business case analysis 1

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Profit & Loss account ------------------- in Rs. Cr. -------------------

Mar '02Mar '03Mar '04 Mar '05 Mar '06 Mar '07 Mar '08

Net Sales 3.63 8.91 19.16 44.06 91.52 157.52 245.06Other Income 0.15 0.16 0.31 1.06 1.55 6.70 19.52Total Income 3.78 9.07 19.47 45.12 93.07 164.22 264.58Raw Materials 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Power & Fuel Cost 0.00 0.00 0.00 0.00 0.76 1.35 1.83Employee Cost 2.28 3.28 6.29 11.11 28.04 49.24 62.19

Other Manufacturing Expenses 0.29 1.54 3.18 5.28 3.43 6.43 6.69Selling and Admin Expenses 0.00 0.00 0.00 0.00 24.45 41.00 73.98

Miscellaneous Expenses 1.89 2.65 5.19 23.79 3.19 4.35 9.70Preoperative Exp Capitalised 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Expenses 4.46 7.47 14.66 40.18 59.87 102.37 154.39Operating Profit -0.83 1.44 4.50 3.88 31.65 55.15 90.67PBDIT -0.68 1.60 4.81 4.94 33.20 61.85 110.19

Interest 0.00 0.04 0.06 0.16 0.43 0.70 1.12PBDT -0.68 1.56 4.75 4.78 32.77 61.15 109.07

Depreciation 0.47 0.55 0.72 1.11 2.76 4.62 5.55Other Written Off 0.00 0.16 0.16 0.00 0.00 0.00 0.00Profit Before Tax -1.15 0.85 3.87 3.67 30.01 56.53 103.52

Extra-ordinary items -0.02 0.00 0.00 0.00 0.07 0.87 1.21PBT (Post Extra-ord Items) -1.17 0.85 3.87 3.67 30.08 57.40 104.73

Tax -0.39 0.35 1.45 3.34 16.82 30.33 49.25Reported Net Profit -0.75 0.51 2.44 0.33 13.28 27.07 55.49

Preference Dividend 0.00 0.00 0.00 0.00 0.00 0.00 0.00Equity Dividend 0.00 0.03 0.05 1.07 1.64 2.05 2.05

Corporate Dividend Tax 0.00 0.00 0.00 0.00 0.23 0.35 0.35Shares in issue (lakhs) 0.00 0.00 0.00 0.00 218.36 272.95 272.95Earning Per Share (Rs) 0.00 0.00 0.00 0.00 6.08 9.92 20.33

Equity Dividend (%) 0.00 0.00 0.00 0.00 7.50 7.50 7.50Book Value (Rs) 0.00 0.00 0.00 0.00 11.04 78.03 97.60

Balance Sheet ------------------- in Rs. Cr. -------------------Mar '02Mar '03Mar '04 Mar '05 Mar '06 Mar '07 Mar '08

Sources Of Funds

Total Share Capital 1.98 2.01 2.08 21.84 27.30 27.30 27.30Equity Share Capital 1.98 2.01 2.08 6.24 21.84 27.30 27.30

Share Application Money 0.00 0.00 0.00 0.00 0.63 0.49 1.76Preference Share Capital 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Reserves 3.05 3.48 5.87 6.35 2.27 185.70 239.11Revaluation Reserves 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Networth 5.03 5.49 7.95 12.59 24.74 213.49 268.17Secured Loans 0.10 0.10 0.07 0.08 0.18 0.38 0.44

Unsecured Loans 0.00 0.00 0.00 0.00 0.00 0.00 0.00



Total Debt 0.10 0.10 0.07 0.08 0.18 0.38 0.44 Total Liabilities 5.13 5.59 8.02 12.67 24.92 213.87 268.61

Application Of FundsGross Block 2.27 2.71 3.48 8.82 15.12 20.36 47.37

Less: Accum. Depreciation 0.67 1.20 1.92 2.94 5.64 10.20 15.55

Net Block 1.60 1.51 1.56 5.88 9.48 10.16 31.82Capital Work in Progress 0.00 0.00 0.08 0.13 0.00 0.20 6.34Investments 0.05 0.02 0.52 2.08 12.60 218.03 265.38

Inventories 0.00 0.00 0.00 0.00 0.00 0.00 0.00Sundry Debtors 0.36 0.43 0.67 0.87 1.22 2.26 3.56

Cash and Bank Balance 2.27 4.00 11.38 15.59 4.87 9.74 13.82 Total Current Assets 2.63 4.43 12.05 16.46 6.09 12.00 17.38Loans and Advances 1.54 1.55 1.20 6.73 19.06 35.78 59.58

Fixed Deposits 0.00 0.00 0.00 0.00 27.23 31.77 34.75 Total CA, Loans & Advances 4.17 5.98 13.25 23.19 52.38 79.55 111.71

Deffered Credit 0.00 0.00 0.00 0.00 0.00 0.00 0.00Current Liabilities 0.68 2.04 7.29 18.44 36.04 66.45 97.64

Provisions 0.01 0.05 0.09 0.17 13.56 27.63 49.00 Total CL & Provisions 0.69 2.09 7.38 18.61 49.60 94.08 146.64Net Current Assets 3.48 3.89 5.87 4.58 2.78 -14.53 -34.93

Miscellaneous Expenses 0.00 0.16 0.00 0.00 0.03 0.00 0.00 Total Assets 5.13 5.58 8.03 12.67 24.89 213.86 268.61

Contingent Liabilities 0.00 0.00 0.00 0.00 0.00 0.54 36.18Book Value (Rs) 0.00 0.00 0.00 0.00 11.04 78.03 97.60



Business Case Analysis

Mar '09

245.1728.63

273.800.000.00

93.399.04

43.3232.49

0.00

178.2466.9395.56

1.7393.83

7.110.00

86.720.00

86.7227.0359.69

0.002.050.35 tax filing

212.95 Individual assesse 45.0028.03 market size 8955.00 89.55

7.50152.11

cost per sms 0.05sale 0.06

margin 0.01Mar '09 nos. 292 292

27.30 advertising 6 627.30

2.830.00

296.620.00

326.750.300.00

1. Name of Company and summary of the company’s product and/or service :2. Management :

a. Name, title and role for all key team members at time of potential inv3. Market :

a. What is the total addressable market in years 1-3 from time of potentib. What is the company’s revenue estimate and market share target, in yc. In the target years of exit (3-5 yrs), what is the total addressable mark

4. Customer :a. What is the primary method(s) of customer acquisition (in years 1-3 if b. What is the assumed cost of that customer acquisition and value of cusc. Who are key target customers, channel partners (if any) for year 1?d. What is the special value or unfair advantage offered to your customer

5. Finance :a. Cash flow: when do you expect break even?

b. Capital needed in year 1,2,3 and total to break even point?c. Business model (need more description than capture B2C and B2B, etd. Target year of exit and target revenues at year of exit? (must be samee. Comparable public companies (3) and revenue multiple range? Multipl

6. Competitiveness :a. What are the main sources of competitive advantage and assumed sub. What are your key metrics for product development ( e.g., number of pc. What is the primary strategy for establishing and protecting company Id. Who are your top 1-5 competitors for each of years 1-3you’re your adv

7. Investors :a. What is the unique value Mumbai Angels potentially adds to this invesb. What is the potential synergy between this investment and Mumbai An



0.30327.05

52.7122.56

30.158.2919.52

0.003.81

321.81325.62

20.100.00

345.72 Strengths.0.00 Amazon is a profitable organization. In 2

70.54 Customer Relationship Managem

6.09 Amazon is a huge global brand. I76.63 Weaknesses.269.09 As Amazon adds new categories to its bu

0.00 The company may at some point327.05 Opportunities.

2.07 The company is now increasingly cashing152.11 There are also opportunities for

In 2004 Amazon moved into theThreats

All successful Internet businesses attractInternational competitors may alThe products that Amazon sells t



05 profits for the three months to June dipped 32% to $52m (£29.9m) from $76m in the same period in 2004. Sales jumpnt (CRM) and Information Technology (IT) support Amazon's business strategy. The company car

t is recognisable for two main reasons. It was one of the original dotcoms, and over the last decad

iness, it risks damaging its brand. Amazon is the number one retailer for books. Toy-R-Us is the number one retailers for tneed to reconsider its strategy of offering free shipping to customers. It is a fair strategy since on

in on its credentials as an online re tail pioneer by selling its expertise to major store groups. For example, British retailermazon to build collaborations with the public sector. For example the company announced a deal

Chinese market, by buying china's biggest online retailer, Joyo.com . The deal was reported to be

competition. Since Amazon sells the same or similar products as high street retailers and other online businesses, it may bo intrude upon Amazon as it expands. Those domestic (US-based) rivals unable to compete withnd to be bought as gifts, especially at Christmas. This means that there is an element of seasonal



ed 26% to $1.75bn. Until recent years Amazon was experiencing large losses, due to its huge initia l set up costs. The recefully records data on customer buyer behaviour. This enables them to offer to an individual speci

e it has developed a customer base of around 30 million people. It was an early exploiter of online

oys and games. Imagine if Toys-R-Us began to sell books. This would confuse its consumers and endanger its brands. In tcould visit a more local retailer, and pay no costs. However, it is rumoured that shipping costs co

arks and Spencer announced a joint venture with Amazon to sell its products and service online. Other recent collaboratioith the British Library, London, in 2004. The benefit is that customers c an search for rare or anti

worth around $75m (£40m). Joyo.com has many similarities to its new owner, in that it retails bo

ecome more and more difficult to differentiate the brand from its competitors. Amazon does have it s brand. It also has amazon in the US, may entrench overseas and compete with them on foreign fronts. Joint venture

ity to the business. However, by trading in overseas markets in different cultures such seasonality



nt dip is due to promotions that have offered reduced delivery costs to consumers.ic items, or bundles of items, based upon preferences demonstrated through purchases or items vi

technologies for e-commerce, which made it one of the first online retailers. It has built on nits ea

he same way, many of the new categories, for example automotive, may prove to be too confusing for customers.uld be up to $500m, and such a high figure would undoubtedly erode profits.

ns have been with Target, Toys-R-Us and the NBA. Amazon's new Luxembourg-based division aims to provide tailored serque books. The library's catalogue of published works is now on the Amazon website, meaning it hks, movies, toys, and music at discounted prices.

huge range of products. Otherwise, price competition could damage the business., strategic alliances and mergers could see Amazon losing its top position in some markets.may not be enduring.



isited.

rly successes with books, and now has product categories that include electronics, toys and game

ices to retailers as a technology service provider in Europe.as details of more than 2.5m books on the site.



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