Grantham University Week 2 Fresnius Fries Business Plan Paper PLEASE VIEW MY PREVIOUS WORK IN ATTACHMENTS…My company is Fresnius Fries and YOU MUST USE T

Grantham University Week 2 Fresnius Fries Business Plan Paper PLEASE VIEW MY PREVIOUS WORK IN ATTACHMENTS…My company is Fresnius Fries and YOU MUST USE THIS SAME COMPANY!!!

DESCRIPTION OF THE COMPANY AND INDUSTRY

For help in completing this section, check SBM:EB pp. 92-93, 91-92.

Suggestions for writing this section
1. The following sections are where you elaborate and explain the information provided in the Executive Summary. Be sure to cover in more depth everything you raise in the Executive Summary.
2. Accuracy and realism are important here.
Do you know how your company and your product/services are perceived relative to competitors? Describe the areas that are rock solid and those that are shaky.
3. Write this section of the business plan first. Use it to remind yourself of where you’ve done well and what didn’t work.
Your initial draft should be thorough, with no detail left unmentioned.
Once you’ve written this, then review and edit.
4. Emphasize the accomplishment of significant objectives.
You want the business to be attractive but not “too good to be true.”
5. Don’t forget it is also important to reveal any key negatives, problems, or failures.
Every investor knows there is a downside.
Be honest about yours. It will build trust.
It shows a realistic approach to doing business.
6. It is very important that this section shows how your company is different from others.
It is also critical that you demonstrate to your investors that you have substantial evidence to support your claims.
7. If you provide a service, be certain your reader understands what that service is and how it is used by your customers.
8. Be succinct. The industry portion provides background for later portions of the plan.
Clarify market attractiveness.
Describe key success factors.
Leave elaboration for later.
Resources needed to write this section
1. A history of your company including why and how you started. Note key events.
Show key events and dates.
Consider putting it into chart form.
2. Your charter, tax papers, or incorporation papers that show the legal form you’ve chosen.
3. Have a product specification sheet or FAB (features, advantages, benefits) sheet on the product/service.
4. Be able to state your competitive advantage in a paragraph or less. If you can do it in a sentence, that’s even better. See pages 66-68.
5. A list of your objectives, preferably in quantified terms.
6. A list of key success factors, such as: price, quality, durability, dependability, technology, etc.
Be sure to identify key factors as they pertain to your product/service. A generic list is a warning flag to investors.
7. An assessment of your intangible assets. Running head: MANAGEMENT
Business Management – 3
Cassandra Smith
Small Business
Sept 9, 2019
MANAGEMENT
Financial Data
FRESNIUS FRIES is a business that has been in operation since 2005.Currently, It
operates as a private company. Cassandra Smith has experienced a tremendous growth over the
recent years hence the need to expand its operations into new areas. The call for expansion
therefore, needs additional capital for invest in the new branches. Important to note that the
additional capital will be used exclusively to buy production machinery. The price of the
machinery is $ 3 million including installation cost.
Fresnius Fries intends to finance the purchase of that machinery from the potential
investors and a bank loan. The business intends to issue 25% of the total ownership of the
company to two potential investors in exchange of $ 2 million. The rest of the money will be
financed through bank loan from the World Bank.
Consequently, as a result of the above transaction, the capital structure of Fresnius Fries
will change drastically. Currently. Company has been having 1:1.5 as the company’s debt to
equity ratio. The highest debt to capital was experienced during the early years after the
incorporation of the company. Additionally, the debt to income ratio has been below 35% over
the last 12 years implying that the company has been profitable.
Prospective investors shall enjoy all the rights of any other ordinary shareholder except
that he/she will not be entitled absolute control or influence on the selection of the management.
However new investors will enjoy the following rights and privileges: the right to attend general
2
MANAGEMENT
3
meeting, the right to audit the books of accounts and the right to be consulted on matters relating
to the sharing of profit or new investments.
Finally, new shareholder will be entitled to dividends which will be payable once all
other expenses are paid. The expense in this context refer to all costs incurred during the actual
operation of the business. For instance, salaries, rent, electricity, taxes and preference
shareholders dividends. The dividends will be on the net profit upon negotiation among the
shareholder about the amount to be ploughed back to the business and the rest shared as
dividends.
SUMMARY OF 3 ACTUAL YEARS AND 3 PROJECTED
2016
2017
2018
2020
2021
2022
Revenue
3,000,000
3,250,000
3,560,000
3,750,000
4,000,000
4,400,000
Net
1,750,000
1,950,000
2,150,000
2,444,000
2,657,000
2,435,000
Income
MANAGEMENT
4
Assets
7,500,000
7,700,000
8,100,000
8,400,000
8,700,000
9,000,000
Liabilities
1,450,000
1,650,000
1,850,000
2,150,000
2,350,000
2,600,000
Net Worth
Reference
MANAGEMENT
5
Storey, D. J., & Greene, F. J. (2010). Small business and entrepreneurship. Financial
Times/Prentice Hall.
Running head: MANAGEMENT
Business Management
Cassandra Smith
Small Business
Sept 2, 2019
MANAGEMENT
How is small business management different from entrepreneurship?
The small business management necessitates gifted management to wind up fruitful. Depending
upon the notion of the undertaking, the entrepreneur and administrator might be a comparable
individual. In the other hand, the entrepreneur may have little to do with the everyday activities of
a business. The abilities should be an effective entrepreneur isn’t similar ones required to be a
skilled administrator.
Leadership Skills
The entrepreneur is regularly a sole owner who does not utilize others in her business, so she
shouldn’t have to have solid initiative aptitudes. A small business supervisor is regularly
accountable for maintaining a business activity, which may include the need to deal with a staff of
representatives. The entrepreneur who is likewise a supervisor faces the test of guaranteeing the
benefit of her activity while viably driving a gathering of laborers.
Focus
The entrepreneurship requires a business owner to look at the “far-reaching view” identifying
with his business, which may join searching for new sponsors, developing critical contacts
through frameworks organization and making plans for future expansion. Small business the
board may be progressively based on the ordinary exercises of the business, for instance,
overseeing customers, mentioning supplies or directing age. Entrepreneurship incorporates
working up the course of action while the officials incorporate the execution of the game plan.
MANAGEMENT
Risk
The very idea of entrepreneurship requires the craving to go out on a limb. The entrepreneur may
bring about a lot of obligation or put as long as she can remember investment funds into a business
and endures the results in the event that it comes up short. Small business the executives frequently
includes limiting the hazard once it presents itself. The chief must perform assignments, for
example, discovering approaches to restrict costs to guarantee the greatest gainfulness.
Entrepreneurship regularly invites chance, while sound business the executive’s practices require
repugnance for hazard.
General versus Specific
Entrepreneurship doesn’t require a lot of learning about a specific business. An entrepreneur might
be talented at recognizing brilliant business openings and getting a business off the ground yet
might need real administration aptitudes. A business administrator, then again, frequently needs
cozy information of the business to run it viably. Contingent upon the size and extent of the small
business, a few troughs might be required who have explicit abilities in zones like bookkeeping or
advertising.
MANAGEMENT
Reference
Storey, D. J., & Greene, F. J. (2010). Small business and entrepreneurship. Financial
Times/Prentice Hall.

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