Internet Cafe Business Plan

Internet Cafe Business Plan

Length: 5124 words (14.6 double-spaced pages)

Rating: Excellent

Open Document

Essay Preview

More ↓
Internet Cafe Business Plan

1.0 Executive Summary

JavaNet, unlike a typical cafe, will provide a unique forum for communication and entertainment through the medium of the Internet. JavaNet is the answer to an increasing demand. The public wants: (1) access to the methods of communication and volumes of information now available on the Internet, and (2) access at a cost they can afford and in such a way that they aren't socially, economically, or politically isolated. JavaNet's goal is to provide the community with a social, educational, entertaining, atmosphere for worldwide communication.

This business plan is prepared to obtain financing in the amount of $24,000. The supplemental financing is required to begin work on site preparation and modifications, equipment purchases, and to cover expenses in the first year of operations. Additional financing has already been secured in the form of: (1) $24,000 from the Oregon Economic Development Fund (2) $19,000 of personal savings from owner Cale Bruckner (3) $36,000 from three investors (4) and $9,290 in the form of short-term loans.

JavaNet will be incorporated as an LLC corporation. This will shield the owner Cale Bruckner, and the three outside investors, Luke Walsh, Doug Wilson, and John Underwood, from issues of personal liability and double taxation. The investors will be treated as shareholders and therefore will not be liable for more than their individual personal investment of $12,000 each.

The financing, in addition to the capital contributions from the owner, shareholders and the Oregon Economic Development Fund, will allow JavaNet to successfully open and maintain operations through year one. The large initial capital investment will allow JavaNet to provide its customers with a full featured Internet cafe. A unique, upscale, and innovative environment is required to provide the customers with an atmosphere that will spawn socialization. Successful operation in year one will provide JavaNet with a customer base that will allow it to be self sufficient in year two.

1.1 Objectives
JavaNet's objectives for the first three years of operation include:
•     The creation of a unique, upscale, innovative environment that will differentiate JavaNet from local coffee houses.
•     Educating the community on what the Internet has to offer.
•     The formation of an environment that will bring people with diverse interests and backgrounds together in a common forum.
•     Good coffee and bakery items at a reasonable price.
•     Affordable access to the resources of the Internet and other online services.
1.2 Mission
As the popularity of the Internet continues to grow at an exponential rate, easy and affordable access is quickly becoming a necessity of life.

How to Cite this Page

MLA Citation:
"Internet Cafe Business Plan." 28 Mar 2020

Need Writing Help?

Get feedback on grammar, clarity, concision and logic instantly.

Check your paper »

Marketing Plan for Internet Cafes In India Essay

- Marketing Plan for Internet Cafes In India Executive Summary The goal of this marketing plan is to outline the strategies, tactics, and programs that will make the sales goals outlined in this Internet Cafe business plan a reality in the year 2003 in few states in India. This plan is for Indian Markets only. Internet Cafe, unlike a typical cafe, provides a unique forum for communication and entertainment through the medium of the Internet. Internet Cafe is the answer to an increasing demand....   [tags: Business Management Essays]

Research Papers
5687 words (16.2 pages)

Essay about Case Study : Paradise Cafe Center

- Risk Management Neko – Paradise Café Center is to characterize the root causes of Budget risks identifying phases of the risk management process. Moreover, to evaluate risk Weather interactions and common causes. To identify alternative Contract Terms and Conditions mitigation strategies, techniques, and implements for each major risk. Neko – Paradise Café Center is to highlight and evaluate specific risk mitigation Training alternatives. Neko – Paradise Café Center is to planning communication to every project individuals for implementation of Safety outcomes....   [tags: Risk management, Project management, Management]

Research Papers
762 words (2.2 pages)

A Short Note On Market Strategy Of The Coffee Bean Cafe Essay

- D. Market Strategy D1. 4Ps: Product While the main retail products of the Coffee Bean Café are regular coffee, specialty blends, specialty drinks, such as lattes and mocha’s, several types of hot and iced teas, or smoothies and energy drinks. An essential part of its product that will appeal to the present and future customers of The Coffee Bean Café is the atmosphere. The décor and surroundings are very hospitable and tranquil. Wi-Fi will be available to our customers, as well as, appropriate sized tables that allow for socialization and/or to accomplish work....   [tags: Marketing, Coffee, Starbucks, Caffeine]

Research Papers
2431 words (6.9 pages)

Marketing Plan Essay

- AN IDEA FOR AN ADVERTISING CAMPAIGN AND THEIR EXPLANATION In today's very competitive marketplace a strategy that insures a consistent approach to offering a product or service in a way that will outsell the competition is critical. However, in concert with defining the marketing strategy it must also has a well defined methodology for the day to day process of implementing it. It is of little value to have a strategy if you lack either the resources or the expertise to implement it. In the process of creating a marketing strategy it must consider many factors....   [tags: Marketing]

Research Papers
1285 words (3.7 pages)

Netflix : An American Multinational Provider Of On Demand Internet Streaming Media

- How Netflix Innovated and Won Netflix is an American multinational provider of on-demand Internet streaming media. Netflix has become one of the faces of our youth, and the striving business continues to expand their boundaries. As every business they started as just an idea and has now grown into one of the top businesses in the entire world. Netflix developed a principle that any company should follow if they want to succeed, and is broken into four parts: Think Big: Starting a business can be a hit or a miss, and once one of your small ideas start to make profit, you shouldn’t be afraid to step outside of the boundaries of your business....   [tags: Mind, Thought, Google, Profit]

Research Papers
927 words (2.6 pages)

Business Plan: Namaste International Hotel Essay

- Based on our business level strategy, the category we plan to be in will be a luxury, five-star hotel targeted towards international businesspeople. The name of the hotel will be ‘Namaste International Hotel.’ Namaste is a common greeting that originates from India and is used to acknowledge the divine spirit or soul of an individual (Geno). The greeting can be used by individuals of all ages. In Sanskrit, the term translates to “I bow to you” (Geno). Namaste has a spiritual connotation used to recognize that we are all one....   [tags: Business Plan]

Research Papers
2317 words (6.6 pages)

Essay on A Business Plan When You Started Your Business

- Sattar Buksh Sattar Buksh (Sat-tar Bux-sch) is a Pakistani restaurant/café and merchandize seller based on indigenous Pakistani art and “the common, wise man on the street who has a strong entitled opinion on every subject” named Sattar Buksh. 1. Did you have a business plan when you started your business. Initially we only joked about starting such a business, but then we realized that our idea was actually viable and so we started planning out our business starting from the personality sketch of our fictional brand ambassador “Sattar Buksh”....   [tags: Management, Entrepreneurship, Business plan]

Research Papers
1783 words (5.1 pages)

Essay on Marketing Plan For Maha Cafe

- BSBMKG501 Identify and evaluate marketing opportunities Part 1: Research and identify possible marketing opportunities: Review of the Marketing Plan: I will discuss the local café Maha Café with its marketing plan and strategies. Below are its marketing plan:  Increase customer purchasing frequencies through giving out the coupons and offering the specials  Increase the up selling revenue through staffs’ recommendations and advices  Target large size of the segments such as the corporates and tourist groups  Intensify the sales by identifying the best performing products and conduct the marketing campaign  Increase our customer satisfaction rating through the staff training and induct...   [tags: Marketing, Sales, Customer service, Business]

Research Papers
1168 words (3.3 pages)

Startup Plan for Wedding Internet Business Essay

- Startup Plan for Wedding Internet Business Frequent Shopper Programs Card Programs, or Frequent Shoppers Programs (FSP) are increasing in supermarkets around the country. FSPs are bringing more consumers into the grocery stores more often and studies show that these cardholders are more likely to spend than non card members. One study shows that over 80% of customers shop less than once a week in the same store. Most consumers have low customer loyalty, so retailers are looking for a way to reward them in order to get them to continually shop in their stores....   [tags: GCSE Business Marketing Coursework]

Free Essays
423 words (1.2 pages)

Primus Securities Business Plan Essay

- Budget The budget is projected over three quarters as indicated below. Additional monetary resources will budgeted in accordance with long-term phased implementation plan. Quarter Projected Budget Projected Profit/Loss Projected Website Rank 1 $90,000 ($22,000) 39 2 $50,000 $210,000 22 3 $65,000 $407,000 13 Resources Primus Securities will hire technology professionals. The technology team will initially include a system administrator, webmaster, and a maintenance programmer, and it should be expanded as necessary in the future....   [tags: Business Plan Development]

Free Essays
1757 words (5 pages)

Related Searches

JavaNet provides communities with the ability to access the Internet, enjoy a cup of coffee, and share Internet experiences in a comfortable environment. People of all ages and backgrounds will come to enjoy the unique, upscale, educational, and innovative environment that JavaNet provides.
1.3 Keys to Success
The keys to the success for JavaNet are:
•     The creation of a unique, innovative, upscale atmosphere that will differentiate JavaNet from other local coffee shops and future Internet cafes.
•     The establishment of JavaNet as a community hub for socialization and entertainment.
•     The creation of an environment that won't intimidate the novice user. JavaNet will position itself as an educational resource for individuals wishing to learn about the benefits the Internet has to offer.
•     Great coffee and bakery items.
1.4 Risks
The risks involved with starting JavaNet are:
•     Will there be a demand for the services offered by JavaNet in Eugene?
•     Will the popularity of the Internet continue to grow, or is the Internet a fad?
•     Will individuals be willing to pay for the service JavaNet offers?
•     Will the cost of accessing the Internet from home drop so significantly that there will not be a market for Internet Cafes such as JavaNet?

2.0 Company Summary
JavaNet, soon to be located in downtown Eugene on 10th and Oak, will offer the community easy and affordable access to the Internet. JavaNet will provide full access to email, WWW, FTP, Usenet and other Internet applications such as Telnet and Gopher. JavaNet will also provide customers with a unique and innovative environment for enjoying great coffee, specialty beverages, and bakery items.
JavaNet will appeal to individuals of all ages and backgrounds. The instructional Internet classes, and the helpful staff that JavaNet provides, will appeal to the audience that does not associate themselves with the computer age. This educational aspect will attract younger and elderly members of the community who are rapidly gaining interest in the unique resources that online communications have to offer. The downtown location will provide business people with convenient access to their morning coffee and online needs.

2.1 Company Ownership
JavaNet is a privately held Oregon Limited Liability Corporation. Cale Bruckner, the founder of JavaNet, is the majority owner. Luke Walsh, Doug Wilson, and John Underwood, all hold minority stock positions as private investors.

2.2 Start-up Summary
JavaNet's start-up costs will cover coffee making equipment, site renovation and modification, capital to cover losses in the first year, and the communications equipment necessary to get its customers online.
The communications equipment necessary to provide JavaNet's customers with a high-speed connection to the Internet and the services it has to offer make up a large portion of the start-up costs. These costs will include the computer terminals and all costs associated with their set-up. Costs will also be designated for the purchase of two laser printers and a scanner.
In addition, costs will be allocated for the purchase of coffee making equipment. One espresso machine, an automatic coffee grinder, and minor additional equipment will be purchased from Allann Brothers.
The site at 10th and Oak will require funds for renovation and modification. A single estimated figure will be allocated for this purpose. The renovation/modification cost estimate will include the costs associated with preparing the site for opening business.
Start-up Expenses     
Legal     $500
Stationery etc.     $500
Brochures     $500
Consultants     $2,000
Insurance     $700
Rent     $1,445
4-group Automatic Coffee Machine     $10,700
Bean Grinder     $795
Computer Systems (x11)     $24,310
Communication Lines     $840
Fixtures/Re-model     $20,000
Total Start-up Expenses     $62,290
Start-up Assets Needed     
Cash Balance on Starting Date     $24,000
Start-up Inventory     $2,000
Other Current Assets     $0
Total Current Assets     $26,000
Long-term Assets     $0
Total Assets     $26,000
Total Requirements     $88,290
Cale Bruckner     $19,000
Luke Walsh     $12,000
Doug Wilson     $12,000
John Underwood     $12,000
Total Investment     $55,000
Current Liabilities     
Accounts Payable     $0
Current Borrowing     $9,290
Other Current Liabilities     $0
Current Liabilities     $9,290
Long-term Liabilities     $24,000
Total Liabilities     $33,290
Loss at Start-up     ($62,290)
Total Capital     ($7,290)
Total Capital and Liabilities     $26,000


Click to Enlarge

2.3 Company Locations and Facilities
A site has been chosen at 10th and Oak in downtown Eugene. This site was chosen for various reasons, including:
•     Proximity to the downtown business community.
•     Proximity to trendy, upscale restaurants such as West Brothers.
•     Proximity to LTD's Eugene Station. Parking availability.
•     Low cost rent - $.85 per square foot for 1700 square feet.
•     High visibility.
All of these qualities are consistent with JavaNet's goal of providing a central hub of communication and socialization for the Eugene community.

3.1 Service Description
JavaNet will provide its customers with full access to the Internet and common computer software and hardware. Some of the Internet and computing services available to JavaNet customers are listed below:
•     Access to external POP3 email accounts.
•     Customers can sign up for a JavaNet email account. This account will be managed by JavaNet servers and accessible from computer systems outside the JavaNet network.
•     FTP, Telnet, Gopher, and other popular Internet utilities will be available.
•     Access to Netscape or Internet Explorer browser.
•     Access to laser and color printing.
•     Access to popular software applications like Adobe PhotoShop and Microsoft Word.
JavaNet will also provide its customers with access to introductory Internet and email classes. These classes will be held in the afternoon and late in the evening. By providing these classes, JavaNet will build a client base familiar with its services. The computers, Internet access, and classes wouldn't mean half as much if taken out of the environment JavaNet will provide. Good coffee, specialty drinks, bakery goods, and a comfortable environment will provide JavaNet customers with a home away from home. A place to enjoy the benefits of computing in a comfortable and well-kept environment.
3.2 Competitive Comparison
JavaNet will be the first Internet cafe in Eugene. JavaNet will differentiate itself from the strictly-coffee cafes in Eugene by providing its customers with Internet and computing services.
3.3 Fulfillment
JavaNet will obtain computer support and Internet access from Bellevue Computers located in Eugene. Bellevue will provide the Internet connections, network consulting, and the hardware required to run the JavaNetwork. Allann Brothers will provide JavaNet with coffee equipment, bulk coffee, and paper supplies. At this time, a contract for the bakery items has not been completed. JavaNet is currently negotiating with Humble Bagel and the French Horn to fulfill the requirement.
3.4 Technology
JavaNet will invest in high-speed computers to provide its customers with a fast and efficient connection to the Internet. The computers will be reliable and fun to work with. JavaNet will continue to upgrade and modify the systems to stay current with communications technology. One of the main attractions associated with Internet cafes, is the state of the art equipment available for use. Not everyone has a Pentium PC in their home or office.
3.5 Future Services
As JavaNet grows, more communications systems will be added. The possibility of additional units has been accounted for in the current floor plan. As the demand for Internet connectivity increases, along with the increase in competition, JavaNet will continue to add new services to keep its customer base coming back for more.

4.0 Market Analysis Summary
JavaNet is faced with the exciting opportunity of being the first-mover in the Eugene cyber-cafe market. The consistent popularity of coffee, combined with the growing interest in the Internet, has been proven to be a winning concept in other markets and will produce the same results in Eugene.
4.1 Market Segmentation
JavaNet's customers can be divided into two groups. The first group is familiar with the Internet and desires a progressive and inviting atmosphere where they can get out of their offices or bedrooms and enjoy a great cup of coffee. The second group is not familiar with the Internet, yet, and is just waiting for the right opportunity to enter the online community. JavaNet's target market falls anywhere between the ages of 18 and 50. This extremely wide range of ages is due to the fact that both coffee and the Internet appeal to a variety of people. In addition to these two broad categories, JavaNet's target market can be divided into more specific market segments. The majority of these individuals are students and business people. See the Market Analysis chart and table below for more specifics.
Market Analysis (Pie)

Click to Enlarge

Market Analysis
Market Analysis
Potential Customers     Growth     1999     2000     2001     2002     2003     CAGR
University Students     4%     15,000     15,600     16,224     16,873     17,548     4.00%
Office Workers     3%     25,000     25,750     26,523     27,319     28,139     3.00%
Seniors     5%     18,500     19,425     20,396     21,416     22,487     5.00%
Teenagers     2%     12,500     12,750     13,005     13,265     13,530     2.00%
Other     0%     25,000     25,000     25,000     25,000     25,000     0.00%
Total     2.68%     96,000     98,525     101,148     103,873     106,704     2.68%

4.2 Target Market Segment Strategy
JavaNet intends to cater to people who want a guided tour on their first spin around the Internet and to experienced users eager to indulge their passion for computers in a social setting. Furthermore, JavaNet will be a magnet for local and traveling professionals who desire to work or check their email messages in a friendly atmosphere. These professionals will either use JavaNet's PCs, or plug their notebooks into Internet connections. JavaNet's target market covers a wide range of ages: from members of Generation X who grew up surrounded by computers, to Baby Boomers who have come to the realization that people today cannot afford to ignore computers.
4.2.1 Market Needs
Factors such as current trends, addiction, and historical sales data ensure that the high demand for coffee will remain constant over the next five years. The rapid growth of the Internet and online services, that has been witnessed worldwide, is only the tip of the iceberg. The potential growth of the Internet is enormous, to the point where one day, a computer terminal with an online connection will be as common and necessary as a telephone. This may be 10 or 20 years down the road, but for the next five years, the online service provider market is sure to experience tremendous growth. Being the first cyber-cafe in Eugene, JavaNet will enjoy the first-mover advantages of name recognition and customer loyalty. Initially, JavaNet will hold a 100 percent share of the cyber-cafe market in Eugene. In the next five years, competitors will enter the market. JavaNet has set a goal to maintain greater than a 50 percent market share.
4.2.2 Market Trends
A market survey was conducted in the Fall of 1996. Key questions were asked of fifty potential customers. Some key findings include:
•     35 subjects said they would be willing to pay for access to the Internet.
•     Five dollars an hour was the most popular hourly Internet fee.
•     24 subjects use the Internet to communicate with others on a regular basis.
4.3 Service Business Analysis
The retail coffee industry in Eugene experienced rapid growth at the beginning of the decade and is now moving into the mature stage of its life cycle. Many factors contribute to the large demand for good coffee in Eugene. The University is a main source of demand for coffee retailers. The climate in Eugene is extremely conducive to coffee consumption. Current trends in the Northwest reflect the popularity of fresh, strong, quality coffee and specialty drinks. Eugene is a haven for coffee lovers.
The popularity of the Internet is growing exponentially. Those who are familiar with the Internet are well aware of how fun and addictive surfing the Net can be. Those who have not yet experienced the Internet, need a convenient, relaxed atmosphere where they can feel comfortable learning about and utilizing the current technologies. JavaNet seeks to provide its customers with affordable Internet access in an innovative and supportive environment.
Due to intense competition, cafe owners must look for ways to differentiate their place of business from others in order to achieve and maintain a competitive advantage. The founder of JavaNet realizes the need for differentiation and strongly believes that combining a cafe with complete Internet service is the key to success. The fact that no cyber-cafes are established in Eugene, presents JavaNet with a chance to enter the window of opportunity and enter into a profitable niche in the market.
4.3.1 Business Participants
There are approximately 16 coffee wholesalers in Lane County. These wholesalers distribute coffee and espresso beans to over 20 retailers in the Eugene area. Competition in both channels creates an even amount of bargaining power between buyers and suppliers resulting in extremely competitive pricing. Some of these major players in the industry (i.e. Allann Brothers Coffee Co., Inc. and Coffee Corner Ltd.) distribute and retail coffee products.
The number of online service providers in Eugene is approximately eight and counting. These small, regional service providers use a number of different pricing strategies. Some charge a monthly fee, while others charge hourly and/or phone fees. Regardless of the pricing method used, obtaining Internet access through one of these firms can be expensive. Larger Internet servers such as America Online (AOL), Prodigy, and CompuServe, are also fighting for market share in this rapidly growing industry. These service providers are also rather costly for the average consumer. Consumers who are not convinced they would frequently and consistently travel the Internet, will not be willing to pay these prices.
4.3.2 Distribution Patterns
The dual product/service nature of JavaNet's business faces competition on two levels. JavaNet competes not only with coffee retailers, but also with Internet service providers. The good news is that JavaNet does not currently face any direct competition from other cyber-cafes in the Eugene market. There are a total of three cyber-cafes in the state of Oregon: one located in Portland and two in Ashland.
Heavy competition between coffee retailers in Eugene creates an industry where all firms face the same costs. There is a positive relationship between price and quality of coffee. Some coffees retail at $8/pound while other, more exotic beans may sell for as high as $16/pound. Wholesalers sell beans to retailers at an average of a 50 percent discount. For example, a pound of Sumatran beans wholesales for $6.95 and retails for $13.95. And as in most industries, price decreases as volume increases.
4.3.3 Competition and Buying Patterns
The main competitors in the retail coffee segment are Cafe Paradisio, Full City, Coffee Corner and Allann Bros. These businesses are located in or near the downtown area, and target a similar segment to JavaNet's (i.e. educated, upwardly-mobile students and business people).
Competition from online service providers comes from locally-owned businesses as well as national firms. There are approximately eight, local, online service providers in Eugene. This number is expected to grow with the increasing demand for Internet access. Larger, online service providers, such as AOL and CompuServe are also a competitive threat to JavaNet. Due to the nature of the Internet, there are no geographical boundaries restricting competition.

5.0 Strategy and Implementation Summary
JavaNet has three main strategies. The first strategy focuses on attracting novice Internet users. By providing a novice friendly environment, JavaNet hopes to educate and train a loyal customer base.
The second, and most important, strategy focuses on pulling in power Internet users. Power Internet users are extremely familiar with the Internet and its offerings. This group of customers serves an important function at JavaNet. Power users have knowledge and web-browsing experience that novice Internet users find attractive and exciting.
The third strategy focuses on building a social environment for JavaNet customers. A social environment, that provides entertainment, will serve to attract customers that wouldn't normally think about using the Internet. Once on location at JavaNet, these customers that came for the more standard entertainment offerings, will realize the potential entertainment value the Internet can provide.
5.1 Strategy Pyramids
The following subtopics provide an overview of JavaNet's three key strategies. Strategy pyramid graphics are presented in the appendices of this plan.
5.1.1 Attract Novice Internet Users
JavaNet's first strategy focuses on attracting novice Internet users. JavaNet plans on attracting these customers by:
•     Providing a novice friendly environment. JavaNet will be staffed by knowledgeable employees focused on serving the customer's needs.
•     A customer service desk will always be staffed. If a customer has any type of question or concern, a JavaNet employee will always be available to assist.
•     JavaNet will offer introductory classes on the Internet and email. These classes will be designed to help novice users familiarize themselves with these key tools and the JavaNet computer systems.
5.1.2 Attract Power Internet Users
JavaNet's second strategy will be focused on attracting power Internet users. Power Internet users provide an important function at JavaNet. JavaNet plans on attracting this type of customer by:
•     Providing the latest in computing technology.
•     Providing scanning and printing services.
•     Providing access to powerful software applications.
5.1.3 Social Hub
The third strategy focuses on building a social environment for JavaNet customers. A social environment, that provides entertainment, will serve to attract customers that wouldn't normally think about using the Internet. Once on location at JavaNet, these customers that came for the more standard entertainment offerings, will realize the potential entertainment value the Internet can provide.
5.2 Competitive Edge
JavaNet will follow a differentiation strategy to achieve a competitive advantage in the cafe market. By providing Internet service, JavaNet separates itself from all other cafes in Eugene. In addition, JavaNet provides a comfortable environment with coffee and bakery items, distinguishing itself from other Internet providers in Eugene.
5.3 Marketing Strategy
JavaNet will position itself as an upscale coffee house and Internet service provider. It will serve high-quality coffee and espresso specialty drinks at a competitive price. Due to the number of cafes in Eugene, it is important that JavaNet sets fair prices for its coffee. JavaNet will use advertising as its main source of promotion. Ads placed in The Register Guard, Eugene Weekly, and the Emerald will help build customer awareness. Accompanying the ad will be a coupon for a free hour of Internet travel. Furthermore, JavaNet will give away three free hours of Internet use to beginners who sign up for an introduction to the Internet workshop provided by JavaNet.
5.3.1 Pricing Strategy
JavaNet bases its prices for coffee and specialty drinks on the "retail profit analysis" provided by our supplier, Allann Brothers Coffee Co., Inc. Allann Brothers has been in the coffee business for 22 years and has developed a solid pricing strategy.
Determining a fair market, hourly price, for online use is more difficult because there is no direct competition from another cyber-cafe in Eugene. Therefore, JavaNet considered three sources to determine the hourly charge rate. First, we considered the cost to use other Internet servers, whether it is a local networking firm or a provider such as America Online. Internet access providers use different pricing schemes. Some charge a monthly fee, while others charge an hourly fee. In addition, some providers use a strategy with a combination of both pricing schemes. Thus, it can quickly become a high monthly cost for the individual. Second, JavaNet looked at how cyber-cafes in other markets such as Portland and Ashland went about pricing Internet access. Third, JavaNet used the market survey conducted in the Fall of 1996. Evaluating these three factors resulted in JavaNet's hourly price of five dollars.
5.3.2 Promotion Strategy
JavaNet will implement a pull strategy in order to build consumer awareness and demand. Initially, JavaNet has budgeted $5,000 for promotional efforts which will include advertising with coupons for a free hour of Internet time in local publications and in-house promotions such as offering customers free Internet time if they pay for an introduction to the Internet workshop taught by JavaNet's computer technician.
JavaNet realizes that in the future, when competition enters the market, additional revenues must be allocated for promotion in order to maintain market share.
5.4 Sales Strategy
As a retail establishment, JavaNet employs people to handle sales transactions. Computer literacy is a requirement for JavaNet employees. If an employee does not possess basic computer skills when they are hired, they are trained by our full-time technician. Our full-time technician is also available for customers in need of assistance. JavaNet's commitment to friendly, helpful service is one of the key factors that distinguishes JavaNet from other Internet cafes.
5.4.1 Sales Forecast
Sales forecast data is presented in the chart and table below.
Sales Forecast
Sales Forecast
Unit Sales     1999     2000     2001
Coffee (based on average)     12,015     14,068     15,475
Specialty Drinks (based on average)     6,654     7,913     8,705
Email Memberships     8,704     10,505     11,556
Hourly Internet Fees     38,270     46,365     51,002
Baked Goods (based on average)     32,673     42,150     46,365
Total Unit Sales     98,316     121,002     133,102
Unit Prices     1999     2000     2001
Coffee (based on average)     $1.00     $1.00     $1.00
Specialty Drinks (based on average)     $2.00     $2.00     $2.00
Email Memberships     $10.00     $10.00     $10.00
Hourly Internet Fees     $2.50     $2.50     $2.50
Baked Goods (based on average)     $1.25     $1.25     $1.25
Coffee (based on average)     $12,015     $14,068     $15,475
Specialty Drinks (based on average)     $13,308     $15,826     $17,409
Email Memberships     $87,038     $105,053     $115,558
Hourly Internet Fees     $95,676     $115,913     $127,505
Baked Goods (based on average)     $40,841     $52,688     $57,956
Total Sales     $248,878     $303,548     $333,903
Direct Unit Costs     1999     2000     2001
Coffee (based on average)     $0.25     $0.25     $0.25
Specialty Drinks (based on average)     $0.50     $0.50     $0.50
Email Memberships     $2.50     $2.50     $2.50
Hourly Internet Fees     $0.63     $0.63     $0.63
Baked Goods (based on average)     $0.31     $0.31     $0.31
Direct Cost of Sales     1999     2000     2001
Coffee (based on average)     $3,004     $3,517     $3,869
Specialty Drinks (based on average)     $3,327     $3,957     $4,352
Email Memberships     $21,759     $26,263     $28,890
Hourly Internet Fees     $23,919     $28,978     $31,876
Baked Goods (based on average)     $10,129     $13,067     $14,373
Subtotal Direct Cost of Sales     $62,138     $75,782     $83,360

Sales Monthly

Click to Enlarge

5.5 Milestones
The JavaNet management team has established some basic milestones to keep the business plan priorities in place. Responsibility for implementation falls on the shoulders of Cale Bruckner. This Milestones Table below will be updated as the year progresses using the actual tables. New milestones will be added as the first year of operations commences.

Click to Enlarge

Milestone     Start Date     End Date     Budget     Manager     Department
Business Plan     1/1/1998     2/1/1998     $1,000     Cale Bruckner     Admin
Secure Start-up Funding     2/15/1998     3/1/1998     $1,000     Cale Bruckner     Admin
Site Selection     3/1/1998     3/15/1998     $1,000     Cale Bruckner     Admin
Architect Designs     4/1/1998     5/1/1998     $1,000     Cale Bruckner     Admin
Designer Proposal     4/1/1998     4/15/1998     $1,000     Cale Bruckner     Admin
Technology Design     4/1/1998     4/15/1998     $1,000     Cale Bruckner     Admin
Year 1 Plan     6/1/1998     6/5/1998     $1,000     Cale Bruckner     Admin
Personnel Plan     7/1/1998     7/10/1998     $1,000     Cale Bruckner     Admin
Accounting Plan     7/1/1998     7/5/1998     $1,000     Cale Bruckner     Admin
Licensing     9/1/1998     9/15/1998     $1,000     Cale Bruckner     Admin
Totals                 $10,000          

6.0 Management Summary
JavaNet is owned and operated by Mr. Cale Bruckner. The company, being small in nature, requires a simple organizational structure. Implementation of this organizational form calls for the owner, Mr. Bruckner, to make all of the major management decisions in addition to monitoring all other business activities.
6.1 Personnel Plan
The staff will consist of six part-time employees working thirty hours a week at $5.50 per hour. In addition, one full-time technician (who is more technologically oriented to handle minor terminal repairs/inquiries) will be employed to work forty hours a week at $10.00 per hour. The three private investors, Luke Walsh, Doug Wilson and John Underwood will not be included in management decisions. This simple structure provides a great deal of flexibility and allows communication to disperse quickly and directly. Because of these characteristics, there are few coordination problems seen at JavaNet that are common within larger organizational chains. This strategy will enable JavaNet to react quickly to changes in the market.
Personnel Plan
     1999     2000     2001
Owner     $24,000     $26,400     $29,040
Part Time 1     $7,920     $7,920     $7,920
Part Time 2     $7,920     $7,920     $7,920
Part Time 3     $7,920     $7,920     $7,920
Part Time 4     $7,920     $7,920     $7,920
Part Time 5     $3,960     $7,920     $7,920
Part Time 6     $7,920     $7,920     $7,920
Technician     $21,731     $23,904     $26,294
Manager     $4,000     $24,000     $26,400
Total People     0     0     0
Total Payroll     $93,291     $121,824     $129,254

7.0 Financial Plan
Sales: JavaNet is basing their projected coffee and espresso sales on the financial snapshot information provided to them by Allann Bros. Coffee Co. Internet sales were estimated by calculating the total number of hours each terminal will be active each day and then generating a conservative estimate as to how many hours will be purchased by consumers.
Cost of Goods Sold: The cost of goods sold for coffee-related products was determined by the "retail profit analysis" we obtained from Allann Bros. Coffee Co. The cost of bakery items is 20% of the selling price. The cost of Internet access is $660 per month, paid to Bellevue Computers for networking fees. The cost of e-mail accounts is 25% of the selling price.
Fixture Costs: Fixture costs associated with starting JavaNet are the following: 11 computers = $22,000, two printers = $1,000, one scanner = $500, one espresso machine = $10,700, one automatic espresso grinder = $795, two coffee/food preparation counters = $1,000, one information display counter = $1,000, one drinking/eating counter = $500, sixteen stools = $1,600, six computer desks w/chairs = $2,400, stationery goods = $500, two telephones = $200, decoration expense = $14,110 for a total fixture cost of $50,000.
Salaries Expense: The founder of JavaNet, Cale Bruckner, will receive a salary of $24,000 in year one, $26,400 in year two, and $29,040 in year three.
Payroll Expense: JavaNet intends to hire six part-time employees at $5.75/hour and a full-time technician at $10.00/hour. The total cost of employing seven people at these rates for the first year is $7,240/month.
Rent Expense: JavaNet is leasing a 1700 square foot facility at $.85/sq. foot. The lease agreement JavaNet signed specifies that we pay $2,000/month for a total of 36 months. At the end of the third year, the lease is open for negotiations and JavaNet may or may not re-sign the lease depending on the demands of the lessor.
Utilities Expense: As stated in the contract, the lessor is responsible for the payment of utilities including gas, garbage disposal, and real estate taxes. The only utilities expense that JavaNet must pay is the phone bill generated by fifteen phone lines; thirteen will be dedicated to modems and two for business purposes. The basic monthly service charge for each line provided by US West is $17.29. The 13 lines used to connect the modems will make local calls to the network provided by Bellevue resulting in a monthly charge of $224.77. The two additional lines used for business communication will cost $34.58/month plus long distance fees. JavaNet assumes that it will not make more than $40.00/month in long distance calls. Therefore, the total cost associated with the two business lines is estimated at $74.58/month and the total phone expense at $299.35/month. In addition, there will be an additional utility expense of $800 for estimated EWEB bills.
Marketing Expense: JavaNet will allocate $5,000 for promotional expenses at the time of start-up. These dollars will be used for advertising in local newspapers in order to build consumer awareness. For additional information, please refer to section 5.0 of the business plan.
Insurance Expense: JavaNet has allocated $1,440 for insurance for the first year. As revenue increases in the second and third year of business, JavaNet intends to invest more money for additional insurance coverage.
Legal and Consulting Fees: The cost of obtaining legal consultation in order to draw up the paper work necessary for an LLC is $1,000.
Depreciation: In depreciating our capital equipment, JavaNet used the Modified Accelerated Cost Recovery Method. We depreciated our computers over a five-year time period and our fixtures over seven years.
Taxes: JavaNet is an LLC and, as an entity, it is not taxed. However, there is a 15% payroll burden.
Accounts Payable: JavaNet acquired a $24,000 loan from a bank at a 10% interest rate. The loan will be paid back at $750/month over the next three years. The $9,290 short term loan will be paid back at a rate of 8%.
7.1 Important Assumptions
Basic assumptions are presented in the table below.
General Assumptions
General Assumptions
     1999     2000     2001
Plan Month     1     2     3
Current Interest Rate     10.00%     10.00%     10.00%
Long-term Interest Rate     10.00%     10.00%     10.00%
Tax Rate     25.42%     25.00%     25.42%
Other     0     0     0

7.2 Key Financial Indicators
Profit growth data is presented in the chart below.
Profit Monthly

Click to Enlarge

7.3 Break-even Analysis
Break-even data is presented in the chart and table below.
Break-even Analysis

Click to Enlarge

Break-even Analysis
Break-even Analysis:
Monthly Units Break-even     4,923
Monthly Revenue Break-even     $12,461
Average Per-Unit Revenue     $2.53
Average Per-Unit Variable Cost     $0.50
Estimated Monthly Fixed Cost     $10,000

7.4 Projected Profit and Loss
P & L data is presented in the table below.
Profit and Loss
Pro Forma Profit and Loss
     1999     2000     2001
Sales     $248,878     $303,548     $333,903
Direct Cost of Sales     $62,138     $75,782     $83,360
Other     $0     $0     $0
     ------------     ------------     ------------
Total Cost of Sales     $62,138     $75,782     $83,360
Gross Margin     $186,740     $227,767     $250,543
Gross Margin %     75.03%     75.03%     75.03%
Payroll     $93,291     $121,824     $129,254
Sales and Marketing and Other Expenses     $33,750     $40,000     $43,000
Depreciation     $0     $0     $0
Utilities     $9,120     $9,120     $9,120
Insurance     $6,000     $6,000     $6,000
Rent     $24,000     $24,000     $24,000
Payroll Taxes     $13,994     $18,274     $19,388
Other     $0     $0     $0
     ------------     ------------     ------------
Total Operating Expenses     $180,154     $219,217     $230,762
Profit Before Interest and Taxes     $6,586     $8,549     $19,781
Interest Expense     $2,436     $1,540     $1,200
Taxes Incurred     $555     $1,752     $4,723
Net Profit     $3,595     $5,257     $13,858
Net Profit/Sales     1.44%     1.73%     4.15%

7.5 Projected Cash Flow
Cash flow data is presented in the chart and table below.
Cash Flow
Pro Forma Cash Flow
     1999     2000     2001
Cash Received                 
Cash from Operations:                  
Cash Sales     $248,878     $303,548     $333,903
Cash from Receivables     $0     $0     $0
Subtotal Cash from Operations     $248,878     $303,548     $333,903
Additional Cash Received                 
Sales Tax, VAT, HST/GST Received     $0     $0     $0
New Current Borrowing     $2,000     $5,000     $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     $0     $0
Subtotal Cash Received     $250,878     $308,548     $333,903
Expenditures     1999     2000     2001
Expenditures from Operations:                 
Cash Spending     $14,345     $15,972     $17,218
Payment of Accounts Payable     $223,877     $282,485     $302,633
Subtotal Spent on Operations     $238,223     $298,457     $319,851
Additional Cash Spent                 
Sales Tax, VAT, HST/GST Paid Out     $0     $0     $0
Principal Repayment of Current Borrowing     $9,290     $2,000     $0
Other Liabilities Principal Repayment     $0     $0     $0
Long-term Liabilities Principal Repayment     $9,600     $5,000     $4,800
Purchase Other Current Assets     $0     $0     $0
Purchase Long-term Assets     $0     $0     $0
Dividends     $0     $0     $0
Subtotal Cash Spent     $257,113     $305,457     $324,651
Net Cash Flow     ($6,235)     $3,091     $9,252
Cash Balance     $17,765     $20,856     $30,108


Click to Enlarge

7.6 Projected Balance Sheet
Our projected balance sheet is presented in the table below.
Balance Sheet
Pro Forma Balance Sheet
Current Assets     1999     2000     2001
Cash     $17,765     $20,856     $30,108
Inventory     $6,972     $8,503     $9,353
Other Current Assets     $0     $0     $0
Total Current Assets     $24,737     $29,359     $39,462
Long-term Assets                 
Long-term Assets     $0     $0     $0
Accumulated Depreciation     $0     $0     $0
Total Long-term Assets     $0     $0     $0
Total Assets     $24,737     $29,359     $39,462
Liabilities and Capital                 
Current Liabilities     1999     2000     2001
Accounts Payable     $12,033     $13,397     $14,442
Current Borrowing     $2,000     $5,000     $5,000
Other Current Liabilities     $0     $0     $0
Subtotal Current Liabilities     $14,033     $18,397     $19,442
Long-term Liabilities     $14,400     $9,400     $4,600
Total Liabilities     $28,433     $27,797     $24,042
Paid-in Capital     $55,000     $55,000     $55,000
Retained Earnings     ($62,290)     ($58,695)     ($53,438)
Earnings     $3,595     $5,257     $13,858
Total Capital     ($3,695)     $1,562     $15,420
Total Liabilities and Capital     $24,737     $29,359     $39,462
Net Worth     ($3,695)     $1,562     $15,420

Return to