“Zee Mart"
Due
to the intensification of wants of the people in the city Rahim Yar
Khan, We are going to open a super mart named as “Zee
Mart”.
There is a big opportunity for us due to less competition in the
city. Two small marts (have just daily use items) are fulfilling the
customer’s need but they have failed to fulfill the desire of
customers in this city.
For
this purpose we are going to make a feasibility of this project; in
which we are going to identify the investment on the project.
We
will be covering house hold appliances, and other domestic
necessities that will fulfill the consumer’s daily life
requirements.
According
to our idea Zee Mart has a ground floor where the grocery items cover
the space and on first floor cosmetics items cover the space.
Legal status of the company:
Zee
Mart is a private held
company
or close
corporation. The
company members will not offer or trade its company stock
(shares)
to the general public on the stock
market
exchanges, but rather the company's stock will be offered, owned and
traded or exchanged privately.
Brief description of the business:
Our
business is about establishing a super market by the name of Zee
Mart. This super market will be located in Rahim Yar Khan one of the
major city in Punjab. After surveying the city we came to know that
due to the intensification of wants of the people in the city a super
market is needed where people can easily purchase daily use items all
under one roof. There is a big opportunity for us due to small
competition in the city where just two small marts (have just daily
use items) are fulfilling the customer’s need but they have failed
to fulfill the desire of customers in this city. People have to go to
different places to purchase different items to fulfill their wants
and desires but there is no such place in the city where people can
buy everything under one roof. By building this mart both people of
the city and the owners of the mart will benefit from this activity.
As the people of the city will find everything under one roof and we
will be making profit out of it and also helping people at the same
time to purchase the products all under one roof. According to our
idea Zee Mart has a ground floor where the grocery items cover the
space and on first floor cosmetics items cover the space.
Project investment and financial plan:
|
Zee
Mart
|
|
|
Annexure I
|
|
Financial
Plan
|
|||
|
|
|
|
Total
|
|
EQUITY |
|
|
|
|
Owner's Equity |
|
|
10,292,000
|
|
Others
|
|
|
-
|
|
Total Equity |
|
|
10,292,000
|
|
DEBT |
|
|
|
|
Long-term Debt |
|
|
9,438,000
|
|
Short Term Debt |
|
|
6,000,000
|
|
Total Debts |
|
|
15,438,000
|
|
|
|
|
|
|
TOTAL CAPITALIZATION |
|
|
25,730,000
|
|
DEBT/EQUITY RATIO |
|
60%
|
40%
|
|
Sponsor's Stake (%) |
|
|
60%
|
Proposed location of service outlet/factory-land, building its ownership status:
Zee
Mart will be located in Rahim Yar Khan, few minutes away from the
center of the city where town hall and district council is situated.
The business is solely owned, no partnership is there in the
business.
Key success Factors:
1.
Rahim Yar khan is a city where the concept of super market does not
exists. We people will be the first one to establish the super market
where people can purchase household things under one roof. So there
is no competition for us. We will be having monopoly in the mean time
which is one of the success factors for us.
2.
The mart is located few minutes from the center of the city so people
can easily come up without any problem and that could increase our
store traffic thus leading to more sales.
Sponsors, Managers, their Qualification, Experience and their Background:
Manpower Requirement for Zee Mart
The
Mart will be assisted by a number of staff, details of which are
given below:
|
Category
|
Positions
|
Nos.
|
Qualification
|
Experience
(Yrs.)
|
|
Operations
Department
|
Store/Floor
Manager
|
2
|
Graduate
|
1-2
|
|
Associate
Engineer
|
1
|
DAE
|
2-3
|
|
|
Counter
Cashier Officer
|
2
|
High
School Education in Commerce/ BCOM
|
1-2
|
|
|
Supply Chain
Department
|
Supply
Chain Manager
|
1
|
MBA
in Supply Chain Management
|
1-2
|
|
Inventory
Controller
|
1
|
BCOM
|
2-3
|
|
|
Marketing
Department
|
Social
Media Executive
|
1
|
BBA
(Marketing)
|
2-3
|
|
Customer
Support Executive
|
2
|
High
School Education with good Communication skills
|
1-2
|
|
|
HR & Admin
Department
|
HR &
Admin Manager
|
1
|
BBA
in HR
|
1-3
|
|
Security
Guard
|
2
|
Middle
pass/Matriculation
|
1-2
|
|
|
Sanitary
Staff
|
2
|
Not
Required
|
1-2
|
|
|
Supporting
Staff
|
6
|
High
School Education
|
1-2
|
|
|
|
Total
|
21
|
|
|
The
total initial manpower requirement is approximately 22 personnel. The
manpower requirement, May however, vary with project size and as the
mart proceeds into further phases where new facilities may be added.
Management Structure / Organogram:
Zee
Mart involves substantial investment in the initial phase of its
establishment, therefore professional and technically sound
management at all levels is required to ensure ongoing profitability.
The proposed management structure is described below and depicted in
the form of an organogram.
Day
to day management will be under a Chief Executive Officer / Owner who
will perform and monitor all functions of the Mart. Operation
Manager, Supply Chain Manager, Floor Manager, Social Media Executive,
HR & Admin Manager, and Finance & Accounts Manager will all
be senior level executive positions which need to be filled by
professionally competent individuals. All these management position
will play crucial roles in the project’s success.
Business Operations
Service process:
Since
we are establishing a super mart and will be providing services
(selling of household items) so there won’t be any production
process.
Figure
1.1 shows service process model.
(Figure
1.1)
A
more detailed service process is below.
Suppliers
will be the distributors of various FMCG, beverages, spices and food
manufacturing companies.
We will be in direct contact with the distributors of these companies
for supplying the products to our warehouse which covers the
underground portion of our super mart.
Service Blueprint:
Zee Mart Carts
for putting Shelves, fridges consumer
Sales person on counters Bill/Cash
Exterior
grocery and and racks
items and for promotional
counters
Parking
household items
grocery activities
Whether technology adopted produces the required quality, is the process efficient:
As
we are in a service providing business and would not be manufacturing
any product so technology is not an issue for our business. But as
far as the quality of the products are concerned, it will all be of
high quality because the companies from where we will be getting our
products has a good reputation and has a establish brand name in the
market. We will be having ample supply of products in the mart. All
the shelves of the mart will be stocked with products and shoppers do
not have to wait or go empty hand without getting the required
product. The products re-order time will be of 15 days and we will be
having 22 days of stock in hand for the sake of smooth delivery of
products to the consumers.
Availability of water, power gas and other utilities:
The
mart will be getting electricity from the WAPDA only as it is the
only source of getting electricity in Rahim Yar Khan. In case of
electricity load shedding or shut down the mart will be having
generators for backup. And the generators will run on diesel/gas. We
will be having to connections of PTCL at the mart and ATM facility by
Allied bank will also be available for the customers and employees as
well.
Road to market and port to factory access:
Zee
Mart is situated few minutes from the center of city where town hall
and district council is located. People won’t be going through any
difficulty in reaching or finding out the location of the mart as it
is located at a desirable place. The roads of Rahim Yar Khan are very
broad and in proper shape. Traffic is not an issue over there because
transportation is quite systematic there. The supplier who will be
providing us the finished goods also won’t be experiencing any kind
of problem related to road condition.
About the process or produce of environmental pollution - exit route, and fire proofing, other security measures:
Service
process will not be producing any kind of environmental pollution. If
a product gets rot, damaged or is defected it will be properly
disposed off. The mart will be having one entry and one exit route
and they will be in front of the mart. Mart will be fire proofed.
System will be installed in case of any emergency. And number of
security guards will be at round for protection purpose.
About Involvement of Child Labor:
All
of the workers in the mart will be above eighteen years of age so
child labor will not be an issue.
CURRENT MARKET SCENARIO AND TRENDS
Target Customer Analysis - Demographic, Buying power and Consumer Preference:
According
to the 1998 census, the city population was 233,537 with an annual
growth rate of 3.50%. As of in 2009, it is around 340,810. The area
of Rahim Yar Khan City is about 22 Square Kilometer. The average
annual growth rate was 3.2 percent during this period. The total area
of the district is 11,880 square kilometers which gives population
density of 264 persons per square kilometer as against 155 persons
observed in 1981 indicating a fast growth rate of the district.
To
achieve the vision and mission of our business we have to segments
the market into different allocations (like; on the basis of gender
requirement we must look after the convenience of male and female
particularly, we also make a separate segment of children like play
land area). We have to segment our market on entertainment basis
(like; super store on ground floor and shoes, clothes and ladies
accessories on second floor.
Competitive Analysis:
As
there is no super mart in the city so there is no such competitor
survive in the market but for the need and requirement of the
customer which make them a satisfactory environment of shopping and
entertainment we are planning to open a “Super Mart” on the
standardized strategies followed by the market. There are some small
competitors have founded in the study of the external environment and
we must focus on them and the great advantage for us is that all of
the customer’s requirements are fall in a single place by which
they can easily fulfill their needs and wants.
Market and Economic Conditions:
Rahim
Yar Khan is a commercial and industrial center, it is connected to
the rest of the country through Railway Transport and Air Traffic
including the other industrial hubs such as Lahore,
Karachi,
Islamabad,
Quetta and
Faisalabad.
Industries include fertilizer Such as Fauji Fertilizer Company,
Fatima Fertilizer Company, cosmetics, glass manufacturing, cotton
production and processing, large textile units, flour mills, sugar
and oil mills and large-scale power generation projects.
Cotton
production in Punjab Province starts from this area. Mango and Citrus
are the two main fruits of this city. The oldest UNILEVER plant is
located in RYK. A cottage industry includes ginning, pottery/clay
products, agricultural machinery, handicrafts, and embroidery.
Agriculture is the Occupation of 65% People Living in Rahim Yar Khan.
Recently
Rahim Yar Khan Chamber of Commerce was incorporated to overlook the
trade and commerce of the cities. It involves Yearly Elections and
proper board meetings.
Marketing Plan
Pricing Strategy
“Penetration
pricing strategy will be used in pricing the products in our super
market. In penetration pricing strategy the company sets relatively
low entry price of the products and with the passage of time it
eventually raises the prices”.
Reasons behind using this strategy are below mentioned:
- “We want to attract new customers”
- “We have a marketing objective of increasing sales volume rather than making profit in the short-term”.
- “There is no competitor in this business in Rahim Yar Khan. So eventually raising prices in future will not be a problem for our company since people will not switch to some other place to buy the products”.
- “Using this strategy our cost will be controlled and it will lead to greater efficiency”.
- “It also creates high sto0ck turnover throughout the distribution process”.
Product Mix – Packaging
The
products our super market will be selling to the customer will range
from local to international brands.
Fresh Food
- “Dairy products”
- “Baked goods”
Dry Food
- “Basic commodities (pulses, spices, sugar, wheat, rice, oil and ghee)”
- “Confectionary items”
- “Drink and beverages”
- “Canned and packaged goods”
Non Food Products
- “Office and Stationary”
- “House hold and kitchen warehouse”
- “Hygienic products (soaps, body, face and mouth washes, shampoos, deodorants, floor cleaning products and janitorial cleaning supplies)”
- “Toys and luggage”
- “Clothes”
- “Cosmetics”
- “Accessories for ladies(handbags, pouches and purses and various jewelry items)”
"Our
suppliers for FMCG products will be UNILEVER, P&G, NESTLE, ENGRO
FOOD, SHAN, NATIONAL, PEPSI, COCACOLA, K&N’S and other local
manufacturers products”.
|
Zee
Mart
|
|
|
Items
|
Shelf
Space %
|
|
Dairy
Products |
5
|
|
Backed
Goods |
3
|
|
Basic
Commodities |
20
|
|
Confectionary |
10
|
|
Drink
& Beverage |
8
|
|
Canned
& Packaged goods |
5
|
|
Office
& Stationary |
5
|
|
House
hold & Kitchen warehouse |
10
|
|
Hygienic
Products |
10
|
|
Toys
& Luggage |
5
|
|
Clothes |
5
|
|
Apparel,
Sportswear, Shoes |
5
|
|
Cosmetics |
5
|
|
Accessories
for ladies |
4
|
|
Zee
Mart
|
|
|
Profit
Margin
|
|
|
Items
|
%
Margin
|
|
Food |
10-15
|
|
Non-Food |
15-20
|
|
Cosmetics |
18-20
|
|
House
Hold |
15
|
|
Branded |
30-35
|
|
Unbranded |
20-25
|
|
Average Margin |
18-22
|
Supply Chain
For
the process of supply chain we have a supply chain manager in this
mart and he should be knows about all the aspects of supply chain;
that how to make the relationship with our suppliers, (is it any type
of collaborative or alliance relationship in between the mart and
their suppliers). This procedure should tackle with the ERP system,
and we use the Oracle base system in this mart.
Procurement of Inventory
For
the procedure of procurement and controlling of inventory we are
using ERP system which is based on Oracle, and according to our plan
and our management there were a main server where the sold stock
automatically mention and it would be linked with the cash counters,
through this process we can easily know that which inventory is on
its lead time and our inventory controller can easily make the order
for those products/ items. After the order process our supply chain
manager should make the possible effort for purchase the inventory on
the behalf of our relations with our suppliers.
Unique Selling Proposition
Our
super market unique selling proposition will be that it will be
providing quality products and superior customer service for the
shoppers under one roof since there is no other super market in Rahim
Yar Khan that is providing variety of products at same place. There
are only small grocery stores and shops that are not fulfilling then
needs of the people.
Advertising and Sales Promotion
Advertising
The
methods we will be using for advertising our super market and
products being sold in it will comprise of
- Brochures or flyers: brochures will be containing a great deal of information related to the products features, benefits and prices and they are also not costly to make.
- Newspaper: Almost everyone reads major newspaper which is circulated in Rahim Yar Khan. To provide awareness and information for our newly establish super market newspaper is the best medium to convey our message. It is an expensive way of advertising but it reaches masses and is very effective. We will be allocating budget for advertising and through that budget plan we will be spending money.
Sales Promotion
Special
offers: It can increase sales and include coupons, discounts, sales
on products and distribution of a product based on balloting.
Policies, Laws and Regulatory Environment
Legal Issues
“We
have registered the ZEE
MART
name and intend to do the same for our
best-selling product names”.
“Zee
Mart will follow all applicable laws and policies of Pakistan
including Labor law to ensure the compliance of Govt. rules &
regulation for good management practice. In order to start our Mart,
we have to undergo the following registration requirement”.
Licenses and Permits
“ZEE
MART has to obtain all the licenses and permits we will need for
selling food and drink. We can get these through our local zoning
office, health department and other departments such as Department of
Agriculture or Department of Consumer Protection”.
Registration for Income Tax
Zee
Mart also has to register for income tax by applying for a National
Tax Number (NTN) at the tax facilitation center of the Regional Tax
Office (RTO) of the Federal Board of Revenue (FBR).
According to the Income Tax Ordinance, 2001, “every company must
register for income tax and obtain the National Tax Number (NTN) that
is generally required by other registering authorities such as
Chambers of Commerce, the Import-Export Regulatory Authority, utility
authorities, etc”. “Since 2002, after the introduction of the
Income Tax Ordinance, 2001, an NTN is issued with a continuous valid
term (without the need to renew the number)”.
Registration for Sales Tax
“Zee
Mart will also get registered for sale tax by applying for a Sales
Tax Number (STN) at the tax facilitation registered for the Regional
Tax Office (RTO) of the federal Board of Revenue (FBR)”.
“According
to Sections 14, 15 and 16 of the Sales Tax Act, 1990, and Sales Tax
Rules, 2006, the company must register for sale tax by submitting an
application at any tax facilitation counter at the nearest Regional
Tax Office (RTO)”.
“The
local RTO forwards all applications to the Central Registration
Officer. After verification, the CRO issues a Registration
Certificate bearing the registration number and mails the same to the
registered company”.
Registration for Professional Tax with the Excise & Taxation Department
“Zee
mart will also have to register for professional tax with the Excise
Taxation Department of the District”.
“Following the Devolution Plan, 2001, a professional tax is
enforced at the district level by the Excise and Taxation Department
of the relevant provincial district”.
SOWT Analysis
Strength
- Many more accessories are being available at one place.
- We have more focused on quality of the product instead of price.
- Good and healthy environment is being provided for the customers and the consumers both.
- One of the main strength of the Zee Mart is that there is none of other mart is being situated in the city.
- One of the major strength of the Zee Mart is define by its location i.e. it is situated in the center of the city so the people can easily avail this great opportunity.
Weakness
- As the mart is located in the center of the city, so there is some difficulties faced in the parking system.
- In the city there is a main problem of that is the shortage of supply on electricity.
Opportunity
- A great opportunity for the customer to avail the facilities.
- A great opportunity for the investor that there isn’t any competitor in the city
- As an investor purchase the land by own; we can easily manage the rent of land.
Threat
- At the initial stage, to start a business the small competitors may have to create some difficulties to run the business in actual direction, because the linkage of customers can break with the passage of time.
- The risk factor is very high.
Human Resource Requirement of ZEE Mart
Availability of Trained Manpower
“Today
the rate at which supermarket, malls and stores are arising across
Pakistan shows the high scale revolution of retail markets”.
“In this competitive era, not only real estate builders opening
malls and supermarkets in the city but also corporate houses and
international
organizations are setting up shops in the city”. “The
ambitious expansion plans to capture a bigger part of the retail
business is creating many new job openings for skilled and unskilled
individuals”.
“Retail
sector is facing a huge competition in terms of producing quality
services and retail store are finding it very difficult to get
personnel with requisite skills to ensure quality”.
“It also has been observed that due to emerging of large scale of
retail stores in Pakistan, many management colleges are offering
retailing course with a wide range of job
specializations, which is creating skilled and qualified talent
pool”. “To
make them more productive, retail companies are more focusing on
their intensive in-house training so that they could be able to get
more talented workforce equipped with all necessary qualification,
skills and training”.
Training & Development:
As
far as job profiles are concerned
for our ZEE MART,
we believe that their future belongs to specialized people like
administrator,
merchandisers, shop floor managers and so on, as it is required that
people have thorough understanding of products and customers. With
the increasing trend of the development of retail sector, Zee Mart is
spending a substantial amount on its employee training which involves
proper implementation of Training Need Assessment system, they
required in their area or field. In order to cater the training need,
Zee Mart will also offer different training program for its staff and
also offer On-the-Job and Off-the-Job Training.
Zee
Mart believes that its survival in near future to a
great extent depend on its investment in training and development of
manpower. “It
claimed that as profit margins shrink due to rise in competition,
only companies that have quality manpower would survive”.
“At
the front-end, Zee
Mart
would require qualified and efficient sales executives and floor
managers who will convert sales and rake profits, while at the
back-end it would require merchandisers who would provide all the
necessary assistance to the front end and at the same time save
cost”.
“Zee
Mart
recruits
people directly from the market and trains them.
The new recruits are required to undergo a compulsory training
program for a period of one month during which they are provided
orientation in different area of their specialization”.
“Initial orientation, briefing and training could be conducted by
HR Manager with special training programs arranged for groups of
employees on different aspects. The duration of the training programs
range from as brief as one-day to as extensive as one-month”.
Yearly Salary Projection of Zee Mart Employees
For
running the retail business like opening a super store involves
crucial factors of the utilization of Human resource, as every
individual employee acquire some cost to the business and such small
operations cannot take great strains in the monthly costs.
Financial Projections
|
Zee
Mart
|
|
Annexure I
|
|
Cost
of Project
|
||
|
|
|
Total
|
|
Land & Development |
|
12,400,000
|
|
Building & Civil work |
|
2,307,480
|
|
Machinery
|
|
800,000
|
|
Office Equipment |
|
100,000
|
|
Furniture & Fixtures |
|
1,000,000
|
|
Vehicles |
|
850,000
|
|
Erection & Installation-Local |
|
100,000
|
|
Preliminary Expenses |
|
493,140
|
|
Interest During Construction |
|
1,157,850
|
|
Contingencies |
|
670,847
|
|
Total Fixed Cost |
|
19,879,317
|
|
Initial Working Capital
|
|
5,853,632
|
|
TOTAL PROJECT COST
|
|
25,732,949
|
|
Total |
|
25,730,000
|
|
Zee
Mart
|
|
|
Annexure II
|
|
Financial
Plan
|
|||
|
|
|
|
Total
|
|
EQUITY |
|
|
|
|
Owner's Equity |
|
|
10,292,000
|
|
Others
|
|
|
-
|
|
Total Equity |
|
|
10,292,000
|
|
DEBT |
|
|
|
|
Long-term Debt |
|
|
9,438,000
|
|
Short Term Debt |
|
|
6,000,000
|
|
Total Debts |
|
|
15,438,000
|
|
|
|
|
|
|
TOTAL CAPITALIZATION |
|
|
25,730,000
|
|
DEBT/EQUITY RATIO |
|
60%
|
40%
|
|
Sponsor's Stake (%) |
|
|
60%
|
|
Zee
Mart
|
|
|
|
Annexure III
|
|
Building
and civil works
|
||||
|
|
|
|
|
|
|
|
|
Covered
area Sq. ft
|
Rate
per Sq. ft.
|
Total
cost
|
|
Centralized A/C |
|
2,000
|
1,000
|
2,000,000
|
|
Office block |
|
120
|
1,000
|
120,000
|
|
Guard room & generator room |
|
168
|
750
|
126,000
|
|
Staircase |
|
40
|
1,000
|
40,000
|
|
Overhead tank |
|
20
|
500
|
10,000
|
|
Consultancy fee @ of 1-8 |
|
0.5%
|
|
11,480
|
|
Bldg & Civil Work |
|
|
|
2,307,480
|
|
|
|
|
|
|
|
Cost of land per sq. ft |
|
3,000
|
3,200
|
9,600,000
|
|
Development Charges |
|
2,800
|
1,000
|
2,800,000
|
|
Total Land & Development |
|
|
|
12,400,000
|
|
|
|
|
|
|
|
Total bldg. Civil Works &
Land |
|
|
|
14,707,480
|
|
Zee
Mart
|
|
|
|
Annexure IV
|
|
Preliminary
Expenses
|
||||
|
|
|
%age
|
Amount
|
Total
|
|
Proj. Examination Fee |
|
0.01
|
15,438,000
|
154,380
|
|
Legal Doc. Fee |
|
0.005
|
15,438,000
|
77,190
|
|
Commitment Charges |
Months |
|
|
|
|
Local Loan Bal. |
6
|
1%
|
15,438,000
|
77,190
|
|
Proj. Mon. Fee |
|
1%
|
15,438,000
|
154,380
|
|
Gen. Exp. |
|
|
|
30,000
|
|
|
|
|
|
|
|
Preliminary Expenses |
|
|
|
493,140
|
|
Zee
Mart
|
|
|
|
|
Annexure V
|
|||
|
Interest
During Construction
|
||||||||
|
|
|
Amount
|
Months
|
Rate
|
DDC
|
|||
|
Local Loan |
|
|
|
|
|
|||
|
|
|
|
|
15
|
|
|||
|
Balance payment |
|
15,438,000
|
6
|
15%
|
1,157,850
|
|||
|
|
|
|
|
|||||
|
Interest During Construction |
|
|
|
|
1,157,850
|
|||
|
Zee
Mart
|
|
|
|
|
Annexure VI
|
|
Contingencies
|
|||||
|
|
|
Amount
|
%
|
Local
|
Total |
|
Land |
|
12,400,000
|
0.0%
|
-
|
0
|
|
Build |
|
2,307,480
|
10.0%
|
230,748
|
230,748
|
|
Local Mach. |
|
800,000
|
10.0%
|
80,000
|
80,000
|
|
Er. & Inst.-Local |
|
100,000
|
10.0%
|
10,000
|
10,000
|
|
Fur. & Fix. |
|
1,000,000
|
10.0%
|
100,000
|
100,000
|
|
Vehicles |
|
850,000
|
10.0%
|
85,000
|
85,000
|
|
Fin. Charges |
|
1,157,850
|
10.0%
|
115,785
|
115,785
|
|
Prel. Exp. |
|
493,140
|
10.0%
|
49,314
|
49,314
|
|
Total Contingencies |
|
|
|
670,847
|
670,847
|
|
Zee
Mart
|
|
|
Annexure VII
|
|
Initial
Working Capital
|
|||
|
Upfront Insurance Exp: |
|
|
73,632
|
|
Inventory |
|
Lump Sum
|
5,000,000
|
|
Advertising Exp: |
|
Lump Sum
|
160,000
|
|
Cash* |
|
Lump Sum
|
620,000
|
|
|
|
|
|
|
Total Current
Assets |
|
|
5,853,632
|
|
Less: |
|
|
|
|
Bank
borrowing
|
|
|
-
|
|
80%
|
|
|
|
|
30%
|
Account
payable
|
|
-
|
|
Total Current
Liabilities |
|
|
-
|
|
|
|
|
|
|
Initial working
Capital |
|
|
5,853,632
|
|
Advertising
Exp:
|
|
Annexure VII.1
|
|||
|
|
Qnt:
|
Rate
|
Total
|
||
|
TV commercial (On cable) |
|
|
50,000
|
||
|
Billboards |
5
|
7,000
|
35,000
|
||
|
Banners |
75
|
200
|
15,000
|
||
|
News Paper Ad: |
|
|
|
||
|
Jung per C*
|
10
|
1,200
|
12,000
|
||
|
Khabrain Per C*
|
10
|
1,200
|
12,000
|
||
|
Dawn Per C*
|
10
|
1,500
|
15,000
|
||
|
FM Radio: |
|
|
|
||
|
FM 99 per 2 min
|
|
10,500
|
10,500
|
||
|
FM 100 per 2 min
|
|
10,500
|
10,500
|
||
|
|
|
|
|
||
|
Total Advertising Exp: |
|
|
160,000
|
||
|
*
Per Column |
|
|
|
||
|
Cash
|
|
Annexure VII.2
|
|||
|
Cash In hand for salaries of 1st
month |
Lump sum |
|
220,000
|
||
|
*Cash In hand for Utilities and
other Expense |
Lump sum |
|
400,000
|
||
|
|
|
|
|
||
|
Total Cash |
|
|
620,000
|
||
Key
Assumptions
|
Zee
Mart
|
|
|
Annexure I
|
|||||
|
Key
Assumptions
|
||||||||
|
Customer
Category
|
Customer
Volume daily (Avg.)
|
Merchandise
Value (Avg.)
|
Daily
Sale (Avg.)
|
Monthly
sale (Avg.)
|
Annual
Sale (Avg.)
|
|||
|
Category A |
35
|
1,000
|
35,000
|
1,050,000
|
12,600,000
|
|||
|
Category B |
55
|
750
|
41,250
|
1,237,500
|
14,850,000
|
|||
|
Category C |
75
|
500
|
37,500
|
1,125,000
|
13,500,000
|
|||
|
Category D |
95
|
250
|
23,750
|
712,500
|
8,550,000
|
|||
|
|
|
|
137,500
|
4,125,000
|
49,500,000
|
|||
|
Zee
Mart
|
Annexure II
|
|
Key
Assumptions
|
|
|
Particulars
|
Annual Growth
|
|
Sale |
15%
|
|
Cost of
Goods Sold |
61%
|
|
Utility Exp. |
10%
|
|
Office
Vehicle Exp. |
2%
|
|
Office
Stationary Exp. |
1%
|
|
Professional
fees |
0.1%
|
|
Misc Exp. |
5%
|
|
Property Tax |
10%
|
|
Zee
Mart
|
Annexure III
|
|
Key
Assumptions
|
|
|
Particulars
|
Fixed
|
|
Interest
Rate |
15%
|
|
Tax |
35%
|
|
Insurance
|
|
|
Building and
Civil Works |
0.50%
|
|
Plant and
Machinery |
0.75%
|
|
Office
Equipment |
0.75%
|
|
Furniture
and Fixture |
0.40%
|
|
Vehicles |
1%
|
|
Depreciation
|
|
|
Building and
Civil Works |
5%
|
|
Plant and
Machinery |
10%
|
|
Office
Equipment |
20%
|
|
Furniture
and Fixture |
20%
|
|
Vehicles |
20%
|
|
Sale |
4,125,000
|
|
Purchases |
2,500,000
|
|
Change in
COGS Annually |
61%
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Projected
Income Statement
|
|
||||||||||||||||
|
|
Zee
Mart
|
|
||||||||||||||||
|
|
For
the year ended 31st Dec, 20XX
|
|
||||||||||||||||
|
|
|
|
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
||||||||
|
|
Revenue |
49,500,000
|
56,925,000
|
65,463,750
|
75,283,313
|
86,575,809
|
99,562,181
|
|
||||||||||
|
|
Cost of goods
sold |
30,000,000
|
34,500,000
|
39,675,000
|
45,626,250
|
52,470,188
|
60,340,716
|
|
||||||||||
|
|
Gross Profit |
19,500,000
|
22,425,000
|
25,788,750
|
29,657,063
|
34,105,622
|
39,221,465
|
|
||||||||||
|
|
General
Admin and Selling exp: |
|
|
|
|
|
|
|
||||||||||
|
|
Salaries exp. |
2,592,000
|
2,592,000
|
2,592,000
|
2,592,000
|
2,592,000
|
2,592,000
|
|
||||||||||
|
|
Utility Exp. |
5,750,013
|
5,806,414
|
5,868,455
|
5,936,700
|
6,011,769
|
6,094,346
|
|
||||||||||
|
|
Office
Vehicle running exp. |
120,000
|
122,400
|
124,848
|
127,345
|
129,892
|
132,490
|
|
||||||||||
|
|
Office exp.
(Stationary, etc) |
180,000
|
181,800
|
183,618
|
185,454
|
187,309
|
189,182
|
|
||||||||||
|
|
Insurance
exp. |
26,537
|
26,537
|
26,537
|
26,537
|
26,537
|
26,537
|
|
||||||||||
|
|
Depreciation
exp. |
816,944
|
816,944
|
816,944
|
816,944
|
816,944
|
195,374
|
|
||||||||||
|
|
Misc. exp. |
100,000
|
105,000
|
110,250
|
115,763
|
121,551
|
127,628
|
|
||||||||||
|
|
Property tax
exp. |
3,000
|
3,300
|
3,630
|
3,993
|
4,392
|
4,832
|
|
||||||||||
|
|
Total General Admin &
Selling exp: |
9,588,494
|
9,654,395
|
9,726,282
|
9,804,736
|
9,890,394
|
9,362,388
|
|
||||||||||
|
|
Operating Income (EBIT) |
9,911,506
|
12,770,605
|
16,062,468
|
19,852,326
|
24,215,228
|
29,859,077
|
|
||||||||||
|
|
Interest exp. |
2,435,700
|
1,415,700
|
1,179,750
|
943,800
|
707,850
|
471,900
|
|
||||||||||
|
|
Earnings before tax |
7,475,806
|
11,354,905
|
14,882,718
|
18,908,526
|
23,507,378
|
29,387,177
|
|
||||||||||
|
|
Tax
|
2,616,532
|
3,974,217
|
5,208,951
|
6,617,984
|
8,227,582
|
10,285,512
|
|
||||||||||
|
|
Net Income |
4,859,274
|
7,380,688
|
9,673,766
|
12,290,542
|
15,279,795
|
19,101,665
|
|
||||||||||
|
|
|
|
|
|
|
|
|
|
||||||||||
|
|
Zee
Mart
|
|
|||||||||||||||||
|
|
Notes
to Income Statement
|
|
|||||||||||||||||
|
|
|
Monthly
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
||||||||||
|
|
1 |
Salaries
Exp. |
#
of Employs
|
Total
per head
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Store/Floor
Manager |
2
|
20,000
|
40,000
|
480,000
|
480,000
|
480,000
|
480,000
|
480,000
|
480,000
|
|
|||||||
|
|
|
Associate
Engineer |
1
|
10,000
|
10,000
|
120,000
|
120,000
|
120,000
|
120,000
|
120,000
|
120,000
|
|
|||||||
|
|
|
Counter
Cashier Officer |
2
|
8,000
|
16,000
|
192,000
|
192,000
|
192,000
|
192,000
|
192,000
|
192,000
|
|
|||||||
|
|
|
Supply
Chain Manager |
1
|
20,000
|
20,000
|
240,000
|
240,000
|
240,000
|
240,000
|
240,000
|
240,000
|
|
|||||||
|
|
|
Inventory
Controller |
1
|
13,000
|
13,000
|
156,000
|
156,000
|
156,000
|
156,000
|
156,000
|
156,000
|
|
|||||||
|
|
|
Social
Media Executive |
1
|
12,000
|
12,000
|
144,000
|
144,000
|
144,000
|
144,000
|
144,000
|
144,000
|
|
|||||||
|
|
|
Customer
Support Executive |
2
|
7,000
|
14,000
|
168,000
|
168,000
|
168,000
|
168,000
|
168,000
|
168,000
|
|
|||||||
|
|
|
HR
& Admin Manager |
1
|
25,000
|
25,000
|
300,000
|
300,000
|
300,000
|
300,000
|
300,000
|
300,000
|
|
|||||||
|
|
|
Security
Guard |
2
|
6,000
|
12,000
|
144,000
|
144,000
|
144,000
|
144,000
|
144,000
|
144,000
|
|
|||||||
|
|
|
Sanitary
Staff |
2
|
6,000
|
12,000
|
144,000
|
144,000
|
144,000
|
144,000
|
144,000
|
144,000
|
|
|||||||
|
|
|
Supporting
Staff |
6
|
7,000
|
42,000
|
504,000
|
504,000
|
504,000
|
504,000
|
504,000
|
504,000
|
|
|||||||
|
|
|
Total |
21
|
|
216,000
|
2,592,000
|
2,592,000
|
2,592,000
|
2,592,000
|
2,592,000
|
2,592,000
|
|
|||||||
|
|
2
|
Utility
Exp. |
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Electricity
Exp. |
|
|
25,000
|
300,000
|
330,000
|
363,000
|
399,300
|
439,230
|
483,153
|
|
|||||||
|
|
|
Telephone
Bill |
|
|
2,000
|
24,000
|
26,400
|
29,040
|
31,944
|
35,138
|
38,652
|
|
|||||||
|
|
|
Fuel
Exp. |
|
|
20,000
|
240,000
|
264,000
|
290,400
|
319,440
|
351,384
|
386,522
|
|
|||||||
|
|
|
Total |
|
|
47,000
|
5,750,013
|
5,806,414
|
5,868,455
|
5,936,700
|
6,011,769
|
6,094,346
|
|
|||||||
|
|
3
|
Office
Vehicle Running Exp. |
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Maintains |
|
|
10,000
|
120,000
|
122,400
|
124,848
|
127,345
|
129,892
|
132,490
|
|
|||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Total |
|
|
10,000
|
120,000
|
122,400
|
124,848
|
127,345
|
129,892
|
132,490
|
|
|||||||
|
|
4
|
Office
Stationary Exp. |
|
|
15,000
|
180,000
|
181,800
|
183,618
|
185,454
|
187,309
|
189,182
|
|
|||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Total |
|
|
15,000
|
180,000
|
181,800
|
183,618
|
185,454
|
187,309
|
189,182
|
|
|||||||
|
|
5
|
Insurance
Exp. |
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Building
and Civil Works |
2,307,480
|
|
|
11,537
|
11,537
|
11,537
|
11,537
|
11,537
|
11,537
|
|
|||||||
|
|
|
Plant
and Machinery |
800,000
|
|
|
6,000
|
6,000
|
6,000
|
6,000
|
6,000
|
6,000
|
|
|||||||
|
|
|
Office
Equipment |
100,000
|
|
|
750
|
750
|
750
|
750
|
750
|
750
|
|
|||||||
|
|
|
Furniture
and Fixture |
1,000,000
|
|
|
4,000
|
4,000
|
4,000
|
4,000
|
4,000
|
4,000
|
|
|||||||
|
|
|
Vehicles |
850,000
|
|
|
4,250
|
4,250
|
4,250
|
4,250
|
4,250
|
4,250
|
|
|||||||
|
|
|
Total |
|
|
|
26,537
|
26,537
|
26,537
|
26,537
|
26,537
|
26,537
|
|
|||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
6
|
Misc.
Exp. |
|
|
|
100,000
|
105,000
|
110,250
|
115,763
|
121,551
|
127,628
|
|
|||||||
|
|
7
|
Property
Tax |
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
Govt.
Property Tax |
|
|
|
3,000
|
3,300
|
3,630
|
3,993
|
4,392
|
4,832
|
|
|||||||
|
|
|
Total |
|
|
|
3,000
|
3,300
|
3,630
|
3,993
|
4,392
|
4,832
|
|
|||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
Projected
Balance Sheet
|
|||||||||
|
|
Zee
Mart
|
|
|||||||
|
|
As
at 31st Dec, 20XX
|
|
|||||||
|
|
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
|
|
|
Current
Assets |
|
|
|
|
|
|
|
|
|
|
Cash |
2,840,888
|
4,296,020
|
12,359,855
|
22,912,385
|
36,306,875
|
52,732,277
|
|
|
|
|
Trade
Receivable |
4,950,000
|
5,692,500
|
6,546,375
|
7,528,331
|
8,657,581
|
9,956,218
|
|
|
|
|
Inventory |
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
Current Asset |
12,790,888
|
14,988,520
|
23,906,230
|
35,440,716
|
49,964,456
|
67,688,495
|
|
|
|
|
Fixed
Assets |
|
|
|
|
|
|
|
|
|
|
Property |
14,592,106
|
14,476,732
|
14,361,358
|
14,245,984
|
14,130,610
|
14,015,236
|
|
|
|
|
Machinery |
720,000
|
640,000
|
560,000
|
480,000
|
400,000
|
320,000
|
|
|
|
|
F
& F |
800,000
|
600,000
|
400,000
|
200,000
|
-
|
-
|
|
|
|
|
Office
Equipment |
80,000
|
60,000
|
40,000
|
20,000
|
-
|
-
|
|
|
|
|
Vehicles |
680,000
|
510,000
|
340,000
|
170,000
|
-
|
-
|
|
|
|
|
Interest
During Construction |
926,280
|
694,710
|
463,140
|
231,570
|
-
|
-
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
Fixed Assets |
17,798,386
|
16,981,442
|
16,164,498
|
15,347,554
|
14,530,610
|
14,335,236
|
|
|
|
|
Net Assets |
30,589,274
|
31,969,962
|
40,070,728
|
50,788,270
|
64,495,066
|
82,023,731
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
|
|
|
|
Non-Current
Liabilities |
9,438,000
|
7,865,000
|
6,292,000
|
4,719,000
|
3,146,000
|
1,573,000
|
|
|
|
|
Non-Current
Liabilities |
9,438,000
|
7,865,000
|
6,292,000
|
4,719,000
|
3,146,000
|
1,573,000
|
|
|
|
|
Current
Liabilities |
|
|
|
|
|
|
|
|
|
|
Short
Term Debt |
6,000,000
|
-
|
|
|
|
|
|
|
|
|
Current
Portion of LT |
|
1,573,000
|
1,573,000
|
1,573,000
|
1,573,000
|
1,573,000
|
|
|
|
|
Equity |
|
|
|
|
|
|
|
|
|
|
Capital |
10,292,000
|
10,292,000
|
10,292,000
|
10,292,000
|
10,292,000
|
10,292,000
|
|
|
|
|
Retained
Earning |
4,859,274
|
12,239,962
|
21,913,728
|
34,204,270
|
49,484,066
|
68,585,731
|
|
|
|
|
Total
Equity
|
15,151,274
|
22,531,962
|
32,205,728
|
44,496,270
|
59,776,066
|
78,877,731
|
|
|
|
|
Liabilities &
Equity |
30,589,274
|
31,969,962
|
40,070,728
|
50,788,270
|
64,495,066
|
82,023,731
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Zee
Mart
|
|
||||||||
|
|
Notes
to Balance Sheet
|
|
||||||||
|
|
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
||
|
|
Stock
in trade |
|
|
|
|
|
|
|
||
|
|
Opening |
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
|
||
|
|
Purchases |
30,000,000
|
34,500,000
|
39,675,000
|
45,626,250
|
52,470,188
|
60,340,716
|
|
||
|
|
COGS |
30,000,000
|
34,500,000
|
39,675,000
|
45,626,250
|
52,470,188
|
60,340,716
|
|
||
|
|
Inventory
in Hand |
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
5,000,000
|
|
||
|
|
Depreciation
Exp. |
|
|
|
|
|
|
|
||
|
|
Land |
12,400,000
|
12,400,000
|
12,400,000
|
12,400,000
|
12,400,000
|
12,400,000
|
|
||
|
|
Building |
2,307,480
|
2,192,106
|
2,076,732
|
1,961,358
|
1,845,984
|
1,730,610
|
|
||
|
|
Depreciation |
115,374
|
115,374
|
115,374
|
115,374
|
115,374
|
115,374
|
|
||
|
|
Net
book value |
14,592,106
|
14,476,732
|
14,361,358
|
14,245,984
|
14,130,610
|
14,015,236
|
|
||
|
|
Machinery |
800,000
|
720,000
|
640,000
|
560,000
|
480,000
|
400,000
|
|
||
|
|
Depreciation |
80,000
|
80,000
|
80,000
|
80,000
|
80,000
|
80,000
|
|
||
|
|
Net
book value |
720,000
|
640,000
|
560,000
|
480,000
|
400,000
|
320,000
|
|
||
|
|
F
& F |
1,000,000
|
800,000
|
600,000
|
400,000
|
200,000
|
-
|
|
||
|
|
Depreciation |
200,000
|
200,000
|
200,000
|
200,000
|
200,000
|
-
|
|
||
|
|
Net
Book value |
800,000
|
600,000
|
400,000
|
200,000
|
-
|
-
|
|
||
|
|
Office
Equipment |
100,000
|
80,000
|
60,000
|
40,000
|
20,000
|
-
|
|
||
|
|
Depreciation |
20,000
|
20,000
|
20,000
|
20,000
|
20,000
|
-
|
|
||
|
|
Net
Book value |
80,000
|
60,000
|
40,000
|
20,000
|
-
|
-
|
|
||
|
|
Vehicles |
850,000
|
680,000
|
510,000
|
340,000
|
170,000
|
-
|
|
||
|
|
Depreciation |
170,000
|
170,000
|
170,000
|
170,000
|
170,000
|
-
|
|
||
|
|
Net
Book value |
680,000
|
510,000
|
340,000
|
170,000
|
-
|
-
|
|
||
|
|
Other
Expenses Capitalized |
1,157,850
|
926,280
|
694,710
|
463,140
|
231,570
|
-
|
|
||
|
|
Amortization |
231,570
|
231,570
|
231,570
|
231,570
|
231,570
|
-
|
|
||
|
|
Net
Book Value |
926,280
|
694,710
|
463,140
|
231,570
|
-
|
-
|
|
||
|
|
Total
Depreciation |
816,944
|
816,944
|
816,944
|
816,944
|
816,944
|
195,374
|
|
||
|
|
Trade
Receivables |
|
|
|
|
|
|
|
||
|
|
Opening |
-
|
4,950,000
|
5,692,500
|
6,546,375
|
7,528,331
|
8,657,581
|
|
||
|
|
Addition
During the year |
4,950,000
|
5,692,500
|
6,546,375
|
7,528,331
|
8,657,581
|
9,956,218
|
|
||
|
|
Recovery |
-
|
4,950,000
|
5,692,500
|
6,546,375
|
7,528,331
|
8,657,581
|
|
||
|
|
Carrying
amount |
4,950,000
|
5,692,500
|
6,546,375
|
7,528,331
|
8,657,581
|
9,956,218
|
|
||
|
|
|
|
|
|
|
|
|
|
||
|
|
Zee
Mart
|
|
||||||||||||||||
|
|
Amortization
Schedule
|
|
||||||||||||||||
|
|
Net
Financed Amount |
|
9,438,000
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
Terms of
Repayment |
Commencing
From |
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
||||||||
|
|
Allied Bank |
6 Yearly |
1-Jan-14
|
9,438,000
|
7,865,000
|
6,292,000
|
4,719,000
|
3,146,000
|
1,573,000
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
Portion
under current liabilities
|
-
|
1,573,000
|
1,573,000
|
1,573,000
|
1,573,000
|
1,573,000
|
|
|||||||||
|
|
|
|
|
9,438,000
|
7,865,000
|
6,292,000
|
4,719,000
|
3,146,000
|
1,573,000
|
|
||||||||
|
|
|
|
|
9,438,000
|
9,438,000
|
7,865,000
|
6,292,000
|
4,719,000
|
3,146,000
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Zee
Mart
|
|
|||||||||||
|
|
Projected
Cash Flow
|
|
|||||||||||
|
|
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
|||||
|
|
Cash flow from
Operations |
|
|
|
|
|
|
|
|||||
|
|
Net Income |
4,859,274
|
7,380,688
|
9,673,766
|
12,290,542
|
15,279,795
|
19,101,665
|
|
|||||
|
|
Adjustment of
Non-Cash Expense
|
816,944
|
816,944
|
816,944
|
816,944
|
816,944
|
195,374
|
|
|||||
|
|
Trade Receivable
|
4,950,000
|
742,500
|
853,875
|
981,956
|
1,129,250
|
1,298,637
|
|
|||||
|
|
Inventory
|
|
5,000,000
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
Cash flow
Generated from Operations |
(4,273,782) |
7,455,132
|
9,636,835
|
12,125,530
|
14,967,490
|
17,998,402
|
|
|||||
|
|
Cash flow from
investing Activities |
|
|
|
|
|
|
|
|||||
|
|
Purchases : |
|
|
|
|
|
|
|
|||||
|
|
|
Property |
14,707,480
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
|
Machinery |
800,000
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
|
F & F |
1,000,000
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
|
Office Equipment |
100,000
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
|
Vehicles |
850,000
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
|
Interest During
Construction |
1,157,850
|
-
|
-
|
-
|
-
|
-
|
|
||||
|
|
Net Cash utilized
in investing |
(18,615,330) |
-
|
-
|
-
|
-
|
-
|
|
|||||
|
|
Cash flow from
Financing Activities |
|
|
|
|
|
|
|
|||||
|
|
Proceeds from equity |
10,292,000
|
-
|
-
|
-
|
-
|
-
|
|
|||||
|
|
Proceeds from Long
term debt |
9,438,000
|
-
|
-
|
-
|
-
|
-
|
|
|||||
|
|
Less: Repayment |
|
|
1,573,000
|
1,573,000
|
1,573,000
|
1,573,000
|
|
|||||
|
|
Proceeds from
short-term debt |
6,000,000
|
-
|
-
|
-
|
-
|
-
|
|
|||||
|
|
Less: Repayment |
-
|
6,000,000
|
-
|
-
|
-
|
-
|
|
|||||
|
|
Net Cash flow
generated from Financing Activities |
25,730,000
|
(6,000,000) |
(1,573,000) |
(1,573,000) |
(1,573,000) |
(1,573,000) |
|
|||||
|
|
|
|
|
|
|
|
|
|
|
||||
|
|
Opening Cash flow |
-
|
2,840,888
|
4,296,020
|
12,359,855
|
22,912,385
|
36,306,875
|
|
|||||
|
|
Cash movement During
year |
2,840,888
|
1,455,132
|
8,063,835
|
10,552,530
|
13,394,490
|
16,425,402
|
|
|||||
|
|
Net Cash brought
forward |
2,840,888
|
4,296,020
|
12,359,855
|
22,912,385
|
36,306,875
|
52,732,277
|
|
|||||
|
|
|
|
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
Present Value |
|
|
|
|
|
|
|
|
|
|
Discount
Rate |
17.5%
|
|
|
|
|
|
|
|
|
|
Years |
0
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
|
|
Cash Flows |
(25,730,000)
|
2,840,888
|
4,296,020
|
12,359,855
|
22,912,385
|
36,306,875
|
52,732,277
|
|
|
|
NPV |
35,687,238
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Payback
Period |
|
|
|
|
|
|
|
|
|
|
Years |
0
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
|
|
Cash Flows |
(25,730,000)
|
2,840,888
|
4,296,020
|
12,359,855
|
22,912,385
|
36,306,875
|
52,732,277
|
|
|
|
|
(25,730,000)
|
(22,889,112) |
(18,593,093) |
(6,233,238) |
|
|
|
|
|
|
Payback
Period |
3.27
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
IRR |
|
|
|
|
|
|
|
|
|
|
Years |
0
|
2013
|
2014
|
2015
|
2016
|
2017
|
2018
|
|
|
|
Cash Flows |
(25,730,000)
|
2,840,888
|
4,296,020
|
12,359,855
|
22,912,385
|
36,306,875
|
52,732,277
|
|
|
|
IRR |
43.4025711%
|
|
|
|
|
|
|
|
|
|
IRR |
43.402575%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
References:
Tax
ordinance 1990, 2000, 2001, 2006
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