Oasis Juice is located on 1234 Main St.
Oasis Juice offers the following products:
The demographics of Oasis Juice customers are as follows:
Oasis Juice has identified seven metro locations within the state where we can reach our target customers:
Market Analysis | |||||||
2002 | 2003 | 2004 | 2005 | 2006 | |||
Potential Customers | Growth | CAGR | |||||
Montclair | 10% | 60,000 | 66,000 | 72,600 | 79,860 | 87,846 | 10.00% |
Riley | 10% | 75,000 | 82,500 | 90,750 | 99,825 | 109,808 | 10.00% |
Ashford | 10% | 85,000 | 93,500 | 102,850 | 113,135 | 124,449 | 10.00% |
Tracy | 10% | 75,000 | 82,500 | 90,750 | 99,825 | 109,808 | 10.00% |
Wilmington | 10% | 62,000 | 68,200 | 75,020 | 82,522 | 90,774 | 10.00% |
Langsford | 10% | 90,000 | 99,000 | 108,900 | 119,790 | 131,769 | 10.00% |
Willard | 10% | 48,000 | 52,800 | 58,080 | 63,888 | 70,277 | 10.00% |
Total | 10.00% | 495,000 | 544,500 | 598,950 | 658,845 | 724,731 | 10.00% |
The strategy of Oasis Juice is to focus on our niche market which is health/natural food stores that serve the young active professional.
Oasis Juice will introduce its products at 20% off regular price during the first month. In addition, Oasis Juice will co-sponsor local athletic charitable events to raise the visibility of the brand name.
The sales strategy is to build customer loyalty in the new markets. Oasis Juice will increase its sales force to focus on the new markets.
The following table and charts shows the rapid ramp-up of sales during the first twelve months of operation.
Sales Forecast | |||
2002 | 2003 | 2004 | |
Sales | |||
Products | $1,020,000 | $1,200,000 | $1,300,000 |
Other | $0 | $0 | $0 |
Total Sales | $1,020,000 | $1,200,000 | $1,300,000 |
Direct Cost of Sales | 2002 | 2003 | 2004 |
Products | $278,000 | $310,000 | $360,000 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $278,000 | $310,000 | $360,000 |
Co-owners, Tama Gardner and William Harris, currently manage the daily operation of Oasis Juice. Tama and William have fifteen years of experience working in natural food stores. Tama is responsible for production and distribution. William is the Sales Manager for Oasis Juice.
Tama Gardner was one of the founding members of the Mason Peak Natural Grocery, 4th and Tyler. The grocery was established in 1992 by the non-profit NEDCO, the Neighborhood Economic Development Corporation, and a number of concerned neighbors who wished to save the historic Mason Peak Market from destruction. Tama started as a cashier and advanced to the position of Store Manager in 1996. The grocery has grown into a community fixture under her management.
William Harris ran the University’s now defunct Natural Food Collective for three years before the program was defunded. The small on-campus store provided natural food products to student customers. Sales increased by 20% each year under his leadership. Unfortunately, the state budget shortfall impacted the continued funding of the program. Prior to this position, William worked as Buyer for Sunburst Natural Foods for four years.
The following table shows the project personnel plan for Oasis Juice.
Personnel Plan | |||
2002 | 2003 | 2004 | |
Tama Gardner | $36,000 | $40,000 | $44,000 |
William Harris | $36,000 | $40,000 | $44,000 |
Production Staff | $120,000 | $130,000 | $140,000 |
Distribution Staff | $120,000 | $130,000 | $140,000 |
Sales Staff | $72,000 | $76,000 | $80,000 |
Total People | 13 | 13 | 13 |
Total Payroll | $384,000 | $416,000 | $448,000 |
The following is the financial plan for Oasis Juice.
The monthly break-even point is $66,534.
Break-even Analysis | |
Monthly Revenue Break-even | $66,534 |
Assumptions: | |
Average Percent Variable Cost | 27% |
Estimated Monthly Fixed Cost | $48,400 |
The following table and charts are the projected profit and loss for three years.
Pro Forma Profit and Loss | |||
2002 | 2003 | 2004 | |
Sales | $1,020,000 | $1,200,000 | $1,300,000 |
Direct Cost of Sales | $278,000 | $310,000 | $360,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $278,000 | $310,000 | $360,000 |
Gross Margin | $742,000 | $890,000 | $940,000 |
Gross Margin % | 72.75% | 74.17% | 72.31% |
Expenses | |||
Payroll | $384,000 | $416,000 | $448,000 |
Sales and Marketing and Other Expenses | $72,000 | $132,000 | $132,000 |
Depreciation | $9,600 | $9,600 | $9,600 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $12,000 | $12,000 | $12,000 |
Insurance | $9,600 | $9,600 | $9,600 |
Rent | $36,000 | $36,000 | $36,000 |
Payroll Taxes | $57,600 | $62,400 | $67,200 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $580,800 | $677,600 | $714,400 |
Profit Before Interest and Taxes | $161,200 | $212,400 | $225,600 |
EBITDA | $170,800 | $222,000 | $235,200 |
Interest Expense | $9,310 | $13,703 | $14,203 |
Taxes Incurred | $45,567 | $59,609 | $63,419 |
Net Profit | $106,323 | $139,088 | $147,978 |
Net Profit/Sales | 10.42% | 11.59% | 11.38% |
The following table and chart are the projected cash flow for three years.
Pro Forma Cash Flow | |||
2002 | 2003 | 2004 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $255,000 | $300,000 | $325,000 |
Cash from Receivables | $697,500 | $873,971 | $960,539 |
Subtotal Cash from Operations | $952,500 | $1,173,971 | $1,285,539 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $100,163 | $0 | $0 |
New Other Liabilities (interest-free) | $36,000 | $36,000 | $36,000 |
New Long-term Liabilities | $36,000 | $36,000 | $36,000 |
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 | $1,124,663 | $1,245,971 | $1,357,539 |
Expenditures | 2002 | 2003 | 2004 |
Expenditures from Operations | |||
Cash Spending | $384,000 | $416,000 | $448,000 |
Bill Payments | $511,954 | $637,704 | $695,324 |
Subtotal Spent on Operations | $895,954 | $1,053,704 | $1,143,324 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $19,992 | $19,992 | $19,992 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $18,000 | $18,300 | $3,700 |
Purchase Other Current Assets | $24,000 | $30,000 | $40,000 |
Purchase Long-term Assets | $24,000 | $30,000 | $30,000 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $981,946 | $1,151,996 | $1,237,016 |
Net Cash Flow | $142,717 | $93,975 | $120,524 |
Cash Balance | $182,717 | $276,692 | $397,216 |
The following table is the projected balance sheet for three years.
Pro Forma Balance Sheet | |||
2002 | 2003 | 2004 | |
Assets | |||
Current Assets | |||
Cash | $182,717 | $276,692 | $397,216 |
Accounts Receivable | $147,500 | $173,529 | $187,990 |
Inventory | $33,000 | $36,799 | $42,734 |
Other Current Assets | $29,000 | $59,000 | $99,000 |
Total Current Assets | $392,217 | $546,020 | $726,940 |
Long-term Assets | |||
Long-term Assets | $74,000 | $104,000 | $134,000 |
Accumulated Depreciation | $21,600 | $31,200 | $40,800 |
Total Long-term Assets | $52,400 | $72,800 | $93,200 |
Total Assets | $444,617 | $618,820 | $820,140 |
Liabilities and Capital | 2002 | 2003 | 2004 |
Current Liabilities | |||
Accounts Payable | $51,123 | $52,530 | $57,564 |
Current Borrowing | $80,171 | $60,179 | $40,187 |
Other Current Liabilities | $36,000 | $72,000 | $108,000 |
Subtotal Current Liabilities | $167,294 | $184,709 | $205,751 |
Long-term Liabilities | $58,000 | $75,700 | $108,000 |
Total Liabilities | $225,294 | $260,409 | $313,751 |
Paid-in Capital | $80,000 | $80,000 | $80,000 |
Retained Earnings | $33,000 | $139,323 | $278,411 |
Earnings | $106,323 | $139,088 | $147,978 |
Total Capital | $219,323 | $358,411 | $506,389 |
Total Liabilities and Capital | $444,617 | $618,820 | $820,140 |
Net Worth | $219,323 | $358,411 | $506,389 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5149, Groceries and related products, are shown for comparison.
Ratio Analysis | ||||
2002 | 2003 | 2004 | Industry Profile | |
Sales Growth | 75.86% | 17.65% | 8.33% | 4.60% |
Percent of Total Assets | ||||
Accounts Receivable | 33.17% | 28.04% | 22.92% | 33.30% |
Inventory | 7.42% | 5.95% | 5.21% | 26.00% |
Other Current Assets | 6.52% | 9.53% | 12.07% | 20.90% |
Total Current Assets | 88.21% | 88.24% | 88.64% | 80.20% |
Long-term Assets | 11.79% | 11.76% | 11.36% | 19.80% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 37.63% | 29.85% | 25.09% | 45.20% |
Long-term Liabilities | 13.04% | 12.23% | 13.17% | 10.00% |
Total Liabilities | 50.67% | 42.08% | 38.26% | 55.20% |
Net Worth | 49.33% | 57.92% | 61.74% | 44.80% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 72.75% | 74.17% | 72.31% | 44.10% |
Selling, General & Administrative Expenses | 62.32% | 62.58% | 60.92% | 26.70% |
Advertising Expenses | 5.88% | 10.00% | 9.23% | 0.70% |
Profit Before Interest and Taxes | 15.80% | 17.70% | 17.35% | 0.80% |
Main Ratios | ||||
Current | 2.34 | 2.96 | 3.53 | 1.69 |
Quick | 2.15 | 2.76 | 3.33 | 1.01 |
Total Debt to Total Assets | 50.67% | 42.08% | 38.26% | 55.20% |
Pre-tax Return on Net Worth | 69.25% | 55.44% | 41.75% | 3.60% |
Pre-tax Return on Assets | 34.16% | 32.11% | 25.78% | 8.00% |
Additional Ratios | 2002 | 2003 | 2004 | |
Net Profit Margin | 10.42% | 11.59% | 11.38% | n.a |
Return on Equity | 48.48% | 38.81% | 29.22% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 5.19 | 5.19 | 5.19 | n.a |
Collection Days | 59 | 65 | 68 | n.a |
Inventory Turnover | 10.91 | 8.88 | 9.05 | n.a |
Accounts Payable Turnover | 10.62 | 12.17 | 12.17 | n.a |
Payment Days | 28 | 30 | 29 | n.a |
Total Asset Turnover | 2.29 | 1.94 | 1.59 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 1.03 | 0.73 | 0.62 | n.a |
Current Liab. to Liab. | 0.74 | 0.71 | 0.66 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $224,923 | $361,311 | $521,189 | n.a |
Interest Coverage | 17.31 | 15.50 | 15.88 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.44 | 0.52 | 0.63 | n.a |
Current Debt/Total Assets | 38% | 30% | 25% | n.a |
Acid Test | 1.27 | 1.82 | 2.41 | n.a |
Sales/Net Worth | 4.65 | 3.35 | 2.57 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | |||||||||||||
Products | 0% | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 | |
Direct Cost of Sales | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Products | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 |
Personnel Plan | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Tama Gardner | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
William Harris | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Production Staff | 0% | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Distribution Staff | 0% | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 |
Sales Staff | 0% | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 |
Total People | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | |
Total Payroll | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 |
General Assumptions | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Sales | $60,000 | $60,000 | $70,000 | $80,000 | $80,000 | $90,000 | $90,000 | $90,000 | $100,000 | $100,000 | $100,000 | $100,000 | |
Direct Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $13,000 | $13,000 | $17,000 | $20,000 | $20,000 | $25,000 | $25,000 | $25,000 | $30,000 | $30,000 | $30,000 | $30,000 | |
Gross Margin | $47,000 | $47,000 | $53,000 | $60,000 | $60,000 | $65,000 | $65,000 | $65,000 | $70,000 | $70,000 | $70,000 | $70,000 | |
Gross Margin % | 78.33% | 78.33% | 75.71% | 75.00% | 75.00% | 72.22% | 72.22% | 72.22% | 70.00% | 70.00% | 70.00% | 70.00% | |
Expenses | |||||||||||||
Payroll | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Sales and Marketing and Other Expenses | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | |
Depreciation | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Insurance | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | $800 | |
Rent | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Payroll Taxes | 15% | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | $48,400 | |
Profit Before Interest and Taxes | ($1,400) | ($1,400) | $4,600 | $11,600 | $11,600 | $16,600 | $16,600 | $16,600 | $21,600 | $21,600 | $21,600 | $21,600 | |
EBITDA | ($600) | ($600) | $5,400 | $12,400 | $12,400 | $17,400 | $17,400 | $17,400 | $22,400 | $22,400 | $22,400 | $22,400 | |
Interest Expense | $401 | $469 | $538 | $606 | $674 | $742 | $810 | $878 | $946 | $1,014 | $1,082 | $1,151 | |
Taxes Incurred | ($540) | ($561) | $1,219 | $3,298 | $3,278 | $4,757 | $4,737 | $4,717 | $6,196 | $6,176 | $6,155 | $6,135 | |
Net Profit | ($1,261) | ($1,309) | $2,844 | $7,696 | $7,648 | $11,101 | $11,053 | $11,006 | $14,458 | $14,410 | $14,363 | $14,314 | |
Net Profit/Sales | -2.10% | -2.18% | 4.06% | 9.62% | 9.56% | 12.33% | 12.28% | 12.23% | 14.46% | 14.41% | 14.36% | 14.31% |
Pro Forma Cash Flow | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $15,000 | $15,000 | $17,500 | $20,000 | $20,000 | $22,500 | $22,500 | $22,500 | $25,000 | $25,000 | $25,000 | $25,000 | |
Cash from Receivables | $40,000 | $41,500 | $45,000 | $45,250 | $52,750 | $60,000 | $60,250 | $67,500 | $67,500 | $67,750 | $75,000 | $75,000 | |
Subtotal Cash from Operations | $55,000 | $56,500 | $62,500 | $65,250 | $72,750 | $82,500 | $82,750 | $90,000 | $92,500 | $92,750 | $100,000 | $100,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,333 | $8,500 | |
New Other Liabilities (interest-free) | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
New Long-term Liabilities | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $69,333 | $70,833 | $76,833 | $79,583 | $87,083 | $96,833 | $97,083 | $104,333 | $106,833 | $107,083 | $114,333 | $114,500 | |
Expenditures | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Expenditures from Operations | |||||||||||||
Cash Spending | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Bill Payments | $21,092 | $32,619 | $28,850 | $38,891 | $42,695 | $39,953 | $51,417 | $46,148 | $46,596 | $58,060 | $52,791 | $52,839 | |
Subtotal Spent on Operations | $53,092 | $64,619 | $60,850 | $70,891 | $74,695 | $71,953 | $83,417 | $78,148 | $78,596 | $90,060 | $84,791 | $84,839 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | $1,666 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | |
Purchase Other Current Assets | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Purchase Long-term Assets | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $60,258 | $71,785 | $68,016 | $78,057 | $81,861 | $79,119 | $90,583 | $85,314 | $85,762 | $97,226 | $91,957 | $92,005 | |
Net Cash Flow | $9,075 | ($952) | $8,817 | $1,526 | $5,222 | $17,714 | $6,500 | $19,019 | $21,071 | $9,857 | $22,376 | $22,495 | |
Cash Balance | $49,075 | $48,123 | $56,940 | $58,465 | $63,687 | $81,401 | $87,900 | $106,919 | $127,990 | $137,847 | $160,222 | $182,717 |
Pro Forma Balance Sheet | |||||||||||||
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $40,000 | $49,075 | $48,123 | $56,940 | $58,465 | $63,687 | $81,401 | $87,900 | $106,919 | $127,990 | $137,847 | $160,222 | $182,717 |
Accounts Receivable | $80,000 | $85,000 | $88,500 | $96,000 | $110,750 | $118,000 | $125,500 | $132,750 | $132,750 | $140,250 | $147,500 | $147,500 | $147,500 |
Inventory | $10,000 | $14,300 | $14,300 | $18,700 | $22,000 | $22,000 | $27,500 | $27,500 | $27,500 | $33,000 | $33,000 | $33,000 | $33,000 |
Other Current Assets | $5,000 | $7,000 | $9,000 | $11,000 | $13,000 | $15,000 | $17,000 | $19,000 | $21,000 | $23,000 | $25,000 | $27,000 | $29,000 |
Total Current Assets | $135,000 | $155,375 | $159,923 | $182,640 | $204,215 | $218,687 | $251,401 | $267,150 | $288,169 | $324,240 | $343,347 | $367,722 | $392,217 |
Long-term Assets | |||||||||||||
Long-term Assets | $50,000 | $52,000 | $54,000 | $56,000 | $58,000 | $60,000 | $62,000 | $64,000 | $66,000 | $68,000 | $70,000 | $72,000 | $74,000 |
Accumulated Depreciation | $12,000 | $12,800 | $13,600 | $14,400 | $15,200 | $16,000 | $16,800 | $17,600 | $18,400 | $19,200 | $20,000 | $20,800 | $21,600 |
Total Long-term Assets | $38,000 | $39,200 | $40,400 | $41,600 | $42,800 | $44,000 | $45,200 | $46,400 | $47,600 | $48,800 | $50,000 | $51,200 | $52,400 |
Total Assets | $173,000 | $194,575 | $200,323 | $224,240 | $247,015 | $262,687 | $296,601 | $313,550 | $335,769 | $373,040 | $393,347 | $418,922 | $444,617 |
Liabilities and Capital | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
Current Liabilities | |||||||||||||
Accounts Payable | $20,000 | $31,669 | $27,558 | $37,464 | $41,377 | $38,233 | $49,879 | $44,609 | $44,655 | $56,301 | $51,030 | $51,076 | $51,123 |
Current Borrowing | $0 | $6,667 | $13,334 | $20,001 | $26,668 | $33,335 | $40,002 | $46,669 | $53,336 | $60,003 | $66,670 | $73,337 | $80,171 |
Other Current Liabilities | $0 | $3,000 | $6,000 | $9,000 | $12,000 | $15,000 | $18,000 | $21,000 | $24,000 | $27,000 | $30,000 | $33,000 | $36,000 |
Subtotal Current Liabilities | $20,000 | $41,336 | $46,892 | $66,465 | $80,045 | $86,568 | $107,881 | $112,278 | $121,991 | $143,304 | $147,700 | $157,413 | $167,294 |
Long-term Liabilities | $40,000 | $41,500 | $43,000 | $44,500 | $46,000 | $47,500 | $49,000 | $50,500 | $52,000 | $53,500 | $55,000 | $56,500 | $58,000 |
Total Liabilities | $60,000 | $82,836 | $89,892 | $110,965 | $126,045 | $134,068 | $156,881 | $162,778 | $173,991 | $196,804 | $202,700 | $213,913 | $225,294 |
Paid-in Capital | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 | $80,000 |
Retained Earnings | $9,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 | $33,000 |
Earnings | $24,000 | ($1,261) | ($2,570) | $274 | $7,970 | $15,619 | $26,720 | $37,773 | $48,778 | $63,236 | $77,646 | $92,009 | $106,323 |
Total Capital | $113,000 | $111,739 | $110,430 | $113,274 | $120,970 | $128,619 | $139,720 | $150,773 | $161,778 | $176,236 | $190,646 | $205,009 | $219,323 |
Total Liabilities and Capital | $173,000 | $194,575 | $200,323 | $224,240 | $247,015 | $262,687 | $296,601 | $313,550 | $335,769 | $373,040 | $393,347 | $418,922 | $444,617 |
Net Worth | $113,000 | $111,739 | $110,430 | $113,274 | $120,970 | $128,619 | $139,720 | $150,773 | $161,778 | $176,236 | $190,646 | $205,009 | $219,323 |
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Home » Business ideas » Food Industry » Smoothie & Juice Bar
Are you about starting a fruit juice shop? If YES, here is a complete sample fruit juice shop business plan template & feasibility report you can use for FREE .
People are increasingly becoming aware of the need to cut down on carbonated drinks and embrace fruit juice because of the enormous health benefits that accrue from it. This is the reason why juice bars are spring up all around major cities in the united states.
It is then obvious that the juice bar business is one cool business that an aspiring entrepreneur can settle for. One good thing about starting a fruit juice business is that if you are diligent enough and if you have good marketing strategies, you can build the business from just one outlet to numerous outlets across different cities in the United States from the sale of franchise.
1. industry overview.
Fruit juice shop business is of course part of the Juice and Smoothie Bar industry. The industry has come a long way and it is still evolving with smoothie drink makers bringing in creativity in terms of flavors and packaging into the industry.
Smoothie drinks have been around for many years, but they are becoming more popular in recent time due to the health benefits that come with it.
This industry consists of businesses that basically make and retail fruit smoothies and freshly made juices. A smoothie is a blended, sometimes sweetened beverage primarily made from fresh fruit or vegetables combined with ice, frozen fruit or other frozen ingredients.
Some juice and smoothie bars give their clients option of add-ins such as soy milk, whey powder, green tea and herbal or nutritional supplements et al.
Fruit juice is one commodity that is consumed in all parts of the world and of course those that are in the business of producing fruit juice are known to generate sales year in year out if the business is well – managed. As a matter of fact, economic downturn hardly affects the consumption of fruit juice because it is considered a healthy substitute for soft drinks and other processed drinks et al.
The Juice and Smoothie Bar industry has grown steadily over the last five years as juice and smoothie bars have adapted to the rapidly changing consumer preference and lifestyle. In recent years, the perceived high sugar content of some smoothies and juices has forced the industry to adapt its offering.
For this reason, cold pressed juice, which is made by hydraulically chopping and crushing produce such as spinach, kale and ginger without using heat, thereby yielding highly nutritious juice, has risen to prominence.
The Juice and Smoothie Bar industry is a thriving sector of the economy of the United States of America and they generate over $2 billion annually from more than 1,435 registered and licensed companies scattered all around the United States of America.
The industry is responsible for the employment of over 35,861 people. Experts project the Juice and Smoothie Bar industry to grow at a 2.9 percent annual rate. Smoothie King and Jamba Inc. are the leaders in the Juice and Smoothie Bar industry, they have the lion market share in the United States of America.
With this kind of business, if you want to start on a small scale, you can choose to start servicing a school around you or even the whole of your local community. All you would need are contacts, packaging, networking and good marketing and customer service skills.
However, if you intend starting it on a large scale, then you should consider spreading beyond your local community to the state and even national level with adequate structure for chains of outlets and distribution networks.
If you are contemplating starting your own fruit juice shop business in the United States, you should ensure that you carry out a thorough market survey. If you get some key factors wrong before starting your business, then you are likely going to struggle to stay afloat.
Shelly Pearson® Fruit Juice Shop, LLC is a licensed fruit juice shop business that will be based in Columbus – Ohio. We are a unique fruit juice brand because we do not just sell assorted fresh fruit juice, but we will also offer consultancy services in line with our area of business.
Shelly Pearson® Fruit Juice Shop, LLC is own and managed by Mrs. Shelly Pearson a graduate of Micro Biology from the University of Columbus – Ohio. She has over 7 years of hands on experience working for some of the leading brands in the fruit and smoothie bar industry.
Due to our corporate business goal of becoming one of the top 5 fruit juice and smoothie bar companies in the United States of America, we are willing to go the extra mile to invest in some of the finest professionals we can find and also we have set plans in place to acquire the best of equipment when it comes to setting up a standard fruit juice shop.
Our bar and will be customized to fit into the kind of ideas we have of how a first class fruit juice shop should look like. When it comes to hygiene, we have put plans, process and structures in place that will ensure that we are always at the top of our game. We have been able to secure permits from all relevant departments in Columbus – Ohio.
Shelly Pearson® Fruit Juice Shop, LLC is set to redefine how fruit juice business should be run, not just in Columbus – Ohio, but also in the whole of the United States of America.
This is why we have put plans in place for the continuous training of our staff and we will also liaise with stakeholders in the industry to contribute our quota in the way juice making equipment should be designed to meet the ever changing demands of the industry.
The demand for fresh fruit juice et al is not going to plummet any time soon, which is why we have put plans in place to continue to explore all available markets around the cities where our chains of fruit juice shops are going to be located and ensure that we create a wide range of distribution channels. With that, we know that we will be able to maximize profits in our business.
Our strongest selling point at Shelly Pearson® Fruit Juice Shop, LLC is the unique taste of the different types of fresh fruit juice that we sell. There is hardly any customer that will taste any of our products who would not want to come back and make more purchase.
Shelly Pearson® Fruit Juice Shop, LLC will at all times demonstrate her commitment to sustainability, both individually and as a firm, by actively participating in our communities and integrating sustainable business practices wherever possible.
We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely.
Our plan is to position the business to become a leading brand in the Juice and Smoothie Bar industry in the whole of Ohio, and also to be amongst the top 5 fruit juice brand in the United States of America within the first 10 years of starting our business.
This might look too tall a dream but we are optimistic that this will surely come to pass because we have done our research and feasibility studies and we are confident that Columbus – Ohio is the right place to launch this type of business before spreading to other cities in the United States.
At Shelly Pearson® Fruit Juice Shop, LLC we deal in a wide variety of fresh fruit juice, we are an establishment that primarily prepare, serve/sell fresh fruit juice and toppings. As part our strategy to create multiple sources of income in line with our core business concept, we will run a consultancy service and training.
Our intention of starting Shelly Pearson® Fruit Juice Shop, LLC is to make profits from the industry and we will do all that is permitted by the law in the US to achieve our aim and ambition. Here are some of our products and services;
Our Business Structure
As part of our plan to build a successful fruit juice business in Columbus – Ohio, we have perfected plans to get it right from the onset which is why we will ensure that we have competent employees in our company. We will ensure that we only hire people that are qualified, honest, hardworking, customer centric and are ready to work to help us build a prosperous business that will benefit all the stakeholders.
As a matter of fact, profit-sharing arrangement will be made available to all our senior management staff and it will be based on their performance for a period of five years or more depending how fast we meet our set target.
The picture of the kind of fruit juice business we intend building and the goals we want to achieve is what informed the amount we are ready to pay for the best hands available in the juice and smoothie bar industry as long as they are willing to work with us to achieve our business goals and objectives.
Here is the business structure that we will build at Shelly Pearson® Fruit Juice Shop, LLC;
Shop Manager
Human Resources and Admin Manager
Chief Executive Officer – CEO (Owner):
Sales and Marketing Manager
Accountant/Cashier
Distribution Van Drivers:
Greeters/Customer Care Officer/Table Attendant
Our plan of starting our fruit juice shop in just one outlet is to test run the business for a period of 3 to 5 years to know if we will invest more money, expand the business and then open other outlets.
We are quite aware that there are several fruits juice bars and similar businesses all over Columbus – Ohio and even in the same location where we intend locating ours, which is why we are following the due process of establishing a business.
We know that if proper SWOT analysis is conducted for our business, we will be able to position our business to maximize our strength, leverage on the opportunities that will be available to us, mitigate our risks and be equipped to confront our threats.
Shelly Pearson® Fruit Juice Shop, LLC employed the services of an expert HR and Business Analyst with bias in restaurants and fast food line of business to help us conduct a thorough SWOT analysis and to help us create a Business model that will help us achieve our business goals and objectives. This is the summary of the SWOT analysis that was conducted for Shelly Pearson® Fruit Juice Shop, LLC.
Our strength lies in the fact that we have a wide range of fruit juice that can meet the needs of a wide range of customers. We have a state of the arts facility and equipment that has positioned us to meet customer demands even if demand tripled overnight or if we have a massive order to meet.
Another factor that counts to our advantage is the background of our Chief Executive Office; she has robust experience in the industry and also good academic qualifications to match the experience acquired which has placed her amongst top professionals in the United States of America.
We are not ignoring the fact that offering consultancy services and running a standard and accredited training center is definitely going to count as a positive for us.
The fact that we are setting up a fruit juice business in a city with other juice and smoothie bars may likely pose a challenge for us in breaking into the already saturated market in Columbus – Ohio. In essence our chosen location might be our weakness.
But nevertheless, we have plans to launch out with a big bang. We know with that, we will be able to create a positive impression and have a proper handle when it comes to building on already gather momentum.
The opportunities available to us are unlimited. Loads of people consume fresh fruit juice on daily basis and all what we are going to do to push our products to them is already perfected. There are also loads of people who would want to learn how to produce fresh fruit juice and they will readily find our government approved fruit juice training center ideal for them to fulfill that goal.
The threat that is likely going to confront us is the fact that we are competing with already established juice and smoothie bars in Columbus – Ohio and also there are other entrepreneurs who are likely going to launch similar business within the location of our business.
Of course, they will compete with us in winning over the available market. Another threat that we are likely going to face is unfavorable government policies and of course economic downturn.
Loads of people are beginning to switch from drinking carbonated drinks to drinking fresh fruit juice and smoothies because of their health benefits. As a matter of fact, the sale of juicers has increased tremendously as most households now make it a point of duty to get one for their families and also to start grooming their kids to choose fresh juice and smoothies over carbonated drinks.
The Juice and Smoothie Bars industry has grown steadily over the last five years and have adapted to the rapidly changing consumer preferences and lifestyle.
In recent years, the perceived high sugar content of some smoothies and juices has forced the industry to adapt its offerings, thereby offering cold pressed juice. This juice is made by hydraulically crushing fruits and vegetables without using heat, thereby yielding highly nutritious juice.
Another trend is that some fruit juice and smoothie bars have gone beyond only selling their products in their shops to taking it out to people in parks, sport centers and public places through vans and mobile food trucks. Some fruit juice bars have even gone ahead to start retailing their products to the public through franchising; it is one of the strategies that is helping them gain a huge market share.
When it comes to fresh fruit juice, there is indeed a wide range of available customers. In essence, our target market can’t be restricted to just a group of people, but all those who love fresh fruit juice and those who would want to try them out.
We are in business to engage in wholesale distribution and to retail a wide variety of fresh fruit juice to the following groups of people;
Our Competitive Advantage
A close study of the fruit juice industry reveals that the market has become much more competitive over the last decade. As a matter of fact, you have to be highly creative, customer centric and proactive if you must survive in this industry.
We are aware of the competition and we are prepared to compete favorably with other fruit juice bars in Columbus – Ohio. The fact that we have a clear market position, effective cost controls and ability to franchise operations gives us competitive advantage over our competitors.
Shelly Pearson® Fruit Juice Shop, LLC is launching a standard juice shop that will become the preferred choice of residents of Columbus – Ohio. Our fruit juice shop is located in a corner piece property on a busy road directly opposite one of the largest residential estates in Columbus – Ohio.
One thing is certain, we will ensure that we have wide varieties of fruit juice available in our shop at all times. It will be difficult for customers to visit our juice shop and not make a purchase. One of our business goals is to make Shelly Pearson® Fruit Juice Shop, LLC a one stop fruit juice shop.
Our excellent customer service culture, online store, various payment options and highly secured facility will serve as a competitive advantage for us.
Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category in the industry, meaning that they will be more than willing to build the business with us and help deliver our set goals and objectives.
Shelly Pearson® Fruit Juice Shop, LLC is established with the aim of maximizing profits in the industry and we are going to go all the way to ensure that we do all it takes to sell our products to a wide range of customers. Shelly Pearson® Fruit Juice Shop, LLC will generate income by selling the following products;
One thing is certain when it comes to fresh fruit juice shop business, if your fruit juices are properly made and if your fruit juice shop is centrally positioned and easily accessible, you will always attract customers cum sales and that will sure translate to increase in revenue generation for the business.
We are well positioned to take on the available market in Columbus – Ohio and every city where our fresh fruit juice will be sold and we are quite optimistic that we will meet our set target of generating enough income/profits from our first six months of operation and grow the business and our clientele base.
We have been able to examine the industry, we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. The sales projections are based on information gathered on the field and some assumptions that are peculiar to startups in Columbus – Ohio.
N.B : This projection was done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and there won’t be any major competitor offering same products and customer care services as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.
Before choosing a location to start Shelly Pearson® Fruit Juice Shop, LLC and also the kind of fresh fruit juice to produce, we conducted a thorough market survey and feasibility studies in order for us to be able to penetrate the available market in the cities where we intend positioning our business.
We have detailed information and data that we were able to utilize to structure our business to attract the number of customers we want to attract per time and also for our products to favorable compete with other leading juice brands in the United States of America.
We hired experts who have good understanding of the industry to help us develop marketing strategies that will help us achieve our business goal of winning a larger percentage of the available market in Columbus – Ohio and throughout the United States of America.
In summary, Shelly Pearson® Fruit Juice Shop, LLC will adopt the following sales and marketing approach to sell our wide range of fresh fruit juice;
Despite the fact that our fruit juice shop is a standard one with a wide range of fresh fruit juice that can favorably compete with other leading brands in the United States, we will still go ahead to intensify publicity for our brand.
Shelly Pearson® Fruit Juice Shop, LLC has a long term plan of opening outlets in various locations in the United States of America and also to sell our franchise which is why we will deliberately build our brand to be well accepted in Columbus – Ohio before venturing out to other cities in the United States of America.
As a matter of fact, our publicity and advertising strategy is not solely for selling our products but to also effectively communicate our brand. Here are the platforms we intend leveraging on to promote and advertise Shelly Pearson® Fruit Juice Shop, LLC;
Fixing prices for fresh juice is not complicated as the prices depend on the size of the container. In view of that, our prices will conform to what is obtainable in the industry but we will ensure that within the first 6 to 12 months our products are sold a little bit below the average price in the United States of America.
We have put in place business strategies that will help us run on low profits for a period of 6 months; it is a way of encouraging people to buy into our brand.
The payment policy adopted by Shelly Pearson® Fruit Juice Shop, LLC is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America.
Here are the payment options that Shelly Pearson® Fruit Juice Shop, LLC will make available to her clients;
In view of the above, we have chosen banking platforms that will enable our client make payment for fruit juice drinks purchase without any stress on their part. Our bank account numbers will be made available on our website and promotional materials.
In setting up any business, the amount or cost will depend on the approach and scale you want to undertake. If you intend to go big by renting a place, then you would need a good amount of capital as you would need to ensure that your employees are well taken care of, and that your facility is conducive enough for workers to be creative and productive.
The tools and equipment that will be used are nearly the same cost everywhere, and any difference in prices would be minimal and can be overlooked. As for the detailed cost analysis for starting a fruit juice shop business; it might differ in other countries due to the value of their money.
When it comes to starting a fruit juice business, the major areas that we would look towards spending the bulk of our cash is in the purchase of the latest juicers and of course renting or leasing well located facilities. Aside from that, you are not expected to spend much except for paying of your employees and the purchase of supplies.
These are the key areas where we will spend our startup capital;
We would need an estimate of $200,000 to successfully set up our fruit juice shop business in Columbus – Ohio.
Shelly Pearson® Fruit Juice Shop, LLC is a family business that is owned and financed by Mrs. Shelly Pearson and her immediate family members. They do not intend to welcome any external business partners which is why she has decided to restrict the sourcing of the startup capital to 3 major sources.
These are the areas we intend generating our startup capital;
N.B: We have been able to generate about $50,000 ( Personal savings $30,000 and soft loan from family members $20,000 ) and we are at the final stages of obtaining a loan facility of $100,000 from our bank. All the papers and documents have been signed and submitted, the loan has been approved and any moment from now our account will be credited with the amount.
The future of a business lies in the number of loyal customers they have, the capacity and competence of their employees, their investment strategy and business structure. If all of these factors are missing from a business, then it won’t be too long before the business closes shop.
One of our major goals of starting Shelly Pearson® Fruit Juice Shop, LLC is to build a business that will survive off its own cash flow without the need for injecting finance from external sources once the business is officially running. We know that one of the ways of gaining approval and winning customers over is to retail our fresh fruit juice a little bit cheaper than what is obtainable in the market and we are prepared to survive on lower profit margin for a while.
Shelly Pearson® Fruit Juice Shop, LLC will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken care of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner.
As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of three years or more. We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.
Check List/Milestone
A fruit juice business presently can be a refreshing and lucrative venture. There is a growing demand for healthy and natural beverages. However, you need to do careful planning and execution if you want to sell either fresh juices or bottled options. In this article, we will guide you through the steps to establish your own fruit juice business in India and address some frequently asked questions (FAQs) related to the industry.
1. market research and business plan.
The first step to starting a fruit juice business is to do market research to identify potential competitors, target audiences, and popular fruit juice flavors.
Based on the information receives, create a comprehensive business plan that outlines your business goals, pricing strategy, distribution channels, and marketing approach.
To start a fruit juice manufacturing business, you will need to obtain different registrations and licenses from Govt. authorities. These are as follows:
Additionally, you must maintain the guidelines such as location and surroundings of the factory, sanitary and hygienic conditions of premises, personnel hygiene, portability of water, machinery & equipment with installed capacity, quality control facility & technical staff, product standards, limits for preservatives & other additives, etc.
Choose a strategic location for your juice bar or processing unit. You need to consider factors such as accessibility, foot traffic, and proximity to suppliers. In addition, set up a hygienic and well-equipped facility with modern juice extraction and processing equipment.
It is essential to establish reliable partnerships with local farmers and suppliers to source fresh and high-quality fruits. It is advisable to focus on seasonal fruits to offer a variety of flavors throughout the year.
There are three types of fruit juices available in the market. Fruit drinks, which have a maximum of 30% fruit content, are the highest-selling category. Fruit Juices, are 100% composed of fruit content and claim a 30% market share at present. In contrast, nectar drinks have between 25-90% fruit content but account for only about 10% of the total market. According to the specific product, you want to produce, you must select the right machinery. Here we have listed some of the common machines and equipment, required for fruit juice production.
For fruit juice production, major raw materials are different types of fruits. Apart from fruits, you must procure sugar, preservatives, food colors, etc.
The production process is not the same for the different types of fruit juice processing. Here, we have mentioned a common production process flow chart for your ready reference.
Fresh, sound, and a suitable variety of fruits are collected and sorted. They are first washed by rotary brushes to remove soil and dirt from the grove and stems and leaves need to be removed from the fruit.
The selected fruits must be crushed to a pulp before pressing, the result of this being what is known as the pumice. Pulping is often followed by the addition of enzymes, which break down the cell walls of the fruit and thus increase the amount of juice extracted.
To clarify the juice, which is still cloudy, the juice is first centrifuged – during which process the larger particles such as broken fruit tissue, seed and skin, and various gums, peptic substances, etc. settle to the bottom – and then filtered.
Quick cooling is important. Otherwise, the product will have a burnt taste and the color of the syrup will become dark brown. Therefore, you will need to cool the syrup quickly.
Packaging plays an important role in fruit juice production. Tetra pack is most popular among the consumer. Pet bottle pack is also running in the market. According to the size, you want to deliver, procure packaging consumables. In the case of pet bottles, you must arrange the labels with proper product information. Use attractive and eco-friendly packaging for bottled juices.
Design a diverse and enticing menu with a wide range of fruit juices and combinations. Experiment with unique and exotic fruit blends to offer customers a delightful experience.
Read: Best Small Manufacturing Business Ideas
You must adhere to strict health and safety protocols established by concerned authorities. It includes regular cleaning and sanitization of equipment and proper storage of fruits and ingredients.
It is critical to create an appealing brand identity for the overall success of the fruit juice business. It includes a catchy name, logo, and theme that resonates with health-conscious consumers. In addition, explore social media platforms, local advertising, and promotions to market your fruit juice business.
Read: Low-Cost Marketing Ideas
It is important to determine competitive pricing for your fruit juices while ensuring a reasonable profit margin. Consider offering combo deals and loyalty programs to attract and retain customers.
Setting up an effective distribution network is one of the most important aspects of any manufacturing business. It holds true with the fruit juice business too. You need to explore various distribution channels, such as retail stores, supermarkets, online platforms, and direct sales at your juice bar.
Can i sell packaged fruit juices without a physical store.
Yes, you can sell packaged fruit juices through online platforms and tie-ups with retail stores and supermarkets.
Mango, orange, pineapple, watermelon, pomegranate, and mixed fruit juices are some of the popular flavors in India.
Yes, offering customization options can be an excellent way to cater to individual tastes and preferences.
Pasteurization helps in increasing the shelf life of fruit juices and ensures safety by eliminating harmful microorganisms.
Focus on using fresh and natural ingredients, promoting health benefits, and offering unique and exotic fruit combinations.
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Okay, so we have considered all the requirements for starting a fruit juice production business. We also took it further by analyzing and drafting a sample fruit juice production marketing plan template backed up by actionable guerrilla marketing ideas for fruit juice production businesses. So let's proceed to the business planning section.
Quench your entrepreneurial thirst with our free Fruit Juice Bar Business Plan Template! Craft a refreshing roadmap to success for your juicy venture with expert tips and customizable strategies. Squeeze the opportunity today!
Need to write a convincing business plan for your fruit juice brand fast? Discover which tool to use and what to write in our complete guide.
Get our juice bar business plan template and step-by-step instructions to quickly and easily create your business plan today.
Learn how to start a profitable juice business with these 11+ steps. From sourcing ingredients to marketing, we cover it all for a successful venture. #juicebusiness #entrepreneurship #smallbusiness
If you're looking for a juice bar business plan, you've come to the right place. In this article, I'll go over the four basic business models for a cold-pressed juice bar / business.
This comprehensive guide covers everything you need to learn how to start a juice business. You'll learn insider tips for developing a successful juice business plan. We'll walk through the process of hiring an accountant, registering an EIN, tallying market research, and more.
Learn how to create a juice bar business plan with our guide, including key sections and a downloadable PDF template for reference.
Lay a strong foundation with comprehensive market research and target audience analysis to position your fruit juice business for success.
Are you ready to start your own juice bar business? This detailed guide provides all the steps you need to create a business plan for your juice bar. From financial forecasts to market analysis, our sample business plan is a roadmap to your success.
Learn the key steps to start your fruit juice business, from selecting fruits to marketing strategies, with valuable resources included.
Start your own fruit juice bar with this comprehensive business plan example. Learn how to create an ideal business model, develop a marketing strategy, and create a financial plan to ensure success.
A fruit juice bar, or fruit juice shop is a small, informal restaurant where juice and in most cases, smoothies are made and served to customers. Fruit juice is ideally 100 percent pure juice made from the flesh of fresh fruit or from whole fruit, depending on the type used.
Sample Fresh Fruit Juice Production Business Plan. April 13, 2023 by Olaoluwa. Agro-allied industries/businesses like juice production are massive. There is a huge market for juice products. If you have considered venturing into this line of business, you will find this fresh fruit juice production business plan useful.
Learn how to open your own juice bar or smoothie shop with this 9-step guide. Find out how to choose a concept, write a business plan, obtain funding, and more.
Whether you're starting a juice bar, a juice delivery service, or a wholesale juice business, this guide explores the key elements of a successful juice business plan, along with industry tips, resources, and downloadable content to help you write it.
Creating a business plan for a fruit juice producer is an essential process for any entrepreneur. It serves as a roadmap that outlines the necessary steps to be taken to start or grow the business, the resources required, and the anticipated financial outcomes. It should be crafted with method and confidence.
Learn how to write a fruit juice shop business plan with this sample template. Find out the industry overview, market analysis, financial projections, and more for your fruit juice business.
Writing a business plan for a juice bar is an important step in the process of setting up and running a successful juice bar.
Explore a real-world wholesale juice business plan example and download a free template with this information to start writing your own business plan.
Are you about starting a fruit juice shop? If YES, here is a complete sample fruit juice shop business plan template & feasibility report you can use for FREE.
10 Steps to Start Fruit Juice Business. 1. Market Research and Business Plan. The first step to starting a fruit juice business is to do market research to identify potential competitors, target audiences, and popular fruit juice flavors. Based on the information receives, create a comprehensive business plan that outlines your business goals ...
Business Plan of Fruit Juice - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. n/a