this location has undergone improvements encompassing
$80,000 in new renovations. Renovations consist of new laminate flooring, paint, ceiling
fixtures, and new fire suppression system, which also included a complete restructuring of the
basement. The property contains numerous open areas with a main washroom and significant
office space. The proposed layout for Snair consists of some improvements to the building itself
to portray the desired atmosphere. There will be 2 washrooms (male/female), a prep kitchen
for appetizers and other light food menu items, and vast storage space made available for
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inventory and supplies. In addition to a raised stage with a grand piano, there will be wall
partitions to separate entertainment areas from social areas and a mezzanine section for
businesses and individuals wanting to enjoy the entertainment from above. Our proposed
layout below gives an accurate illustration of Snair.
Fig 2.2 Proposed Layout
2.3 Business Operations
Snair will be open for approximately 300 days in the year. Hours of operation are as follows

Monday-Thursday
▪

12:00pm – 1:00am
Friday – Saturday
▪
12:00pm – 2:30am
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
Sunday
▪
Closed
2.4 Flow of the Organization
Snair will operate like any other bar service with outstanding service. Customers will enter the
building where they will then be greeted by a hostess or server. They will then be seated in the
entertainment, social, or mezzanine area (pending entertainment schedules and preference),
where the server will provide the customers with menus. After placing their order, the server
will enter their information into the cash register tracking system to keep track of orders. At
this time during when food and drinks are served and check-ins will occur regularly, music
depicting a casual environment will play in the background in order to set an appropriate mood.
Once the customers’ orders have been fulfilled to their desire, the server will then present the
bill in an appropriate manner and be able to provide payment either at their table or at the
cash register. Throughout the entire process the wait staff will ensure a high level of customer
service. These employees serve as Snair’s most important marketing agents, promoting the
hospitality and style of the business to all customers who enter.
2.5 Quality Control Program
The quality desired in Snair’s products and services it offers will not require any ISO certification
but it will require its prep staff to have food-handling courses as it is essential when storing its
food and liquor that proper practices are utilized. Snair will provide high-quality appetizers that
will be inspected on a regular business. Snair’s private chef and prep staff will be trained to
ensure the food is inspected before serving. This will be a crucial aspect of Snair as quality is an
issue.
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2.6 Organizational Tasks
2.6.1 Daily
The manager(s) will be the first to arrive. They will be responsible for opening the doors, which
will include turning on all lights and lamps, ensuring cleanliness of the bar, in addition to
checking equipment, storage and daily inventory lists. During this process, employees will arrive
to set up tables, cash registers and dealing with any other assigned duties. In the beginning,
managers will have keys to the bar, however as time progresses, managers will leave keys for
full-time staff “supervisors” to close-up and deal with clean-ups and preparations for the next
day.
Servers will be responsible for taking orders, cleaning tables, and serving customers along with
any other duties assigned such as folding napkins, filling daily inventory lists, etc.
Bartenders will be responsible for cleaning, serving customers, and any preparations that need
to be made that the managers can assign.
Managers will be responsible overseeing operations, customer service, resolving issues that
may arise in addition to clerical duties concerning day-to-day activities. This would involve,
answering customer’s issues , scheduling bookings, finances, supply orders, etc.
Concluding the day, thorough cleaning will be done (i.e. stacking chairs, cleaning washrooms
etc.). Staff meetings will be conducted from time to time to follow up on its progress,
enthusiasm, and any issues that are arising or potential problems that may occur in the future.
All the staff will then leave as the manager will lock up the bar.
2.6.2 Weekly
Every week a manager will do inventory reports on food and liquor for Snair. This will ensure
that there is enough inventory available to fulfill customer requests. The manager will take on
the responsibility of ordering inventory as well as making projections to avoid shortages. The
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manager will also ensure entertainment events are on schedule and implement backup plans
where necessary.
2.6.3 Monthly
Snair’s managers will carry out all financial activities. Monthly staff meetings will be held to
revaluate goals and objectives, review and address problems, and plan staff events accordingly.
Managers will also go through customer feedback reviews, in addition to any new applicants
wishing to be employed at Snair.
Marketing strategies will be constantly developed either improving or integrating new
strategies in order to successfully penetrate the desired market.
2.6.4 Annually
As usual annual reports will be prepared to measure Snair’s performance, profitability and
possible future growth through projected plans. Budgets will be prepared from analyzing the
past year’s performance and informed decisions will be made on where best to allocate
spending to increase Snair’s profitability.
2.7 Suppliers
Snair’s inventory of liquor will be provided by Saskatchewan Liquor Board, while its food will be
bought from a mix of local vendors and Russell Foods. In terms of our building improvements,
Snair will be purchasing light fixtures from Aim Electric. Ashley Furniture will be supplying
tables, chairs for the premises. Décor and other miscellaneous fixtures, paint, and artwork will
be purchases as recommended by local interior design firm, Atmosphere Interior Designs.
2.8 Service Providers
ICR will be handling all utilities, repairs and maintenance to the building as per included in the
lease. Leasehold improvements will be conducted by Wright Construction. SaskPower will be
supplying our power and SaskEnergy will supply our natural gas. SaskTel will be our phone and
internet services provider.
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Any minor improvements after any leasehold improvements have been made, such as repairing
any damages to the establishment will be completed by a private contractor or Wright
Construction. Meyers Norris Penny will be conducting all payroll and accounting matters.
2.9 Capital Budget
Initial asset improvements and purchases of the furniture and fixtures will be the main aspects
in which Snair will require its capital. Asset improvements will be done to create the desired
atmosphere for Snair while the furniture and fixtures will be purchased from a variety of stores
as mentioned above, offering the products required to match and sustain an everlasting image.
Its’ breakdown can be found below.
Capital Required
Cost
Asset Improvements
250,000
Furniture and Fixtures
250,000
Total
$500,000
2.10 Operating Expenses
The operating expenses for Snair are outlined in Appendix A for the first year of operations. For
this venture, the main expenses will be advertising, lease costs, opening events in addition to
wages, and employee benefits. Employee benefits are calculated using the following
percentages:

EI – 2.42%

CPP – 4.95%

Holiday Pay – 5.77%

WC – 2%
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3.0 Human Resources Plan
3.1 Organizational Structure
Managers/Owners
Bartenders
Waiter/Waitress
Sous Chef
Bartender
Waiter/Waitress
Waiter/Waitress
Waiter/Waitress
Sous Chef
Waiter/Waitress
3.2 Job Descriptions
3.2.1 Managers/Owners
Duties:
-oversee daily operations of the business
-solve customer issues
-schedule staff
-purchase supplies
-promote business by interacting with customers
-analyze financial documents to ensure proper growth of revenues
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-communicate with other manager/owner
-manage Snair’s human resources- hiring and dismissal, conflict resolution
3.2.2 Sous-chef
Duties:
-prepare appetizers at local residence for preparing on site at Snair
-create new appetizers for the current menu
-maintain proper work environment as according to current Saskatchewan Health
Standards.
-order food inventories to achieve the desired quality standards of Snair
3.2.3 Bartenders
Duties:
-maintain bar inventories as per Snair’s standards
-be up to date on current trends in mixology
-prepare drinks for wait staff and customers
-maintain a clean work environment
-promote image of Snair to customers
3.2.4 Waiters/Waitresses
Duties:
-greet customers
-interact with customers, taking orders and serving.
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-clean tables after customers leave
-janitorial duties
-promote image of Snair to customers throughout shift
3.3 Recruitment
Snair’s recruitment strategy for employees will be centralized around experience, interpersonal
skills/communication, leadership, and teamwork. Through business contacts, word of mouth
and timely advertisements in local job listings, Snair will be able to receive a number of
applications and resumes in a timely manner.
Snair promotes a positive working atmosphere where teamwork and customer service and
promotion is vital. This entails quickly adapting to new tasks, enjoying the work assigned in
addition to supporting your fellow workers.
Employees will be trained (not including prep cook staff) in a cross-functional matter to
minimize problems and lack of knowledge for workers. This way, if an employee is not able to
work, another employee is able to pick up the slack until a replacement is found.
3.4 Shareholder’s Agreement
In exchange for labour and running the business, the managers/owners will carry 51%
ownership of the business as a partnership with investors.
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4.0 Marketing Plan
Snair is concerned about image, ours and our customers. Therefore, careful consideration has
been given to the Marketing Plan.
4.1 Marketing Mix
1. Product- Appetizers and a light menu will be offered to customers. Alcohol, in the form of
high quality brands will be available, accompanied by full bottle service and an extensive wine
selection. Live entertainment will be provided, Jazz and Blues.
Service- Wait staff will provide patrons with all purchases and assistance for the duration of
their visit to Snair. The venue will also be available to rent out, either the entire establishment
or just the mezzanine.
2. Price- Our pricing will be slightly above industry average for alcohol and appetizers. The
image of Snair will be that of high class, and thus prices should follow the image. High class and
low prices do not mix.
The pricing will not be so high that patrons can not afford to come to Snair, but to give the
persona that they are able to afford a luxurious lifestyle for the individual and their group.
Offering the higher price will prevent the competition from matching our price since they would
have to noticeable raise theirs. In order for them to copy Snair’s pricing they would have to
make improvements to their product offerings or atmosphere, as well as costly modifications to
simply meet our standards at Snair.
3. Promotion- Snair will strive to create the image of high style and sophistication. Snair also
intends to target the experienced professional of Saskatoon as well as the new and up and
coming. Any person who is ambitious and driven, and who wants to create an image for
themselves is welcome at Snair.
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Snair will always be striving to expand its networks, by appealing to locals and travelers alike.
Taking visual elements highlighting the elegance of Paris to the high style and exclusivity of the
New York socialite, Snair wants to show the world that Saskatoon does indeed have soul and
culture.
4. Place- Snair intends to sell directly to the public as it is a private business located in the heart
of downtown, within walking distance of many of Saskatoon’s major corporate offices. This is
key as Snair will be targeting Saskatoon’s professionals. Snair also wishes to take advantage of
the established professional in Saskatoon by using their patronage to attract the new and
inexperienced professional s to their social circles, which will happen to frequent Snair.
4.2 Segmentation, Targeting, Positioning
Segmentation- Snair’s market is Saskatoon, and people visiting from other cities from around
the world. Ages are any person over 19 years of age who can legally purchase alcohol.
Saskatoon is a mix of many middle and lower class income individuals, with few high income
earners.
Targeting- Snair will initially target Saskatoon locals, experienced professionals, high income
earners.
Fig 4.2 Growth Rate
Growth Rate- Number of
Customers
15%
10%
5%
2%
2%
Average Household income in 2008 - $77, 740
Approximately 142,000 people are employed
•
Assuming 35% of this demographic is outgoing, with a high disposable income
•
Assuming 30% of this demographic can be captured
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•
Assuming a 15% growth rate in the first year for customers as population
increases
Positioning- Snair wants to incite a feeling of prestige within its customers when they think
about Snair. Our promotions will be sophisticated and stylish. They will give our potential
customers the feeling of exclusivity when they think or hear the word Snair, as if they stepped
into a private club all of their own. We want to offer the feeling of exclusivity that is within
reach of the everyday, distinguished and demanding professional.
Positioning Statement - “To the outgoing, and successful individuals that enjoy a social
atmosphere filled with good music in the ambience of friends and colleagues –Snair – Allure of
Elegance.”
4.3 Competition
There are numerous local businesses within walking distance of Snair, all of which are
considered direct competition. Such as:
Staccato
The Bassment
The Barking Fish
FLINT
6Twelve Lounge
Aroma Mediterranean Resto-Bar
Stovin’s Lounge
These competitors offer almost the same products and services as Snair will offer. As well as
offering these products at a slightly lesser cost to the customer. The Bassement is the only
business to offer live Jazz music.
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After Snair is opened for business there is great change of competitors replicating our services.
Since the main competitive advantage that we have is our music and our upscale atmosphere,
we must take careful consideration into the design of the image to warrant the above average
price we will be commanding.
4.4 Marketing Expenses
Media Channels- Radio advertisements will be purchased to run three times a day on one radio
station for the duration of one year. The radio station will be chosen based on the most popular
channel our target market listens to.
Newsprint- Advertisements will be taken out in the Saskatoon Star Phoenix in the Business
Section and in the Weekend Extra insert. They will communicate upcoming artists and menu
items.
Printing – Will be a selection of flyers that will be distributed to chosen businesses throughout
Saskatoon as well as mailed out to potential customers. Signage will be displayed on the store
front as well as a portable sign to be displayed on the sidewalk. Labels for the office and posters
for concerts will also be distributed.
Guerrilla Marketing- Throughout the year campaigns will be implemented to attract awareness
to the business. Street performers attracting attention and other forms of non traditional
advertising will be implemented on a reoccurring basis.
Website- A website must be created to keep customers aware of current performances and
new product offerings. As networking with clients and partnerships are formed, the website will
also serve as valuable tool linking our business to other businesses.
Opening Events – During the first year a large marketing campaign will be implemented to
attract new customers. Brining in popular artists to perform and offering new and exciting
events will draw in curious customers.
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Wages- Snair intends to offer bonuses to the most important marketing agents in the business,
the employees. For exemplary service we will give out bonuses and gifts to our employees for
promoting our company and ensuring repeat business.
Discounts and Promotions- Snair will be offering discounts to large groups who frequent the
establishment, in an effort to attract and retain loyal customers and encourage customers to
try new products.
Marketing Expenses
Projected Revenues (See Appendix B)
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5.0 Financial Plan
5.1 Financial Structure
In order to finance the $450,000 required for the initial start-up and operations for one year,
Snair will utilize a combination of 50/50 Debt and Equity Financing. From the Royal Bank of
Canada, a loan of $225,000 will be acquired as a remainder of $225,000 will be left and
financed through equity. The equity involved can be partially provided by the entrepreneur
while the remainder would have to be sought through strategic investors. The table below
provides a basic outline.
Financing Budget
Bank Debt
$225,000
Equity
$225,000
Total
$450,000
5.2 Dividend Policy
Since Snair’s projections depict that 1st year of operations being a success factor, there will be
no dividends declared in the 1st year. Profits will be re-invested to ensure continuing operations
and stability. Utilizing this approach efficiently and effectively, the first year will provide a
“cushion” for cash that would be readily available in case of emergency. If Snair proves to be
successful, dividends will be declared as follows:
Fig. 5.2
Year
Dividends
2011
75,000
2012
100,000
2013
100,000
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5.3 Financial Analysis
Utilizing 50/50 Debt and Equity financing, Snair receives an NPV of $438,938. With the required
return on investments to be 25%, this exceeds its expectations. An Internal rate of Return of
72.6% is the result of utilizing this form of financing.
5.4 Risk Analysis
Critical Variables

# of Customers

# of Days That We Operate

Location & Atmosphere

Customer Response

Opening Year

Competitors
Snair has many critical variables that will determine its success for the future. The business’s life
is extremely sensitive to the number of customers (see Appendix C), and to the number of days
we will operate. Other critical factors considered were to be its location and atmosphere of the
business for customers, in addition to its opening year of events and customer responses. If
Snair does not penetrate the market in the opening year, it could not last past the next 5 years.
Snair’s competitors will provide similar service and entertainment that have already been
established in Saskatoon that could pose as a potential barrier.
5.5 Economic Forecast
Based in Snair’s financial model, it is assumed that the status of the current economy will
stabilize in the long-run. It was suggested that an inflation rate of 2.0% and an interest rate of
6% was applicable for the foundation of the financial model.
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5.6 Break-Even Analysis
The break even scenarios were created by two determinants; how many customers needed per
day and also how many days Snair needs to operate in order to have a zero net income. In
order to break-even, Snair would need:
70.6 Customers /day
141.27 days/year
Sales would be estimated at $629,854. See APPENDIX for further details
6.0 Summary
The city of Saskatoon currently has similar businesses already operating for the high-end style
customers. Snair could provide an exclusive atmosphere and enjoyable entertainment to
their customers that would excel over their competitors. In order to “allure the elegance” its
clients, it would require a moderate investment along with high risk of failure. Therefore, this
new business venture would not seem viable at this time due to many incontrollable risk
factors. Snair could succeed in the future if given the appropriate investors are willing to bear
the risk in addition to more planning and analysis was provided.
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Appendices
Appendix A – Operating Expenses
Operating Expenses
Accounting & Legal
Advertising
2010
5,000
97,600
Casual Labor
4,000
Insurance
3,000
Liscense & Fees
1,000
Stationary
1,500
Tools and Equipment
2,000
Telephone and Internet
2,400
Website
4,000
Opening Events
43,000
Discounts and Promotions
10,000
Miscellaneous
5,000
Property Taxes or Lease Cost
64,868
Utilities
20,000
Wages
325,710
Wages - Staff Incentives
Employee Benefits
Repair and Maintenance
3,500
49,312
2,000
Other Variable Costs
19,740
Capital Cost Allowance
30,000
Debt Interest
13,500
Total Operating Expenses
$528,630
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Appendix B – Projected Revenues
Revenues
Walk-in Customers
2010
2011
2012
2013
2014
675,000
757,350
811,122
843,891
877,984
104,000
318,240
324,605
331,097
337,719
104,000
424,320
432,806
441,463
450,292
104,000
212,160
216,403
220,731
225,146
$987,000
$1,712,070
$1,784,936
$1,837,182
$1,891,141
Events
Venue Bookings
Mezzanine Bookings
Total Revenues
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Appendix C – Scenario Analysis
1,400,000
1,212,000
1,200,000
1,000,000
987,000
800,000
Worst-case
600,000
537,000
512,548
Base -case
Best-case
352,192
400,000
200,000
64,141
104,550
-19,375
0
Sales
Net Income
30,990
NPV
-200,000
Created by Adrian Robson and Sham Dursun
Page 27
Snair Business Plan
Works Cited
City of Saskatoon. (n.d.). City of Saskatoon. Retrieved December 3, 2010, from
http://www.saskatoon.ca/Pages/default.aspx.
Created by Adrian Robson and Sham Dursun
Page 28