A Report

on Dream Cake

MGT 401 (B)

Prepared for:

MD. Zahidul IslamCourse Instructor

College of Business Administration (CBA) ofIUBAT

Prepared to:

SL. Name ID

1. Amatullah Nadira 11302064

2. Sarowar Jahan 11302107

3. Zunayed Sarker 11302111

4. Md Shahin 11302101

Submission Date: 22 ndNovember, 2014

IUBAT- International University of Business Agriculture and Technology

1

Letter of Memo

22 nd November, 2014

MD. Zahidul Islam

Faculty of CBA-IUBAT

IUBAT- International University of Business Agriculture and Technology

Subject: Application for accepting this Report.

Dear Sir,

With due respect, We beg to state that it is a great pleasure for us to submit our report topic

on – “……………………………………..” We were assigned to this report and submit this

report as the partial fulfillment of the course entitled Career Planning and Development -11

(Course code:(MGT-401).

In preparing this report, We tried our level best and worked with most sincerity to gather

information and make it as well structured as possible. We learned a lot while preparing this

report.

May we, therefore, pray and hope that we will be obliged, if you kindly accept this report.

We are ready to make you clear regarding any confusion.

Sincerely yours,

………………

Nme:

ID:

2

Table of Contents

Particulars Page no.

1. Prefatory Part :

1.1 Title Page 01

1.2 Letter of Transmittal or Memo 02

1.3Table of Contents 03

1.4 List of Figures 04

1.5 Executive Summary 05

2. Body Part:

2.1 Background

2.2 Problem or Purpose

2.3 Significance

2.4 Scope

2.5 Sources and Methods

2.6 Organization

2.7 Discussion of Findings

2.8 Recommendations

2.8 Conclusion

3. Supplementary Parts:

3.1 Work Cited, Bibliography and References

3.2 Appendix

1.4 List of Figures

3

Topics Pages no.

1. Executive Summary

4

Our commitment to excellence in the craft and artistry of baking enables us to deliver high

quality products that look superb, delight the customer and make celebrations a moment to

cherish. We also have committed ourselves to tantalizing the pallet of coffee connoisseurs.

Our products will exceed local stores and franchise competitors. Our product wills possess

that certain something that others do not have. Dream Cake is a trendy, online

business built around the belief that eating a healthy, organic dessert can have a

significant impact on a person’s well-being and attitude, especially for those who

believe in consuming only natural ingredients. Incorporating the adaptability factor,

our company will cater to customers who require special needs such as vegan,

gluten-free and sugar-free diets. Dream Cake also believes that customers can

have great tasting organic baked cupcakes if the right attention is paid to sourcing,

recipes and consistent quality. Finally, it is the purpose of Dream Cake to give

back to nature by nourishing our environment through providing each of our

customers who purchase our products with a packet of seeds to plant, thus

replenishing the earth as well as we will be donating a percentage of our profits to

The Conservation Fund, a company whose mission is to balance both

nationally endorsed environmental and economic goals.

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2. Industry Analysis

2.1 Industry size, growth rate, and sales projections

2.2 Industry structure

2.3 Nature of participants

2.4 Key success factors

Dream Cake has identified three keys that will be instrumental to its success. The first

is the need to develop the finest coffee available. The second requirement to develop a

top notch customer service organization that exceeds customer expectations. The last

element is to employ strict financial controls. The development and implementation of

finance and accounting controls will help ensure fiscal success.

2.5 Industry trends

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Bakery Industry

ORGANISED

Large

Mfg.

UNORGANISED

Medium

Mfg.

Small Mfg Small Bakery

units

Cottage and

Household

Kirana Stores

The present food and beverage industry is marked by strongcompetition which demands

meticulous strategies by the market participants to cater to the dynamic needs of the global

market. The manufactures need to understand the fact that in the present world of cut-throat

competition meeting consumer demands through innovation is the key to sustain and grow in

the industry.

2.6 Long-term prospects

3. Company Description

At Dream Cake Company, the difference is in the details. We believe your celebration is

special, no matter how big or small. This belief is reflected in our cakes. We offer custom

designs based on your particular theme or event. Many of the cakes in our galleries were

based on themes, colors, and details brought to us by customers looking for that one-of-a-

kind look specially made for their party. Homemade ingredients ensure that the cake will

taste as good as it looks. And our extra attention to detail allows us to continually exceed our

customers’ expectations each and every time. Did you know we rarely make the same cake

twice? But this is the best part of what we do! It enables us to constantly be challenged to

come up with new ideas, which guarantees you will receive something unique – made just for

you!

Company history

The major reason behind my desire to establish the business is that in 2008 I spentsome

months as a full-time solo father, and during this period decided that for the future

sustainability of my lifestyle, I needed flexibility and the opportunity to control my own

destiny. I have invested in the business idea some of my private savings, plus a suspended

loan from my father, which I intend to repay during year two of my business. This loan will

be drawn down as needed (see cash-flow projection) I am totally confident that Western

Landscaping will be established on a firm basis, with an excellent future. The Business Plan

has been completed with the assistance of a Business Coach from the local Enterprise

Development Agency, and is designed to support my idea and allow me a realistic overview

of the viability of the proposal.

Mission statement

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DREAM CAKE aims to offer high quality cake and pastry products at a competitive price to

meet the demand of the middle- to higher-income local market area residents and

tourists.Revive and Preserve the elegance and sensation of age old baking, and cake

decorating with culinary techniques to achieve the height of quality and excellence in the

cake and pastry industry. Our products range from high end artistry to modern and local

customs. If you dare to dream we will create it.

Products and services

DREAM CAKE offers a broad range of coffee and espresso products, all from high quality

Columbian grown imported coffee beans. DREAM CAKE caters to all of its customers by

providing each customer coffee and espresso products made to suit the customer, down to the

smallest detail.The bakery provides freshly prepared bakery and pastry products at all times

during business operations. Six to eight moderate batches of bakery and pastry products are

prepared during the day to assure fresh baked goods are always available.

Current status

Our long term goal is to open franchising to the general public particularly experienced

bakers who have taken our cake baking classes and business of baking courses with a view to

expanding our product, employment acquisition and small business development services

across the east coast. In the short term we will expand or client base in the Baltimore

metropolitan area.

Legal status and ownership

Dream Cake company is an origons corporation.The primary stockholder and founder are

Zunayed,Nadira,Shahin,Sarowar.

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Key partnerships (if any)

3. Market Analysis

Market segmentation

Dream Cake is the process of analyzing and classifying customers in a given market to

create smaller, more precise target markets. Dream Cake has identified its overall market to

consist of people who have a higher level of discretionary income to indulge in and

appreciate the exquisite creativity and flair to consume extraordinary cupcakes that not only

taste good and look good, but also reflect the company’s concern for improving the

environment. Geographically, our market will start within the CT area and expand to

surrounding states in the next 5 years. Psychographic ally, our focus involves identifying

people who enjoy luxury items, care about eating organic products, and show concern for the

preservation of our environment. Our trendy company emphasizes its marketing efforts

towards the Baby Boomers (those born 1946-64), Generation X (born 1964-74), Generation

Y (born 1975-95) and Generation Z (born 2000-2021). Among potential customers identified

to be a part of our target market we have identified special events that would involve those

customers such as:

• Anniversary parties

• Baby showers

• Bah and Bat mitzvahs

• Birthday parties

• Bon Voyage

• Bridal showers

• Christenings

• Congratulatory celebrations

• Graduations

• Holidays i.e., Easter, Christmas, Fathers’ Day, Mothers’ Day, St. Patrick’s Day,

Thanksgiving, Hanukkah, Kwanzaa, Valentine’s Day, Earth Day, Passover, Memorial Day,

etc.

• New Home Welcoming

• Retirements

• Thank you

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• Weddings

Target market selection

Dream Cake focuses on the middle- and upper-income markets. These market segments

consume the majority of coffee and espresso products.The primary target market for your

business may be larger events, like weddings and bigger parties. And your work in those

areas might be impressive, but often seeing only a couple of categories on a bakery’s website

or mentions of “weddings, birthdays and MORE” on a Facebook page seems really limited. If

you want people to find your business for a variety of occasions or better yet, encourage them

to think about getting a custom cake or specialty cupcakes for an event they hadn’t even

considered, why not put the idea in their heads? Offer expanded categories and show

examples.

Local Residents

Dream Cake wants to establish a large regular customer base. This will establish a healthy,

consistent revenue base to ensure stability of the business.

Buyer behavior

Consumers are choosing to drink higher-grade coffees, moving away from price-based

purchasing to trends that focus on increased quality in a wide variety of products. In the

U.S., the coffee market has been segmented into two major categories: mass-market and

specialty coffees.

1. Mass-Market: Mainly lower-priced product sold through grocery retail outlets and convenience stores. Mass-market coffee consumption is declining approximately 5% per year as people of all ages embrace out-of-home specialty coffees. Grocery retail outlets are providing the consumer with more premium coffee choices and are partnering with specialty coffee roasters capturing an increasing share of the mass-market sales channels.

2. Specialty Coffee: Characterized by a quality grade product with branding, historically sold only through coffee shops. Five years ago, there was a clear line between mass-market and specialty coffees in quality, price and distribution channels. Today, there are two sub-categories that make the positioning more blurred: Premium and Specialty coffees.

Specialty coffee retailers sell higher quality coffee at premium prices. Now, premium coffees have been introduced into other distribution channels to sell below specialty coffee retailer prices, undercutting the exclusive advantage coffee retailers once had. Specialty coffee sales grew 38% from $7.76 billion in 2000 to $10.71 billion in 2001, comprising 30% of the total U.S. coffee market. The specialty coffee market is

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characterized by being high fragmented with one large player, several mid-tier companies, and thousands of small regional companies.

Before the success of the specialty coffee retailers in the 90's, coffee was a breakfast drink

and choices were caffeinated or decaffeinated. The incredible success of the specialty

coffee retailer can be attributed to introducing coffee as a social drink and providing the

consumer with new unimagined choices of coffee drinks while introducing and

conditioning the consumer to the taste of specialty coffees.

Competitor analysis

The level of competition is high in the market and is on the rise. This is because a few

restrictionspose difficulty for new companies to enter the market. This is one of the major

reasonsthat have kept the concentration of industry assets low. However, the in spite of the

competition,the U.S. bakery industry has been able to increase the average per unit prices of

thebaked goods almost every year since 1991. This indicates that the competition has its own

Limits in this market space and this has resulted in the profitability for the industry

participants.The competitors in the bakery industry can be classified as commercial bakeries

and retail bakeries.

SWOT Analysis

Strengths

Passionate owner who believes in giving back to her community/environment Experienced owner who has a creative flair Sustainable competitive edge of adaptability to all occasions, trends, and consumer market needs Using organic ingredients resulting in high quality product Minimal, but experienced staff to start business and save money Financial resources will be used to give back to assist in the national environmental goals Offering opportunities for consumers to join in our ecological goals

Weaknesses

First time business venture Start up costs are only estimates

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Funding a small business could be difficult Potentially could be understaffed if our product demand increases drastically Experience in marketing our product is minimal

Opportunities

Capitalize on changing market Join the trend of modern cupcake design Focus on large sales through participating at bridal fairs Green technology will improve our image To grow quickly and expand, possibly partner with another business

Threats

Competitors could “steal” our ideas Partnerships may not become available Financial problems could threaten our first year’s success Time management could falter our productivity

4.The Economics of the Business

Revenue drivers and profit margins

Profit margin is calculated with selling price (or revenue) taken as base times 100. It is the percentage of selling price that turned into profit, where as "Profit Percentage" or "Markup" is the percentage of cost price that one gets as profit on top of cost price. While selling something one should know what percentage of profit one will get on a particular investment, so companies calculate profit percentage to find the ratio of profit to cost.

The profit margin is mostly used for internal comparison. It is difficult to accurately compare the net profit ratio for different entities. Individual businesses' operating and financing arrangements vary so much that different entities are bound to have different levels of expenditure, so that comparison of one with another can have little meaning. A low profit margin indicates a low margin of safety: higher risk that a decline in sales will erase profits and result in a net loss, or a negative margin.

Profit margin is an indicator of a company's pricing strategies and how well it controls costs. Differences in competitive strategy and product mix cause the profit margin to vary among different companies.

On the other hand, profit percentage is calculated with cost price taken as base

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Suppose you buy something for $100 and sell it off for 150. cost price =100 selling price (revenue) = 150 profit = 50 - 100 = 50 profit percentage = 50/100 = 50% (profit as percentage of cost price) profit margin = 50/150 = 33.33% (profit as percentage of selling price or

revenue)

Fixed and variable costs

Operating leverage and its implications

Start-up costs

DREAM CAKE is a start-up company. Financing will come from the partners' capital and a ten-year SBA loan. The following chart and table illustrate the company's projected initial start-up costs.

Start-up Requirements

Particulars Amount

Start-up Expenses

Legal 30,000

Premise renovation 20,000

Expensed equipment 40,000

Other 10,000

Total Start-up Expenses 64,000

Start-up Assets

Cash Required 7,00,000

Other Current Assets 1,20,000

Long-term Assets 6,50,000

Total Assets 16,34,000

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0

3,000

6,000

9,000

(3,000)

(6,000)

(9,000)

(12,000)

03,000

6,0009,000

12,00015,000

18,00021,000

24,00027,000

30,00033,000

Break-even Analysis

Break-even chart and calculations

The Break-even Analysis indicates that approximately $19,000 will be needed in monthly

revenue to reach the break-even point.

Table: Break-even Analysis

Break-even Analysis

Monthly Revenue Break-even $19,170

Assumptions:

Average Percent Variable Cost 33%

Estimated Monthly Fixed Cost $12,844

Chart: Break-even Analysis

4. Marketing Plan

Overall marketing strategy

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Maintain a focus on Quality product with bottom-line growth through cost reduction and optimal performance. We also focus on technology and innovation to make sure employees have extensive training to perform proper technique and equipment operation. Maintain 100-percent honesty between employees, customer and management. As a team input will be collected analyzed and put into practice. Team meetings weekly will motivate and forecast growth and annihilate potential difficulties.

Product, price, promotions, and distribution

Cakes

Wedding Cakes, Anniversary Cakes, Graduation Cakes, Sculptured Cakes, Lemon,

Carrot, Strawberry Short Cake, Pineapple.

Sales process (or Cycle)

Sales tactics

5. Design and Development Plan

Showcase of elegantly decorated special occasion themed cakes priced from $75 - $900.

Wireless Café where customerswiilll have ability to connect via the Internet while enjoying

leisure or meeting and greeting business associates in an upscale coffee shop/bakery

environment.

Development status and tasks

Challenges and risks

The bakery industry outlook analyses the major trends and opportunities in thisindustry.

Bakery products covered under this study includes bread, morning goods, cakes & pastries

and biscuits. Shifting consumer trends and increasing consolidation have posed a significant

challenge to bakery manufacturers. However, if manufactures work towards meeting

consumer demands, they can easily translate this challenge into a potential driver. Hence, this

trend has presented significant growth opportunities for the bakery ingredient manufactures

as well, who grow along with the bakery market.

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Projected development costs

Pro Forma Cash Flow Year 1 Year 2 Year 3

Cash Received

Cash from OperationsCash Sales $20,599 $78,202 $88,863 Cash from Receivables $43,327 $182,958 $257,031 Subtotal Cash from Operations $63,926 $261,161 $345,895

Additional Cash ReceivedSales Tax, VAT, HST/GST Received $0 $0 $0 New Current Borrowing $0 $0 $0 New Other Liabilities (interest-free) $0 $0 $0 New Long-term Liabilities $0 $0 $0 Sales of Other Current Assets $0 $0 $0 Sales of Long-term Assets $0 $0 $0 New Investment Received $0 $20,000 $0 Subtotal Cash Received $63,926 $281,161 $345,895

Expenditures Year 1 Year 2 Year 3

Expenditures from OperationsCash Spending $83,940 $112,080 $124,080 Bill Payments $77,036 $178,464 $193,667 Subtotal Spent on Operations $160,976 $290,544 $317,747

Additional Cash SpentSales Tax, VAT, HST/GST Paid Out $0 $0 $0 Principal Repayment of Current Borrowing

$0 $0 $0

Other Liabilities Principal Repayment $0 $0 $0 Long-term Liabilities Principal Repayment

$0 $0 $0

Purchase Other Current Assets $0 $0 $0 Purchase Long-term Assets $0 $0 $0 Dividends $0 $0 $0 Subtotal Cash Spent $160,976 $290,544 $317,747

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Net Cash Flow ($97,050) ($9,383) $28,148 Cash Balance $18,950 $9,567 $37,715

Proprietary issues (patents, trademarks, copyrights, licenses, brand names)

6. Operations Plan

Business location

DREAM CAKE is headquartered in the town of Southbury in Connecticut. We are located in

our own private building at 234 Judd Road, where all of our products are made from, stored

in and shipped from.

Facilities and equipment

7. Management Team and Company Structure

Management team

When an entrepreneur starts small business like our Stop Company, it is common to

do as much as possible at the beginning. However, as our enterprise will continues to

grow, it will eventually get to a point that additional senior management team

members are required to oversee increasing demands of differing operational aspects

of the business. Each member of the executive team must possess the skills to fit the

position. A management team is directly responsible for managing the day-to-day

operations of a company. Positions that are commonly considered to be part of that

team include the following

Chief Executive Officer (CEO)

A CEO is the leader of the management team and is responsible for all final decisions.

He/she must be a strategic thinker who can predict the future of the industry, plan

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routes for business development, and take good bets with business resources. Among

the CEO’s skill-set, the most important is the ability to put the right person in the right

position, and replace those who do not deliver. In this way, he/she can delegate

important tasks to competent people, free himself/herself from operational details and

focus on high level business strategy. The business owner may choose to retain the

role of CEO, or prefer to hire one, based on the level of involvement desired.

Chief Operating Officer (COO)/ President

COO and Presidents functions are very similar in a small business. They both oversee

staff functions, daily operations and make sure the business runs smoothly day to day.

The COO is detail-oriented, able to implement strategic plans using skilful tactics.

Chief Financial Officer (CFO)

A CFO is responsible for setting financial goals and controlling budgets. He/she

calculates how to spend the least money leading to the largest return. Of primary

importance to the CFO is attention to the company’s cash flow, the blood of every

business. If the business owner does not want to carry a series of numbers to bed

every night, hire a CFO to take care of the finances. In many small businesses, a part-

timeCFOfillsthisrole.

Chief Marketing Officer (CMO)

A company’s success can heavily weigh on its marketing strategy. Therefore, the

CMO plays a crucial role in the management team. A CMO should have a profound

understanding of our company’s services, as well as those of competitors. He/she is

then able to precisely position the goods or services in the marketplace and effectively

communicate product/service value to customers.

Board of directors

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Board of advisers

Company structure

A company structure consists of activities such as task allocation, coordination and

supervision, which are directed towards the achievement of organizational aims. It

can also be considered as the viewing glass or perspective through which individuals

see their organization and its environment. Organizations are a variant of clustered

entities.

An organization can be structured in many different ways, depending on their

objectives. The structure of an organization will determine the modes in which it

operates and performs.

Company structure allows the expressed allocation of responsibilities for different

function and processes to different entities such as the branch, department, workgroup

and individual. 

Company structure is a formalised structure should ensure that each member of the

company to understands their own role within the company dynamics. Besides, it will

able us to understands the roles of the other members of the team. Company structure

also can help us to make appropriate use of the communication channels that have

been established. It is also given an manageable distribution of the work load. Our

company practice 3 types of team structure in the organization chart that is Leader-

based, Hierarchical and Democratic.

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Owner President

Advertising

Marketing

Manager

Accounting

Manager

Operation

Managers

H R

Manager

Sales

Supervisor

Note takers

Supervisor

Copiers

Supervisor

7. Overall Schedule

Incorporating the venture

From the moment of its inception, a new company takes on its own identity, but for legal

purposes a business is not “real” until it is formally incorporated in a particular state. There

are numerous how-to manuals on incorporation, and it is possible to incorporate on your own

for a relatively small filing fee. While this option saves money in the near term, it is

important that you get qualified advice from an attorney. The money will be well worth it and

will likely save frustrations in the long run. The latter is something to be avoided, as one of

the primary motivations for incorporating is to protect the principals from being held

personally liable for the company’s debts. A good attorney will ensure that accurate filings

are fulfilled.

Completion of prototypes

Recently a client came to us with an idea for a prescription medication container.

Working from a rough concept sketch, we developed a 3D drawing and built a product

prototype which was tested for form, fit and function - within three days. As a result of

initial tests, the client made design changes which were implemented the same day. A

modified prototype was available for a second round of tests in two days. Changes were

again made to perfect the design and a third and final prototype was completed in two

days.

Rental of facilities

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Sales Staff Note Takers Copiers

Obtaining critical financing

Starting production

Obtaining the first sale

1. Make Friends on Facebook : Learn how to get started with Facebook marketing -

everything from crafting strategic status updates to creating a compelling Facebook

page for your store.

2. Network on LinkedIn : Find out how to strategically connect with people, complete

your profile, what to post and how to leverage LinkedIn groups.

3. Get Busy on Youtube : Discover how to sell with video, what video software to use,

what kind of video content to produce and how to get started with YouTube

analytics. 

4. Spark Conversations on Twitter : If you're new to Twitter then this section is for

you. Learn how to get started setting up your account and how to strategically engage

potential followers and customers. 

5. Inspire with Pinterest : Pinterest can be a huge driver of traffic. In this chapter we

show you how to integrate a 'Pin it' button on your site and start inspiring potential

customers to start following your pins. 

6. Work It on Instagram : Instagram is quickly becoming one of the best platforms for

online store owners to build an audience with. Discover how to post photos that drive

engagement, run contests and more. 

7. Tap Into Tumblr : Here's where we show you everything you need to know to get

started with Tumblr, from picking a theme, adding content and building links back to

your store. 

Search Engine Marketing

8. Stand Out on Comparison Shopping Engines : Price driven shoppers often use

comparison shopping engines to make a purchase these days. Here, you'll learn how

to leverage these website and get your products in front of more people. 

9. Get On Google Places : Google Places is Google’s answer to the good old yellow

pages, and yes even if you haven't made a dime, you're going to want to be found on

Google Places. In this chapter we show you how.

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10. Leverage the Yahoo! Bing Network : Learn how to use paid search ads on the

Yahoo! Bing Network to drive targeted traffic to your store. 

8. Financial Projections

Sources and uses of funds statement

Assumptions sheet

In IPM, the discount rate and the capital charge rate are the two parameters that encapsulate the financing assumptions for an investment option. The discount rate is necessary for calculation of net present value (NPV). It allows for inter-temporal analysis and represents the time value of money. Annualized capital payments for an investment are computed using the capital charge rate, which takes into account the cost of debt, return on equity, taxes and depreciation. The EPA Base Case 2000 includes divergent technologies that have different methods of operation, financing, revenue streams, depreciation schedules and risk profiles. Assumptions about the capital charge rate and discount rate in EPA Base Case 2000 reflect these differences and are technology specific. The discussion below describes the methodology and assumptions on the capital charge rate and discount rate in EPA Base Case 2000

Pro forma income statements

    Total Y1 Y2 Y3

           

Licenses   $152,500 $150,000 $200,000

Maintenance   376,875 1,500,000 2,550,000

Sales   529,375 1,650,000 2,750,000

Cost of Goods Sold   15,250 15,000 20,000

Gross Profit   514,125 1,635,000 2,730,000

           

Software Development - OBRA e-z   120,000 24,000 24,000

Software Development - MasterLink   204,000 12,000 12,000

Salaries   582,000 611,100 641,655

Selling Expense   120,000 120,000 126,000

Office Expense   62,400 62,400 65,520

Other   12,000 12,000 12,600

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Total SG & A Expense   1,100,400 841,500 881,775

Operating Profit   (586,275) 793,500 1,848,225

         

Interest Income   11,787 1,981 30,213

Earnings Before Taxes   (574,488) 795,481 1,878,438

Income Taxes   2,393 278,418 657,453

Extraord. Item: Tax Refund   2,393 201,071 0

Net Income   ($574,488) $718,133 $1,220,985

Pro forma balance sheets

Balance Sheet as of our Company

Assets   Liabilities  

Current Assets   Current Liabilities  

Total Current Assets 44587 Total Current Liabilities -6538

Long Term Assets

Long Term Liabilities

   

Total Long Term

Assets 94431 Total Long Term Liabilities 144477

   

Owner Equity  

Total Owner Equity 1080

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Total Assets

13901

8

Total Liabilities and Owner

Equity 139018

Pro forma cash flows

General Assumptions

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Plan Month

1 2 3 4 5 6 7 8 9 10 11 12

Current Interest Rate

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

Long-term Interest Rate

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

10.00%

Tax Rate 30.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

25.00%

Other 0 0 0 0 0 0 0 0 0 0 0 0

Ratio analysis

Ratio Company Average

1. Liquidity Ratios

Current Ratio -6.67

2. Investment Utilization Ratios

Inventory Turnover 26

Total Asset Turnover 1.44

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Fixed Asset Turnover 2.93

3. Solvency Ratios

Debt Ratio 86.4%

Debt to Equity Ratio 6.34

4. Profitability Ratios

Gross Profit Margin 52.9%

Net Profit Margin 9.8%

Return on Assets 14%

Return on Equity 103%

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