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Objectives Thirteen Drive-thru locations and four fully booked Mobile Cafes by the end of the third year.

. Gross Margin of 45% or more. Net After-tax Profit above 15% of Sales. Vision To be the preferred destination of beverage drinkers. Mission Provide customers the finest quality beverage in the most efficient time. Provide community support through customer involvement. Operate and grow at a profitable rate through sound economic decisions. Company Ownership Limited Liability Corporation. Initial investment of $ 425000. Initial Public Offering or Private Offering. Start-Up The majority of these funds will be used to build the first facility, pay deposits, and provide capital for six months of operating expenses, initial inventory and other one-time expenses. The Daily Perc anticipates the need for operating capital for the first few months of operation.

Company Locations and Facilities The demographic and physical requirements for a Drive-thru location are: Traffic of 40,000+ on store side. Visible from roadway. Easy entry with light if less than 30,000 cars. Established retail shops in area.

Products Specialty Coffees & Custom blended Teas Select Domestic Soft drinks & Italian Sodas Fresh baked Pastries & Other confections Seasonal additions - Hot apple cider (Fall) - Hot Chocolate (Winter) - Frozen coffee (Summer)

Competitive Comparison Primary competition will come from three sources: National coffee houses such as Starbucks and Panera Locally owned and operated cafes. Fast food chains and convenience stores. Two things will make TCC stand out from all its competitors Provide products in the most convenient and efficient way available--either at one of the two-sided Drive-thru shops, or at one of the Mobile Cafes. Significant benefit to the community through a possible 7.5% contribution to customeridentified charities, schools, or other institutions.

Market Analysis Focus on two markets -- Daily Commuter -- Captive Consumer Drive-thru Mobile Caf -- > Daily Commuters -- > Captive Consumers

Mobile Cafe 2,582 venues Captive Consumer potential of 2,582,000

Drive-Thru Approximate 2,500,000 commuters, visitors, vacationers in Metropolitian Area

In addition - 1700 Corporate facilities

Market Trends Need for unique taste & customized coffee Time constraints of modern customers Sub-standard beverage sold High price

Market Growth & Industry Analysis Starbucks achieved $2.2 billion in sales with 3000 outlets Anticipating $6 billion in revenue with 7000 outlets.

International Brands like Folgers Maxwell house Safari reported higher sales and greater profits 2.5 million commuters 50% coffee drinkers Growth rate of 6% per year

Market Needs Busy Schedule Desire for quality Disposable Income Buying Patterns National specialty beverage chains/ local coffee houses -- the "experience" of the coffee house. It is a relaxing, slow paced environment. Fast food restaurants/Convenience Stores -- time is more valuable than good taste.

Marketing Strategy Drive-thru facilities in locations of very high visibility and great ease of access. Low cost advertising/promotion campaign (drive-time radio). Build relationships with schools, charities and corporations (word of mouth). Media

Positioning Statement For busy, mobile people whose time is already at a premium, but desire a refreshing, high quality beverage or baked item while commuting to or from work or school. Pricing Strategy TCC pricing will be comparable to the competition, but with the value-added feature of immediate, drive-thru service and convenience. Sales Strategy specials on high-profit items at the drive-up window. free drink coupons to those who have purchased a certain number of cups. develop window sales techniques.

Sales Forecast First Year Two Drive-thru locations in operation. First in 3 months and second 6 months later. Generate 300,000 tickets 30 Rs. One mobile unit in the fourth quarter of the first fiscal year. generate 36,000 tickets each, at an average ticket price of 30 Rs Second Year Two more Drive-thrus. Total of over 9,00,000 tickets. Deploy a second and third mobile unit. All three mobile units to generate 120,000 tickets in the second year. Third Year Nine Drive-thru facilities. Total of 2,600,000 tickets. Additional fourth mobile unit deployed, TCC expects to see 240,000 mobile unit tickets.

Unit Sales Drive-Thrus Mobile Units Unit Price (in Rupees) Drive-Thrus Mobile Units

First Year 300,000 36,000

Second Year 900,000 120,000 Second Year

Third Year 2,600,000 240,000

First Year 30 30

35 35 Second Year 31,500,000 4,200,000 35,700,000

Third Year 40 40

Total Sales Drive-Thrus Mobile Units

First Year 9,000,000 1,080,000 10,080,000

Third Year 104,000,000 9,600,000 113,600,000

Financial Plan TTC is operating a cash business, the initial cost is significantly less than many start-ups these days. Labour intensive. Higher level of talent is required. Financial investment in talent. The facilities and equipment are financed. Capital expenditures and will be available for financing. There will be a minimum of inventory on hand so as to keep the product fresh and to take advantage of price drops, when and if they should occur. Initial combination of investments and long-term financing to carry it without the need for any additional equity or debt investment, beyond the purchase of equipment or facilities.

Key financial indicators: sales, gross margin, operating expenses, collection days, and inventory turnover. The growth in sales exceeds 250% each year. Gross margin above the 38% projected for the first year, but it doesn't anticipate anything higher than 46%. Relatively stable amount of inventory.

Break-even Analysis To arrive at the average monthly fixed costs, TCC calculated the fixed costs for the Drive-thru. Using the average price per unit, less the average cost per unit, divided into the fixed costs of operation, TCC concludes that we will need to sell at least the number of units shown in the following table and chart to reach break-even each month.

Projected Profit and Loss First Year healthy sales and Gross Profit Margin. Expenses during the first year will, however leave a Net After-tax loss. production costs of 60%, the single largest expenditures in the first year are in the general and administrative (G&A) area, totaling 23% of sales

Second Year Sales increase by nearly 400% in the second year. operating expenses double but realize a Net After-tax profit. substantial charitable contributions

Third Year sales increase, increase in production costs, and help improve Gross Profit Margin. Expenses rises -- advertising increases and TCC will be adding several key management team members. These increases, as well as those for increased equipment leases and rents, raise our operating expenses, leaving a respectable Net After-tax profit.

Unit Sales Drive-Thrus Mobile Units Unit Price (in Rupees) Drive-Thrus Mobile Units

Second First Year Year Third Year 300,000 900,000 2,600,000 36,000 120,000 240,000 Second Year 30 30

First Year

Third Year 35 40 35 40

Total Sales Drive-Thrus Mobile Units

Second First Year Year Third Year 9,000,000 31,500,000 104,000,000 1,080,000 4,200,000 9,600,000 10,080,000 35,700,000 113,600,000

Unit Sales Drive-Thrus Mobile Units Unit Price (in Rupees) Drive-Thrus Mobile Units

Second First Year Year Third Year 300,000 900,000 2,600,000 36,000 120,000 240,000 Second Year 30 30

First Year

Third Year 35 40 35 40

Total Sales Drive-Thrus Mobile Units

Second First Year Year Third Year 9,000,000 31,500,000 104,000,000 1,080,000 4,200,000 9,600,000 10,080,000 35,700,000 113,600,000

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