Tea Room Business Plan
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Executive Summary
1.0 Executive Summary
Jasmine Teahouse is a new tea room in the quaint New England town of Simsbury, Connecticut.
Jasmine Teahouse is a Limited Liability Corporation, managed by its owners, Earl and Lady Grey.
Earl Grey has five years of experience managing a successful boutique coffeehouse in a similar
locale in Maryland. His love and knowledge of teas will make the transition to owning and
running a teahouse a natural step. Lady Grey has 3 years of training as an herbalist and worked
for 4 years as a teatender in Boston. She is currently training to be a nutritionist; her knowledge
of the health benefits of tea will help our marketing and sales efforts.
Jasmine Teahouse will offer a full range of teas (hot and iced), as well as pastries, premium
chocolates, tea accessories, and loose teas for taking home or giving as gifts. Lady Grey is a
master teatender, and Earl has been learning proper brewing techniques from her for the last
four months. We will train all of our teatenders in the proper storage, brewing, and serving of
each kind of tea.
The American tea market is growing rapidly. Tea sales have increased 165% since 1990, with the
number of tea rooms offering sit down service rising about 15% to about 1,500 shops. American
interest in tea certainly owes some of its increase to the proliferation of gourmet coffee shops
around the country in this same period. Most of working America has accepted the idea of
expensive hot beverages as affordable luxuries, thanks to the marketing efforts of Starbucks,
Seattle's Best, and so on. At the same time, fashion is always on the move - now that fancy
coffee drinks are so widely accepted, savvy consumers are looking for new, more unique treats
to enjoy. Starbucks estimates that 7% of its $12 billion annual sales currently come from tea.
In Simsbury, our potential clientele is divided between local residents and tourists (roughly
100,000 per year, in all seasons). We expect to easily generate sales to existing committed tea
drinkers, who will immediately recognize the quality of our products and services. Marketing to
the much larger local groups who are not yet familiar with premium teas will emphasize our
atmosphere (cozy, intimate, luxurious), our prestige-value (high prices, the sophistication of
having a favorite "exotic" tea type), and our wide array of potential gifts (gift baskets,
chocolates, loose teas and tea accessories). Sales to tourists depend on a highly-visible location,
association with the quaint charm of our town, and promotional efforts in cooperation with
other local businesses.
We have no direct competitors in our area. Dunkin Donuts and a local cafe cannot compete with
our upscale approach, and the nearest Starbucks is 5 miles away. Simsbury's growing affluence
and gentrification work in our favor, as our upper-middle class customer base seeks out new
status markers and mini-luxury experiences in a convenient, nearby location.
Our well-researched and conservative sales forecasts project sales over $190,000 in the first
year, with continued moderate increases through year 3. We project a net profit in the first year
of over $13,000, with steadily increasing net worth for the foreseeable future.
The owners are investing $10,330 of their own money into the business. Jasmine Teahouse is
seeking an additional 6 year loan of $53,633 to fund our startup costs. We plan to open our
doors in June of 2004.
Highlights
1.1 Objectives
To operate a successful tea and chocolate store in Simsbury, employing one to two
employees the first year.
To obtain a minimum of 200 regular customers in the Simsbury market the first year of
operation.
Achieve first year sales of $190,000.
Maintain an average gross margin of 58 percent.
To produce a reasonable net profit by the end of the third year of operation.
1.2 Mission
Our goal is to provide the finest premium teas and chocolates to residents of the Simsbury, CT
area in a relaxed and fun atmosphere.
1.3 Keys to Success
1.Experienced Owners/Managers. Earl and Lady Grey have years of experience in this and
related industries.
2.Product Quality. We sell only the finest whole-leaf loose teas, pastries, and chocolates.
3.Excellent Customer Service. Each customer will be treated as would an honored guest in our
homes.
4.No direct competition. We are the only teahouse in 20 miles.
5.Enough working capital to survive the first year as we build a customer base.
6.Broad cross-seasonal offerings. In addition to hot teas, we offer iced teas, chocolates, and gift
baskets to cover seasonal variations in customer demand.
Company Summary
2.0 Company Summary
Jasmine Teahouse is a start-up business on a well-trafficked street in Simsbury, CT. Our primary
focus is in the over 50 kinds of loose tea we offer, including black teas, green teas, herbal teas
(infusions), and flavored teas (black or green tea plus other flavors). We serve our teas hot and
iced, and sell loose teas by the ounce.
In addition, we sell premium chocolates and gift baskets, and offer daily pastries to accompany
tea orders. Since we are not intending to compete with coffee giants such as Starbucks, we brew
only one kind of coffee daily, as a courtesy to our customers.
About Simsbury
Simsbury is one of Connecticut's oldest communities, incorporated in 1670. The population in
Simsbury has grown from 5,000 in 1950 to today's population of over 23,000. While Simsbury
has seen some development, the town is committed to maintaining its rural environment and
historic charm. Simsbury old New England appeal has also made it a popular tourist destination
for residents of Hartford, Boston and New York City.
Simsbury has four State parks, several wildlife habitats, and Talcott Mountain, a great hiking
destination. Tourists flock to Simsbury in all four seasons for outdoor activities, historic
sightseeing, and shopping. In Summer, the Talcott Mountain Music Festival draws crowds from
Hartford, and in Autumn, the city-dwelling "leaf-peepers" stop to enjoy our antiques and craft
fairs. Winter brings cross-country skiiers, candlelight tours of the historic downtown, and ice
skating, while Spring introduces the Simsbury Light Opera season and the River Run Road Race.
2.1 Company Ownership
As a Limited Liability Company in the State of Connecticut, ownership of Jasmine Teahouse is
identified as belonging to its managers. These partners, Earl Grey and Lady Grey, each control
50% of the business.
Earl Grey has five years of experience managing a successful boutique coffeehouse in a similar
locale in Maryland. His love and knowledge of teas will make the transition to owning and
running a teahouse a natural step. Lady Grey has 3 years of training as an herbalist and worked
for 4 years as a teatender in Boston. She is currently training to be a nutritionist; her knowledge
of the health benefits of tea will help our marketing and sales efforts.
2.2 Start-up Summary
Equipment and Inventory will make up 75% of start-up requirements. Leasehold improvements
and general expenses comprise the remaining 25%. The owners are contributing $10,330 of
investment to the business. We need a total of $63,963, and are seeking a long-term loan of
$53,633; we plan to pay this loan back in full within 6 years, at a 9.25% interest rate.
Long-term Assets, $13,808
Refrigerated Chocolate Case: $3,500
Tea Racks: $2,300
Coffee Maker: $908
Hot Water and Steam machine: $1,100
Dishwasher: $3,000
Other Hardware & Appliances: $3,000
Short-term Assets, $6,605
Coffee Grinder: $564
Iced Tea Shakers: $541
Furniture: $5,500
Expensed Supplies, $1,200
Napkins, Stirrers, cleaning supplies, tea-balls, tasting cups
Start-up
Start-up
Requirements
Start-up Expenses
Legal
$750
Stationery etc. $800
Brochures
$200
Insurance
$500
Rent
$3,000
Leashold Improvements $10,000
Start-up Supplies
$1,200
Dishes, Teacups, Teapots
$2,000
Other $100
Total Start-up Expenses $18,550
Start-up Assets
Cash Required $15,000
Start-up Inventory
$10,000
Other Current Assets
$6,605
Long-term Assets
$13,808
Total Assets
$45,413
Total Requirements
$63,963
Start-up Funding
Start-up Funding
Start-up Expenses to Fund
$18,550
Start-up Assets to Fund $45,413
Total Funding Required $63,963
Assets
Non-cash Assets from Start-up $30,413
Cash Requirements from Start-up
$15,000
Additional Cash Raised $0
Cash Balance on Starting Date $15,000
Total Assets
$45,413
Liabilities and Capital
Liabilities
Current Borrowing
$0
Long-term Liabilities
$53,633
Accounts Payable (Outstanding Bills)
$0
Other Current Liabilities (interest-free) $0
Total Liabilities $53,633
Capital
Planned Investment
Owners $10,330
Other $0
Additional Investment Requirement
Total Planned Investment
$10,330
Loss at Start-up (Start-up Expenses)
Total Capital
($8,220)
$0
($18,550)
Total Capital and Liabilities
$45,413
Total Funding $63,963
Start-up
Products and Services
3.0 Products and Services
Jasmine Teahouse will specialize in premium teas, fine chocolates, and gift baskets. Our full
"teahouse" experience is complemented by an assortment of loose teas, premium chocolates,
tea accessories and gift baskets, all suitable as souvenirs and gifts for our tourist customers. Our
goal is to be a destination store for visitors, and a resource for locals seeking gifts, new
experiences, and knowledge of tea.
52 kinds of tea
Our tea-tenders will know the best brewing temperature and time for each of the 52 kinds of
teas we offer. These include straight black teas such as Assam, Ceylon, Darjeeling and Keemun,
blends like Chai, Earl Grey, and our own creations, like "New London Garden Party," a
Ceylon/Vanilla/Jasmine blend. We will also offer a range of green teas, which are becoming
more popular with the proliferation of local sushi restaurants. Jasmine Teahouse's no-caffeine
herbal infusions range from flavored rooibus to fruit blends and medicinal brews (chamomile,
ginseng, etc.).
All of these teas are available hot, iced, or loose for customers to take home and brew at their
leisure.
Pastries
To complement our beverages, we will offer a small selection of freshly-baked pastries from a
local bakery. Our alliance with this bakery allows us to offer high-quality baked goods at a
reasonable price, in exchange for co-advertising. These items are not intended as a staple of our
overall profit structure, but help us to create the whole-service feeling of a real teahouse,
without investing in cooks, bakers, or kitchen equipment. Based on market research, we believe
that up to 2/3 of our sit-down clientele will order a cookie, piece of cake, scone, muffin, or
savory croissant with their tea. Not offering such treats could lose us customers.
Chocolates
In keeping with our upscale, indulgent feeling, we will sell premium chocolates such as Godiva,
Scharffen Berger, and Garrison, as well as environmentally-friendly ones like Dagoba and vegan
chocolates. We will offer a limited selection of truffles and dipped chocolates (like chocolate
covered cherries, orange peel, and candied ginger), and a wider array of loose bars and
chocolate gift baskets.
Coffee
We are a teahouse; we focus on tea. Since we are not intending to compete with coffee giants
such as Starbucks, we brew only one kind of coffee daily, to satisfy those accompanying true tea
lovers on their visits to our store.
Tea paraphernalia
Tea paraphernalia includes specialty teapots, teaballs, decorative tea tins, "art of tea" books,
and various small, seasonal, non-food, tea-related items.
Gift Baskets
We offer a selection of pre-made gift baskets, and will work with customers to create custom
baskets for any occasion. Our tea tins come in a range of sizes and designs, and we will keep at
least five colors of baskets and liners in stock at all times.
Market Analysis Summary
4.0 Market Analysis Summary
The Tea Market
The American tea market is growing rapidly. Tea sales have increased 165% since 1990, with the
number of tea rooms offering sit down service rising about 15% to about 1,500 shops. The
number of tea rooms selling loose tea and accessories rose over the same period to about 200
shops.
American interest in tea certainly owes some of its increase to the proliferation of gourmet
coffee shops around the country in this same period. Most of working America has accepted the
idea of expensive hot beverages as affordable luxuries, thanks to the marketing efforts of
Starbucks, Seattle's Best, and so on. At the same time, fashion is always on the move - now that
fancy coffee drinks are so widely accepted, savvy consumers are looking for new, more unique
treats to enjoy. Starbucks estimates that 7% of its $12 billion annual sales currently come from
tea.
Spurred by studies touting tea's health effects, and increasing familiarity with Asian and South
Asian cuisine and its tea customs, American consumers have been turning towards tea as a
more original, more "natural" affordable luxury. In addition, the cultural connection of tea with
all things "civilized" (largely from American understandings of British high tea) has made tea
knowledge, including the choice of a favorite teahouse, a mark of sophistication among many
American middle class women.
Simsbury itself is a rural town getting slowly gentrified, and gradually adopting the sophisticated
tastes of its tourists. Recent moves towards organic farming in several of the surrounding towns
reflect the changing tastes and priorities of local residents. Local high schools have seen
dramatic increases over the last 10 years in the percentage of juniors and seniors enrolled in
courses for college credit - newer residents are much more concerned with education than their
predecessors, as the community's affluence grows. All of these trends bode well for the success
of an upscale teahouse.
The Chocolate Market
Annually, $408 million of premium chocolates such as Godiva, Scharffen Berger, Ghirardelli and
local private labels such as Garrison's are sold throughout America. Despite the 19% per year
growth rate from 1996-2002, the U.S. chocolate market has not yet matured, leaving room for
continued growth. Europeans consume twice as much chocolate as Americans, with a per capita
consumption of 22.4 pounds vs. 12.2 pounds. It is estimated that the premium chocolate market
will grow from 408 million dollars per year in 2002 to 1.2 billion dollars per year by 2005.
Market Size
Locals
Hartford County's population is 885,000 people, with 80,000 living within a 5 mile radius of
Simsbury Center. Of these, 37%, or 30,000, are between the ages of 25 and 60 - our target age
group. Given our upscale comestibles selection and prices, and based on U.S. census data for
local income levels, we estimate that roughly 2/3 of these of these people have pre-existing
brand loyalties or economic constraints that would discourage them from visiting our teahouse.
Our local target market is therefore roughly 10,000 people.
Tourists
According to a 2001 study by the Connecticut Center for Economic Analysis (U. Conn),
Connecticut's travel and tourism industry generated gross revenues in 1999 in excess of $4.9
billion, or almost 4% of Connecticut's 1999 estimated gross state product. The same study found
that travel and tourism is one of the fastest growing industries in Connecticut. Simsbury itself
benefits economically from tourist visits all year round, with our combination of scenic outdoor
activities and seasonal cultural events. Based on data from the Simsbury Chamber of Commerce,
we estimate a potential market of at least 100,000 tourists annually for our business.
4.1 Market Segmentation
While we anticipate a split between locals and tourists, all members of our target market are
between the ages of 25 and 60, and have a moderate to sizable disposable income.
Market Analysis
Market Analysis
2004
2005
2006
2007
2008
Potential Customers
Growth
CAGR
Local Residents 5%
10,000 10,500 11,025 11,576 12,155 5.00%
Tourists3%
100,000
3.00%
103,000
106,090
109,273
112,551
Total
113,500
117,115
120,849
124,706
3.19% 110,000
3.19%
Market Analysis (Pie)
4.2 Target Market Segment Strategy
Jasmine Teahouse will provide the local upper-middle-class community with a place to socialize,
indulge themselves with fine teas and pastries, and find unique chocolates and tea for gifts. For
tourists, Jasmine Teahouse will be a destination stop in their tour of the town, whether as a
break from shopping, a warm-up visit after skiing, or a place to buy unique gifts as souvenirs of
their holiday.
These customers will be glad to pay the price premium for our products in exchange for the high
quality, great taste, and sense of prestige they receive. In fact, higher prices for some items
(Assam golden tippy versus regular Assam) may encourage higher sales - these kinds of
customers eagerly accept the idea that higher prices equal higher quality, and want to buy "only
the best," regardless of whether their palate is educated enough to appreciate the subtle
differences.
4.3 Service Business Analysis
The tea market is relatively new in rural and suburban areas such as Simsbury. Currently, locals
and more sophisticated tourists looking for a cup of coffee or tea can either go to the local
Dunkin Donuts or Peaberry's cafe, or travel up to five miles out of town to reach the nearest
Starbucks. None of these options is geared toward the tea drinker, and none of them offer the
convenience or upscale feeling, let alone knowledgeable service, available at Jasmine Teahouse.
Teahouses have long done well in urban areas; Tealuxe in Boston and the Russian Tea Room in
New York are both internationally renowned. In smaller tourists areas, however, smaller, more
eclectic teahouses have also done very well in recent years. The Berkshires, a tourist area
roughly 50 miles north of Simsbury with a similar tourist base, now has over 15 specialty
teahouses throughout the county. In talking with the owners of three of these establishments,
we have learned that their proximity to cultural events, shopping districts and fine restaurants
has brought in hundreds of walk-in tourists monthly, while advertising with local hotels and bed
and breakfasts boosted their clientele only slightly. Word of mouth, visibility, and year-round
tourist appeal are very important for a teahouse's success in areas like Simsbury.
Tea Myths
Most people do not consume tea as a morning ritual as they do with coffee.
Tea is consumed in the afternoon and before bed.
People drink tea only during cold weather, making the business seasonal.
Tea is associated solely with the image of old ladies, china cups and doilies.
Tea Facts
Tea is growing in popularity and more people are drinking tea in the mornings as a
substitute for coffee.
Tea is being consumed throughout the day; its milder caffeine effect allows for multiple
cups without the "jitters."
Today's tea drinkers do not limit their purchases to one season, but drink tea all year
long.
Tea has become the drink of choice for today's baby boomer, and tea's health effects
are giving tea a more active, youthful, and healthy image.
Premium Chocolate Sales
In the Hartford area, the premium and near-premium chocolate market is made up of three
major competitors: Godiva, Munson's and Lindt. Both Godiva and Munsons sell their products
out of their own stores, while Lindt's products are sold through retailers such as Target. Lindt is
beginning to expand in the market with 90 stores as of 2003, the nearest one in Westport, CT.
With the higher than expected growth rate in the premium chocolates market, retailers like
Godiva are expected to open new locations. Due to the nature of the business it is hard to gauge
the overall net sales of these privately held companies. Godiva, owned by Campbell, has
reported that their sales in the confectionary division are $484 million. Their overall sales have
remained flat with the exception of their Godiva division, whose sales increased by 9.7%. With
the economy on the rebound, Campbell's expects Godiva's sales to be much stronger in 2004.
Lindt has reported that their chocolate sales world wide are expected to grow 7 to 10% a year
with a high growth rate in the U.S., due to an increase in the number of stores.
According to chocolate statistics, Americans purchase 3.1 billion pounds of chocolate a year.
This translates into $13.7 billion dollars. Briefly stated, these outlets fall into the following
categories:
1.Premium. Premium chocolate boutiques carry chocolates that are produced by the top
manufacturers, such as Godiva. These companies have a small network of dealers or company
owned outlets throughout the country who are chosen based on the high image of the outlet.
Some outlets represent the manufacturer exclusively, others carry multiple high end chocolates.
It is not unusual to find the chocolates selling for up to $2.50 per candy.
2.Boxed Chocolates. A step down from the first category, made up of retailers such as Munson's
and Herbert's chocolate. They sell chocolates targeted to low to middle market buyers. A piece
of chocolate sells for about .50 cents
3.Mass Market Boxed. These chocolates are sold through supermarkets, drug stores and
departments stores, such as Wal-Mart. These outlets sell your mass producers chocolates such
as Russell Stover. The chocolates typically sell by the box for $13.00 to $15.00 dollars.
Jasmine Teahouse offers only premium chocolates.
Valentine's Day still means chocolate. Americans spend $1.06 billion for Valentine's day
on candy, making it the third biggest holiday of the year for chocolates (after Christmas and
Easter).
Today, chocolate is not only for women. American men say they'd rather receive
chocolate than flowers on Valentine's Day, especially those over the age of 50, which represents
about 15,000 men in Simsbury alone. Sixty-eight percent of men age 50 or older say they'd
prefer receiving chocolate over flowers from their sweetheart on Valentine's Day, while just 22%
said they'd rather have flowers.
4.3.1 Competition and Buying Patterns
In the gourmet teahouse industry, competition depends on quality of teas, knowledgeable
teatenders, and cultivation and education of a loyal customer base. Consumers used to Lipton
teabags and other low-quality, tea-dust offerings in grocery stores are amazed at the range of
tastes, textures, and fragrances from real, high quality tea. Offer them a good cup, and they will
usually return for the rest of their lives. However, getting them to enter your store in the first
place can be a major challenge.
Our potential customers vary in knowledge of tea, and are seeking a wide range of experiences
and products.
Tea Drinkers
Tea drinkers are looking for a pleasant, relaxing place in which to indulge their love of tea, share
it with friends, and learn more about tea varieties, cultivation, and health properties.
Committed tea drinkers will always choose quality over price or convenience, seeking out the
freshest whole-leaf and tippy varietals in the area. Friends of ours have driven 50 miles to buy
quality loose teas to bring home with them. Our challenge with these consumers is getting out
the word that we are here, and holding events to showcase our quality.
Local Socializers
The middle and upper-middle class women of Simsbury and surrounding towns currently have
no place where they can go to be spoiled at a moderate price outside of a full restaurant.
Starbucks, at 5 miles away, can be inconvenient, noisy, and overcrowded with teenagers. Local
restaurants can also be noisy, and require a large chunk of time and money for an outing. This
market segment is seeking a cozy, comfortable, upscale/exclusive locale with a similar clientele,
where they can meet friends, have some good food and beverages, and stay as long or as short
as they want. Our challenge with the socializers is to create a buzz from the very beginning that
we are exclusive, pleasant, and high-quality, without generating such overcrowding that we lose
our intimate feeling.
Comestible Gift Buyers
Currently, the only upscale comestibles in the Simsbury area suitable for gifts are organic meats
and local cheeses from surrounding boutique farms - tasty, but certainly not romantic. Husbands
and wives looking for something different from the standard bouquet can currently choose a
cheap box of chocolates from the grocery store, or hoof it to the city to try to find something
more indulgent. We will offer local residents a convenient, attractive, and always-satisfying gift
buying experience at a reasonable price, with a bit of cachet.
Tourists
Tourists vary widely in their reasons for visiting Simsbury, but they generally share a
sophisticated urban palate, a moderately high disposable income, and a desire to "discover"
quaint local charm. They are seeking high-quality foods, beverages, gifts, and service. While
here, they much prefer local, small-scale businesses to larger chains (like Dunkin Donuts), but
want to be assured of quality. Our challenge with tourists is being visible enough to be noticed,
without losing our local charm. Once such a visitor has tried our teahouse, they will definitely
want to return.
Other Potential Customers:
New Tea Drinkers (who have never tried good tea)
Health-Food Afficionados
Strategy and Implementation Summary
5.0 Strategy and Implementation Summary
We will combine heavy print advertising with special events and targeted promotions to
introduce Simsbury's residents and tourists to Jasmine Teahouse, and to premium teas in
general. Repeat sales depend on consistently high quality products and service. We will thus
train every part-time teatender in the proper storage, brewing, and serving of our 52 kinds of
tea.
Our teas and chocolates are offered at a price premium that discourages customers seeking
cheap, low-quality goods. This not only enhances the feeling of prestige customers get when
patronizing our teahouse, but also ensures that customers will have similar expectations of
service and quality, based on their socio-economic class. The status and sophistication indicated
by suggesting an outing to Jasmine, or a gift basket with our logo on it, will soon become
valuable in themselves.
5.1 Competitive Edge
Key Competitive Strengths
Earl Grey's experience managing a successful boutique coffeehouse in a similar locale.
Lady Grey's four years of experience as a teatender, and 3 years of training as an
herbalist.
We are the only full-scale teahouse within 20 miles.
We have arranged competitive distribution contracts with high-end tea growers around
the world.
We are the only retailer offering such a wide array of premium chocolates east of the
river.
Our interior design will give Jasmine Teahouse an intimate, cozy, comfortable, and chic
feeling, without reminding customers of doilies and lace.
We are committed to providing only high-quality products and services.
Competitive Weaknesses
Our primary weakness is that we are a new business competing against established chains, for
customers who may not know how great our products are. To significantly build sales, we must
not just find new customers - we must take customers away from existing stores and from their
coffee-drinking habits. We can accomplish this only by offering a superior selection of teas and
chocolates, and focusing on high-quality service and full service delivery.
5.2 Marketing Strategy
Our marketing strategy needs to accomplish two things: first, to make potential customers
aware of Jasmine Teahouse's opening and location; second, to educate potential customers as
to what a teahouse is, and why it is so wonderful. Clearly, with committed tea drinkers, the first
will suffice. However, for the rest of our target market, we must strategically define ourselves as
the answer to the many different things each group is seeking. Our highly visible location in the
historic shopping district of downtown Simsbury will encourage walk-in traffic.
The marketing budget will not exceed 3% of our gross annual sales.
Tea Drinkers
Appeal to their gourmet palates:
Advertisements in the "entree" and food sections of all local papers within a 30 miles
radius.
Flyers in gourmet grocery stores and coffeehouses in the same area.
Ads in local magazines: Fairfield Review, Connecticut Magazine, Westchester Magazine.
Review by the food writer for the Hartford Courant.
Socializers
Appeal to their sense of prestige and good taste. Within the local market, we will initially target
women looking for an intimate social gathering space. A cozy chat over a cup of tea is just right
for exchanging gossip, planning outings, or simply relaxing and pampering oneself.
Advertise through local churches and women's organizations.
Monthly "Tea Tasting" party with a different theme each month.
Coupons in the local papers for "free friends" pots (with your tea order, a friend gets a
free pot, to try out our teas for the first time).
Flyers in local upscale boutiques, salons, and restaurants.
Gift Buyers
Focus on our wide gourmet selection and convenient location:
Ads in all local papers
Press releases to local papers, including gift suggestions
Tourists
Walk-ins: In mild weather (Spring through Autumn), our best chances are to increase the
visibility of our store to encourage visits from tourists strolling through downtown. The
storefront design (in our highly visible location) will include our name and logo, and we will
place standing signs pointing towards our store at both nearby intersections. Our menu, prices,
and hours will be posted in the windows at all times.
Destination Visitors: We will place ads in the programs of all plays, operas, and other
cultural events in Hartford County throughout the year, billing ourselves as a "mini-getaway"
from the pace of urban life. We will provide brochures in every local historical site, visitor's
center, and state park information booth.
Alliances with local Inns: Each guest staying at a local inn or bed & breakfast will receive
a coupon for a half-price pot of tea at Jasmine Teahouse, along with a brochure.
5.3 Sales Strategy
Because Jasmine Teahouse is a new entity, we understand that we will have to prove our
company's worth to upscale tea and chocolate buyers in order to earn their respect and
business. Our Sales Forecast depends on establishing a loyal customer base who visits our
teahouse at least once every month; we expect a few committed tea drinking "regulars" who
will come in more than once a week. In order to achieve this kind of repeat business, every
customer, whether on the first visit or their hundredth, will be treated graciously and with
respect.
Part of our mission is to educate our customers about tea and tea brewing; however, this must
only be done in a respectful fashion. Our knowledge is a resource, and must never be used to
make a customer feel uncomfortable or ignorant.
Tea Profiles
In addition to our extensive menu describing all 52 teas, the Greys have developed a "Tea
Profile" card for new tea drinkers, or customers looking to broaden their tea experience. These
cards include questions about taste preferences which will help our teatenders guide the
customer to a tea they will enjoy. Our teas vary widely in taste, aroma, smokiness, fruit, and
pungency, and very few people will enjoy them all equally. A customer who finds his or her
personal tastes met is much more likely to be a repeat customer than one who simply orders a
popular tea.
"Tea Tasting" Plates
Every week we will offer a different selection of our teas as a "tasting:" 4 to 5 small cups of
different teas, labeled and described, with appropriate pastry accompaniments. These plates
will allow customers to try new kinds of tea without committing to a full pot. These tastings will
be priced at 1 1/2 times the price of a regular pot.
Special Events
In addition to our monthly tea tasting parties, Jasmine Teahouse will offer customers the option
of reserving the entire teahouse for a party or special event. We anticipate business for bridal
and baby showers, as well as a few children's birthday parties.
5.3.1 Sales Forecast
The following table and chart give a highlight of our forecasted sales. We expect sales to start off
conservatively and increase extensively during the Christmas, Valentine's Day, Easter and
Mother's Day holidays.
Jasmine teahouse expects average sales of just over $16,000 per month for the first year, as we
build name recognition and status in the community. In the second and third year we look to
see increased sales of roughly 10% per year, as we gain a larger percentage of the market share
and increase our customer base beyond Simsbury and into the connecting towns.
Pricing
Hot Tea: We offer two sizes of sit-down hot tea: small pots, at $3.50 each, and large
pots, at $5.25 each (for two people). For customers wishing to take tea with them, we offer a
flat rate of $2.50 for a 16oz. cup or a customer's own mug.
Iced Tea: Iced Teas are served in 12oz. or 16oz. cups, at $2.00 and $3.00, respectively.
Pastries: Our pastry prices range from $1.25 for a lavender-lemon sugar cookie to $4.00
for a slice of cake. Prices depend on our daily cost of such items from the local bakery, and
should be only 25 to 30 cents higher than the price of that item sold in the bakery itself.
Chocolates: Chocolate prices vary widely, from $85 cents for a chocolate covered piece
of candied ginger, to $4.00 for large truffles.
Gift Baskets: Gift baskets start at $15, and can range up to $150 for the largest
chocolate and tea selection combinations at holidays. We expect the average gift basket sale
will be about $25.
Sales Forecast
Sales Forecast
FY 2005 FY 2006 FY 2007
Sales
Hot Teas
$52,400
$62,000
$66,000
Iced Teas
$22,400
$24,000
$25,500
Pastries $14,400
Chocolate
$15,000
$88,000
Tea Paraphernalia
$16,000
$92,000
$100,000
$3,000 $3,200 $3,400
Gift Baskets
$3,895 $4,000 $4,200
Loose Teas
$10,150
$10,920
$13,104
Total Sales
$194,245
$211,120
$228,204
Direct Cost of Sales
FY 2005 FY 2006 FY 2007
Hot Teas
$15,720
$18,600
Iced Teas
$7,168 $7,680 $7,650
$18,480
Pastries $9,504 $9,900 $10,240
Chocolate
$39,600
Tea Paraphernalia
$41,400
$1,500 $1,600 $1,666
Gift Baskets
$1,558 $1,600 $1,596
Loose Teas
$4,060 $4,368 $4,980
Subtotal Direct Cost of Sales
Sales Monthly
$43,000
$79,110
$85,148
$87,612
Sales by Year
Management Summary
6.0 Management Summary
We are a small company owned and operated by Earl and Lady Grey, husband and wife, as a
Limited Liability Corporation. Lady is the designer and marketer of the products, and Earl
manages the store. As mentioned above, both partners have extensive experience in this and
related industries, and will be leveraging their knowledge of tea purchasing, brewing, and
marketing, as well as knowledge of running small upscale beverage business, to create success
for Jasmine Teahouse.
Our management style reflects the participation of the owners; we are not very hierarchical, and
encourage all employees to learn as much as possible about all aspects of the business. The
company respects its community of co-workers, and will treat all workers well. As a family
business, we understand that our teatenders, cleaners, and other help are not just workers;
they are people with their own lives, personalities, and hopes. In such a small town, it is likely
that many customers will know our part-time teatenders (probably local students and
housewives) personally, so it is important to us that they enjoy their jobs and feel well-rewarded
for their work.
6.1 Personnel Plan
The Personnel Plan chronicles the growth of the organization to approximately 4 employees in
the first 3 years. Future years may require a few additional people besides those indicated,
depending on the growth of the company.
Personnel
Personnel Plan
FY 2005 FY 2006 FY 2007
Earl Grey
$24,000
Lady Grey
$6,000 $12,000
$14,000
Part-time tea-tenders $13,600
$14,000
Total People
4
4
Total Payroll
$43,600
$30,000
$35,000
$14,500
4
$56,000
$63,500
Financial Plan
7.0 Financial Plan
Our Financial Plan is based on sound research into similar businesses in similar communities,
and cost estimates obtained for equipment, rent, and other operating expenses. As an owneroperated business, we have some leeway in adjusting our own compensation if sales are low in
a given month, but our forecasts are conservative. Our top financial priorities in the first three
years are repaying our long-term loan, paying our employees fairly, covering our expenses on
time, and generating a modest profit.
We are opening this shop because we love tea, we love tea drinkers, and we will enjoy all the
hard work we must do to maintain the business. We do not expect to get rich doing this, but we
do anticipate steadily increasing profits and net worth as Jasmine Teahouse becomes wellknown and establishes a loyal clientele.
Sales growth will be aggressive the first 18 months as we sharpen our merchandise assortment,
size scales, and stock levels to better meet our customer's requirements. We anticipate a sales
increase of roughly 10% during our second year of operation.
Marketing expenses are budgeted at approximately 3% of total sales.
We will invest residual profits into reducing debt.
Company expansion, while not a necessity, will be an option if sales projections are met and/or
exceeded. The location we have chosen contains an additional area we can annex for extra
seating if and when it becomes necessary, for a small additional rental charge.
7.1 Important Assumptions
Tax and interest rate assumptions for this plan are on the following table. In addition, there are
some non-financial assumptions guiding our forecasts. We assume:
No other teahouses opening in Simsbury in the next year. (A safe assumption)
A continued gradual increase in the population and socio-economic class of the
Simsbury area.
Continued tourist interest in our area.
Increasing consumer interest in tea and other "health" foods.
That premium chocolates will continue to symbolize luxury and romance as gift choices.
General Assumptions
General Assumptions
FY 2005 FY 2006 FY 2007
Plan Month
1
Current Interest Rate
2
3
9.50% 9.50% 9.50%
Long-term Interest Rate 9.25% 9.25% 9.25%
Tax Rate
30.00% 30.00% 30.00%
Other 0
0
0
7.2 Break-even Analysis
Our break-even analysis is based on our cost and price structure for the first year. As we grow,
the fixed costs will grow in proportion to the number of employees. We should surpass our
Break-even point early on.
Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even
$12,837
Assumptions:
Average Percent Variable Cost 41%
Estimated Monthly Fixed Cost $7,609
Break-even Analysis
7.3 Projected Profit and Loss
The following table shows our profit and loss projections for the next three years. We will
become profitable early in the first year, with net profits continuing to rise as sales increase.
Sales and Marketing expenses include the costs of all advertisements, plus promotions like the
monthly tastings and 1/2 off coupons for tourists. Depreciation reflects a straight-line
depreciation of our long-term assets over 10 years.
Profit and Loss
Pro Forma Profit and Loss
FY 2005 FY 2006 FY 2007
Sales
$194,245
$211,120
$228,204
Direct Costs of Goods
$79,110
$85,148
Other Costs of Goods
$0
$0
-----------Cost of Goods Sold
Gross Margin
$0
------------
------------
$79,110
$85,148
$115,135
$125,972
$87,612
$87,612
$140,592
Gross Margin % 59.27% 59.67% 61.61%
Expenses
Payroll $43,600
$56,000
$63,500
Marketing/Promotion $5,400 $6,000 $6,000
Depreciation
Rent
$1,380 $1,380 $1,380
$18,000
$19,000
$20,000
Utilities $8,010 $8,200 $8,600
Monthly disposable supplies
$1,200 $1,200 $1,200
Insurance
$5,000 $5,000 $5,000
Payroll Taxes
$8,720 $11,200
Other $0
$0
------------
$12,700
$0
------------
Total Operating Expenses
------------
$91,310
Profit Before Interest and Taxes $23,825
EBITDA $25,205
$19,372
Interest Expense
$4,513 $3,721 $2,894
$107,980
$118,380
$17,992
$22,212
$23,592
Taxes Incurred $5,794 $4,281 $5,796
Net Profit
$13,518
$9,990 $13,523
Net Profit/Sales 6.96% 4.73% 5.93%
Profit Monthly
Profit Yearly
Gross Margin Monthly
Gross Margin Yearly
7.4 Projected Cash Flow
Our projected cash flow is outlined in the following chart and table. The table shows our
planned loan principal repayment. We will be responsible for collecting and repaying sales tax at
the 6% rate charged by Connecticut.
Cash Flow
Pro Forma Cash Flow
FY 2005 FY 2006 FY 2007
Cash Received
Cash from Operations
Cash Sales
$194,245
$211,120
$228,204
Subtotal Cash from Operations $194,245
$211,120
$228,204
Additional Cash Received
Sales Tax, VAT, HST/GST Received
$11,655
New Current Borrowing $0
$0
$0
New Other Liabilities (interest-free)
$0
$0
$12,667
$0
$13,692
New Long-term Liabilities
$0
$0
$0
Sales of Other Current Assets
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
New Investment Received
$0
$0
$0
Subtotal Cash Received $205,900
Expenditures
$223,787
$241,896
FY 2005 FY 2006 FY 2007
Expenditures from Operations
Cash Spending $43,600
$56,000
$63,500
Bill Payments
$142,709
$149,562
$166,491
$198,709
$122,891
Subtotal Spent on Operations
$213,062
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
$11,655
$12,667
Principal Repayment of Current Borrowing
$0
$0
Other Liabilities Principal Repayment
$0
$0
$0
$0
Long-term Liabilities Principal Repayment
$8,938 $8,938 $8,938
Purchase Other Current Assets $0
$0
$0
Purchase Long-term Assets
$0
$0
$0
Dividends
$0
$0
Subtotal Cash Spent
$0
$187,084
$220,314
Net Cash Flow $18,816
$3,473 $6,204
Cash Balance
$37,289
$33,816
$235,692
$43,493
$13,692
Cash
7.5 Projected Balance Sheet
All of our tables will be updated monthly to reflect past performance and future assumptions.
Future assumptions will not be based on past performance but rather economic cycle activity,
regional industry strength, and future cash flow possibilities. We expect solid growth in Jasmine
Teahouse beyond the year 2005. The accompanying pro forma Balance Sheet shows our steadily
increasing net worth, as we pay off our loans.
Balance Sheet
Pro Forma Balance Sheet
FY 2005 FY 2006 FY 2007
Assets
Current Assets
Cash
$33,816
Inventory
$37,289
$43,493
$7,400 $7,964 $8,195
Other Current Assets
$6,605 $6,605 $6,605
Total Current Assets
$47,821
$51,859
$58,293
$13,808
$13,808
$13,808
Long-term Assets
Long-term Assets
Accumulated Depreciation
$1,380 $2,760 $4,140
Total Long-term Assets $12,428
Total Assets
$60,249
Liabilities and Capital
$11,048
$62,907
$9,668
$67,961
FY 2005 FY 2006 FY 2007
Current Liabilities
Accounts Payable
$10,256
$11,862
Current Borrowing
$0
$0
$0
$12,331
Other Current Liabilities $0
$0
Subtotal Current Liabilities
$10,256
Long-term Liabilities
$44,695
$0
$11,862
$35,757
$26,819
Total Liabilities $54,951
$47,619
$39,150
Paid-in Capital $10,330
$10,330
$10,330
Retained Earnings
($18,550)
Earnings
$13,518
Total Capital
$5,298 $15,288
Total Liabilities and Capital
Net Worth
($5,032)
$12,331
$4,958
$9,990 $13,523
$28,811
$60,249
$5,298 $15,288
$62,907
$67,961
$28,811
7.6 Business Ratios
Business ratios for the next three years are shown below. Industry profile ratios based on the
Standard Industrial Classification (SIC) code 5812, Eating Places (including cafes and tearooms),
are shown for comparison.
The following table outlines some of the more important ratios from the Eating Places industry.
The final column, Industry Profile, details specific ratios based on the industry as it is classified
by the Standard Industry Classification (SIC) code, 5812.
Ratios
Ratio Analysis
FY 2005 FY 2006 FY 2007 Industry Profile
Sales Growth
0.00% 8.69% 8.09% 5.24%
Percent of Total Assets
Inventory
12.28% 12.66% 12.06% 2.72%
Other Current Assets
10.96% 10.50% 9.72% 32.59%
Total Current Assets
79.37% 82.44% 85.77% 41.88%
Long-term Assets
Total Assets
20.63% 17.56% 14.23% 58.12%
100.00%
100.00%
100.00%
Current Liabilities
17.02% 18.86% 18.14% 21.75%
Long-term Liabilities
74.18% 56.84% 39.46% 29.17%
100.00%
Total Liabilities 91.21% 75.70% 57.61% 50.92%
Net Worth
8.79% 24.30% 42.39% 49.08%
Percent of Sales
Sales
100.00%
Gross Margin
100.00%
100.00%
100.00%
59.27% 59.67% 61.61% 55.74%
Selling, General & Administrative Expenses
Advertising Expenses
52.78% 52.47% 50.50% 37.46%
0.00% 0.00% 0.00% 2.06%
Profit Before Interest and Taxes 12.27% 8.52% 9.73% 1.50%
Main Ratios
Current 4.66
4.37
4.73
0.81
Quick 3.94
3.70
4.06
0.51
Total Debt to Total Assets
91.21% 75.70% 57.61% 53.68%
Pre-tax Return on Net Worth
364.50%
Pre-tax Return on Assets
32.05% 22.69% 28.43% 5.16%
93.35% 67.05% 2.39%
Additional Ratios
FY 2005 FY 2006 FY 2007
Net Profit Margin
6.96% 4.73% 5.93% n.a
Return on Equity
255.15%
65.34% 46.94% n.a
Activity Ratios
Inventory Turnover
10.67 11.08 10.84 n.a
Accounts Payable Turnover
12.98 12.17 12.17 n.a
Payment Days 27
28
29
n.a
Total Asset Turnover
3.22
3.36
3.36
n.a
Debt to Net Worth
10.37 3.11
1.36
n.a
Current Liab. to Liab.
0.19
0.31
n.a
Debt Ratios
0.25
Liquidity Ratios
Net Working Capital
$37,565
$39,997
Interest Coverage
5.28
4.84
7.67
0.30
0.30
n.a
Current Debt/Total Assets
17%
19%
Acid Test
4.06
n.a
$45,962
n.a
Additional Ratios
Assets to Sales 0.31
3.94
3.70
18%
Sales/Net Worth
36.66 13.81 7.92
n.a
Dividend Payout
0.00
n.a
0.00
0.00
n.a
n.a