Vegas Boutique Is A Wedding Attire Shop

Published Date: 02 Nov 2017

Vega’s Boutique is a wedding attire shop like no other. While most retail bridal shops focus on selling wedding gowns, our focus is everything else. We will cater to the mothers of the bride and groom, bridesmaids, and flower girls. In addition, we will provide an array of accessories for all the female members of the bridal party. Vega’s Boutique is registered as a single-member LLC, incorporated in Virginia State, and the sole owner is Yaira Vega. The purpose of this business plan is to secure start-up financing. We project that the company will reach the break-even point in its fourth month of operations.

III-General Company Description

Company

Vega’s Boutique is a new retail boutique that will be a unique supplement to the existing bridal shops in the greater Seattle area. While most bridal shops focus on providing the bride with her wedding gown, the focus of Vega’s Boutique is everything besides the wedding gown. Our core products include mother-of-the-bride and mother-of-the-groom attire, bridesmaids' attire, flower girl attire, bridal footwear, and bridal accessories, such as veils, headpieces, and jewelry. Our goal is to be the one-stop-shop for items beyond the wedding gown, and to provide a fulfilling shopping experience for our customers.

Industry

There are over two million weddings annually in the United States, twelve thousand of which are in Bristol County, alone. The average cost of a first wedding is currently about $20,000, and that number has consistently been increasing by about 5% each year. About 6.1% of the total wedding budget will be spent on the wedding gown, and 7.8% of the total budget will be spent on mothers' attire, attendants' attire, and accessories. There are thousands of bridal shops nation-wide. Most of them are locally-owned, single-unit operations; however, there are increasing numbers of chains entering the marketplace. The primary focus of all bridal shops is the wedding gown. Some shops will also carry a limited selection of mothers' dresses, attendants' attire, and accessories, but their main goal is to sell wedding dresses. As a result, the market currently lacks a place to find a good selection of the other necessary items.

Objectives

Vega’s Boutique has the following objectives:

To be the primary one-stop-shop for the female members of a bridal party once the bride has purchased her gown (i.e. mother of the bride, mother of the groom, bridesmaids, flower girls, footwear, and accessories).

To have vigorous sales in the first twelve months of operations.

In Year 3, to have sales more than double first year level and net income of at least 10% of sales.

Mission

Vega’s Boutique provides attire and accessories for female bridal attendants. We believe in providing superior customer service and creating a shopping experience that is relaxed and pleasurable. We also believe in providing a working environment for our employees that is professional and fun, and that empowers our employees to be trustworthy and valuable resources to our customers.

Keys to Success

To be successful in this business, Vega’s Boutique must:

Generate and preserve a reputation of being the one-stop-shop for bridal purchases beyond the wedding gown.

Establish a strong referral network among others in the bridal industry.

Provide stellar customer service.

Maintain a fresh mix of inventory.

Ownership

Vega’s Boutique is a privately held company. It is registered in the state of Virginia as a single-member LLC with Yaira Vega as the owner.

Start-up Summary

The most significant components of the start up costs are inventory (30%), cash-on-hand (23%), and expensed equipment and leasehold improvements (19%).

IV-Products and Services

Vega’s Boutique will carry mother-of-the-bride, mother-of-the-groom, bridesmaid, and flower girl attire. In addition, we will carry bridal footwear and bridal accessories such as veils, headpieces, and jewelry. We will aim to provide products in a wide variety of styles and price-ranges that are of good quality and from reputable designers. The dresses will be sold primarily on a made-to-order basis. We will keep a sample dress of each style in the store for customers to try on, and once they decide on a style, we will then order it in their size and in the color of their choosing. If, however, a customer is pleased with the floor sample, they will have the option to purchase that item. When a dress is being made-to-order, a fifty percent, non-refundable deposit will be required. Once the dress arrives, the deposit will be applied toward the balance. Full payment will be due before the customer can take the dress from the store. Veils and headpieces will be sold in the same manner as the dresses. Shoes and jewelry will primarily be sold off the floor. Bridal inventory is typically purchased in two seasons: fall and spring. The fall buying season is typically for items that will be displayed in the winter and spring, which will then be worn in the spring and summer. The spring buying season is typically for items that will be displayed in the summer and fall, which will then be worn in the fall and winter.

Most designers set "minimums," which means that they require the purchase of a certain number of sample dresses in any given season. Some designers require that all samples be purchased at once, while other designers allow the purchase of samples to be staggered throughout the season. The buying pattern for Vega’s Boutique will be a function of designer requirements as well as customer demand for new products. Vega’s Boutique will track the "success rate" (the number of times a particular dress is purchased), and if a dress is selling poorly, it will be discounted, sold off the rack, and replaced with a new inventory item.

V-Marketing Plan

For the past five years, Bristol County has consistently seen around twelve thousand weddings annually. According to Bristol County population projections, the number of females here will increase by about three percent over the next five years. It is safe to conclude from these facts that there is a solid customer-base that will increase slightly in the years to come. What is unique about Vega’s Boutique is that it places a spotlight on the wedding purchases that are typically overshadowed by the purchase of the wedding gown. Wedding gowns, on average, comprise about 6.1% of the total wedding expenditures, while the mothers' attire, attendants' attire, and accessories collectively make up another 7.8% of the total wedding expenditures. Vega’s Boutique is focusing on the 7.8% that is usually an afterthought for most bridal shops. Vega’s Boutique is a store like no other. It creates a shopping environment in which mothers, bridesmaids, and flower girls, as well as the bride, are catered to.

Market Segmentation

There are three major market segments that will be served by Vega’s Boutique: mother-of-the-bride/mother-of-the-groom; attendants, which include bridesmaids and flower girls; and brides. It is important to keep in mind that most customers who are shopping for bridal attire are in it for the experience just as much as they are in it to walk away with a purchase. That means that catering to their desire for "fun" and "pampering" will be just as critical as providing them with desirable merchandise. For almost every bride in Bristol County, there will be at least two mothers who will need to be outfitted for the big day. For many mothers, especially the mother-of-the-bride, the wedding of her child is second only in significance to her own wedding. As a result, the style of the gown tends to take precedence over price. These customers will want a unique shopping experience that will acknowledge their significance in the upcoming wedding.

The most common number of bridesmaids, including the maid-of-honor, is four. Because bridesmaids are typically expected to pay for their own attire, they tend to be fairly cost-conscious. If they believe that they will be able to use the dress more than once, then price becomes less of an issue. The bride usually has the final say in which dress will be chosen, which creates an interesting dynamic. On the one hand, the bride's tastes need to be accommodated, and on the other hand, the bridesmaids need to feel comfortable with the amount they are spending. Bridesmaid parties often shop as a group so that they can decide on a dress together. For groups of three or more, appointments will be recommended to ensure that proper attention and dressing room space is provided.

About 62% of all weddings have a flower girl. As with the bridesmaids' attire, the bride usually makes the decision about the style of the dress, but the parent of the flower girl usually pays for it. In addition to helping outfit the bridal party, Vega’s Boutique will aim to accommodate brides who are still in need of the other critical pieces to go with her gown, such as shoes, a veil and/or headpiece, and jewelry. While some brides purchase the "other items" at the time that they purchase their gown, most brides choose to shop around for the accessories.

Target Market Strategy

The focus of Vega’s Boutique is "everything but the wedding gown." There are nearly 40 bridal shops in the greater Seattle area that focus primarily on selling wedding gowns. However, for every bride, there are, on average, at least five other females who need to be outfitted, and the bride herself will also require additional accessories. Because most bridal shops focus on selling wedding gowns, there is minimal effort dedicated to the other necessary items. Vega’s Boutique gives the "other items" their own significance. Without the bridal gown as a distraction, the "other items" will no longer be an afterthought. Mothers and bridal attendants can have their own unique shopping experience, and brides can have a fresh environment in which to shop for their accessories.

Competition and Buying Patterns

There are currently about 40 bridal shops in Bristol County; however, the primary focus of all of those shops is wedding dresses, so they have a very limited selection of mothers' attire, attendants' attire, bridal footwear, and other bridal accessories. Vega’s Boutique is unique in Bristol County in focusing on everything except the wedding gown. Establishing a reputation for having a good selection and providing superior customer service will be the key. Statistics show that brides will visit, on average, a total of six stores before purchasing their wedding gown. The "shop around before you buy" mentality may apply to the other members of the bridal party, as well, so it will be critical to provide a unique selection of items in a memorable environment. It will also be important to have a wide selection of items, so that the customers feel fulfilled with what they've seen at our store and won't feel the need to shop around.

As previously mentioned, bridesmaids tend to be more cost-conscious, so competitive pricing will be key for that segment. We will offer a wide variety of styles at different price points - again, working to assure the members of the bridal party that they are being presented with a comprehensive selection, thus reducing the need to shop around.

Competitive Edge

The predominant competitive edge of Vega’s Boutique is that it is the only store of its kind in Virginia State. Most bridal shops focus on the wedding gown itself and dabble in a few other product-lines, such as mothers' attire or bridesmaids' attire. When shops focus primarily on the bride's gown, there tends to be a lack of selection and lack of attention devoted to the other product lines. At a traditional bridal shop, the bride is the primary focus, and everything else is secondary.

Vega’s Boutique offers an entirely different shopping experience. At our shop, the focus is everything besides the wedding gown. This means that our customers will be offered a wide selection of their desired attire, and their needs will be our primary focus. We will have the most comprehensive selection of mothers' attire, attendants' attire, and bridal accessories.

Another competitive advantage is our location. We are located in downtown Ridgewood, which is geographically convenient to customers in the greater Seattle area and the surrounding suburbs. Downtown Ridgewood is a destination shopping area, and our store is located directly across the street from one of the largest and most up-scale shopping malls in the Pacific Northwest. In addition, our shop is located on the corner of a main intersection with great street visibility and free parking. We are located in a complex that includes jewelry stores and a tuxedo shop, all of which are complementary businesses.

Marketing Strategy

Vega’s Boutique will use the following mediums for its marketing efforts:

Local Wedding Publications - This includes magazines that are used to promote wedding shows and local wedding resource books.

Bridal Consultants - By building relationships with local bridal consultants, we will have a direct referral source.

Brides.com - This is a web site specifically geared toward people who are preparing for a wedding. Visitors to this site can do state-specific searches for shops and services in their area. By listing ourselves on this site, we will be specifically targeting our market.

Web Links - Most designers offer a "store locator" on their web pages. Therefore, when available, we will be listed on the web sites of the designers whose lines we carry, with a link to our web site.

Yellow Pages - We will be listed under the "bridal" section of the yellow pages, so this will serve as a standard resource for customers to find us.

Sales Strategy

Customers need to be acknowledged and attended to right away. Everyone who walks through the door is preparing for a big event. They are probably not in our shop to browse or make a casual purchase, so they need to be taken seriously immediately.

Our expertise will help customers stay focused. The process of choosing bridal attire can be overwhelming, because it is such a significant purchase, and because there are so many variables (e.g. colors, event setting, coordinating with the other participants, etc.). Therefore, it will be critical to navigate the customer through the process efficiently. By controlling the process, the outcome (the sale) is more attainable.

In addition to selling goods, we are selling a shopping experience. Because each woman makes wedding purchases only a few times in her life, the process of shopping for bridal attire is quite memorable, and is often a bonding experience for moms, girl friends, and the bride. If the experience is a positive one, word of mouth will grow exponentially.

Sales goals will be set for our employees, and achievement of those goals will be rewarded monetarily.

VI-Operational Plan

Strategy and Implementation

Vega’s Boutique has the distinct advantage of being the only store of its kind in its market. Our marketing and sales strategies will emphasize our unique advantages for the Bristol County wedding party:

our wide-range of clothing styles, designers, and accessories

the attention we pay to all the female members of the wedding party

our wonderful location in a destination shopping area

Our marketing strategy begins with standard print and online listings in wedding media, and continues through networks of wedding consultants. Our location, next to complementary shops and an upscale mall, will generate additional foot traffic.

Our sales strategy is designed to "close the deal" - from the moment a potential customer walks in the door, she will know that her place in the wedding, and her needs, are important to us. We will create an atmosphere that makes shopping for the "other items" as significant as the experience of shopping for the wedding gown. In other stores, mothers, bridesmaids, and other wedding party members are often an afterthought. At Vega’s Boutique, they will be given as much prominence and attention as the bride receives when gowning shopping.

Legal Environment

Vega’s Boutique is a privately held company. It is registered in the state of Virginia as a single-member LLC with Yaira Vega as the owner.

Personnel

Vega’s Boutique will have a sales force that includes the owner and three part-time employees. The store will have two sales associates in the store on weekdays, and three associates in the store on weekends. Sales associates will be paid an hourly wage. In years two and three, the sales associates' hours will increase to accommodate the planned increase in sales; thus, the wages in years two and three increase significantly. The owner, Yaira Vega, will not be paid a salary, but will take distributions from the company profits while maintaining a positive cash balance. The financials in this plan do not yet include the owner's draw.

VII-Management and Organization

Vega’s Boutique will be managed by the owner, Yaira Vega. Yaira is a CPA who spent five years in business administration. Her efforts were primarily focused on auditing the financial statements of closely-held businesses in the greater Seattle area. Through this work, she developed an understanding of various business cycles, internal controls, cash flow, inventory management, ratio analysis, variance analysis, small business dynamics, and basic tax principles.

While working in business administration, Yaira supervised numerous projects and teams of various sizes. She frequently represented the firm at public speaking engagements, and she established a recruiting program for the firm.

For the past two years, Yaira has performed extensive research on the bridal industry. Her mentors include a bridal boutique owner; a wedding consultant in the greater Seattle area who has been planning weddings for nearly 20 years; and a coordinator of a local wedding show. In addition to performing extensive research on the bridal industry, Yaira also worked in a local bridal shop to learn the day-to-day operations. While working as a salesperson at the bridal shop, Yaira was one of the top sellers, often out-performing sales associates who had been there longer and worked more hours than her.

Yaira's enthusiasm, perceptiveness, and organization skills will be the keys to orchestrating the efforts of the sales team and making Vega’s Boutique a successful business.

VIII-Personal Financial Statement

Personnel Plan

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Yaira Vega, Owner

0%

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Part Time Sales Associate 1

0%

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

$1,400

Part Time Sales Associate 2

0%

$580

$580

$580

$580

$580

$580

$580

$580

$580

$580

$580

$580

Part Time Sales Associate 3

0%

$580

$580

$580

$580

$580

$580

$580

$580

$580

$580

$580

$580

Total People

4

4

4

4

4

4

4

4

4

4

4

4

Total Payroll

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

IX-Start-up Expenses and Capitalization

The most significant components of the start up costs are inventory (30%), cash-on-hand (23%), and expensed equipment and leasehold improvements (19%).

Sales Forecast

The table in the Appendix illustrates the forecasted sales for Vega’s Boutique. The forecast reflects sales to slightly more than one percent of the total customer base in Bristol County, based on the following assumptions:

Total weddings in Bristol County: 12,000 annually

Two moms per wedding

Four bridesmaids per wedding

A flower girl at 62% of the weddings

One percent is a sensible estimate for the first year of operations. There are currently about 40 shops in Bristol County that carry some or all of the items offered at Vega’s Boutique. Assuming that the customer base was divided evenly among these shops, each shop would have about a two-and-a-half percent market share. However, because this will be the first year of operations for Vega’s Boutique, that "even share" of the market is not expected right away. It is expected that by year two, the market share will increase to two percent, and by year three, the market share will exceed three percent. This will happen as Vega’s Boutique becomes known as the place to shop for mothers' attire, attendants' attire, and other bridal accessories.

To break the sales forecast down even further, the goal of sales in year one is equivalent to selling to 160 wedding parties during the year, or to three wedding parties per week. When dresses are ordered, a minimum 50% deposit is required. When a customer receives the item they ordered, the remaining 50% is due. For projection purposes, it is assumed that the dresses will arrive two to three months after they are ordered. So, for example, if a customer orders a $200 dress in January, $100 goes into January's sales, and $100 goes into April's sales. For shoes and accessories, we are assuming that the items will be in stock; therefore, those projections reflect the gross amount of the sale on the day of purchase.

Costs of sales assumes that for clothing, the wholesale cost will average about 46.5% of the retail price, and for accessories, the wholesale cost will average about 30% of the retail price. For the clothing items, there is a two-month lag in cost of sales because the inventory takes two to three months to arrive from the day it is ordered, and the store does not pay for custom-ordered items until they are shipped.

X-Financial Plan

Vega’s Boutique expects to be profitable by the end of its second year of operations. To get the business up and running, we will need to obtain financing. The initial market share will be modest; however, significant growth in market share is expected due to the unique niche that the shop is targeting. The market share is expected to grow at a more modest rate after year three.

Important Assumptions

The following assumptions are the key to understanding the profit and loss projections.

We do not sell anything on credit - all items must be paid in full before they are taken from the store.

We are estimating that 80% of the purchases will be made with credit cards. The credit card fees are calculated as 80% of the sales, times 1.8 percent (the fee rate).

Cost of sales for the clothing items has a two month delay. This is because most clothing items will be custom ordered and, as a result, Vega’s Boutique will not have to pay for them until they arrive about two months after they are ordered.

Break-even Analysis

For the break-even analysis, the following assumptions were used:

Fixed costs per month are estimated as total first year operating expenses divided by 12.

For each item sold, there is a variable price equal to about 43% of the retail price of the item.

Projected Profit and Loss

We expect losses in the first year, because it will take time for the store to build momentum and generate traffic. However, once sales increase, the results are positive because many of the other expenses will remain fixed. In fact, we expect that sample inventory costs will actually go down in years to come. Some designers will provide sample inventory at deep discounts and/or provide the samples free of charge once good credit terms are established. As a result, the annual expenditures for sample inventory should decrease.

Projected Cash Flow

The cash flow of Vega’s Boutique is somewhat unique. For items that are sold off the floor, the cash flow and revenue recognition is traditional, in that full payment is received at the time of the sale, and the customer takes possession of the item at that time. This is how most of the shoe sales will take place, as well as some of the other accessory purchases. However, most of the other items in the store have a different flow. Let's use a dress as an example. The customer will try on a sample in the store, and when she decides to purchase the item, she will most likely have to order it in the size and color of her choosing.

For this process to begin, the customer must provide a deposit of at least 50% of the total price of the item (note: while some customers may choose to pay the full amount at the time the order is placed, these illustrations assume that everyone will choose the 50% option). The remaining balance will be due within thirty days of when the item arrives in our store. This timing issue has also been taken into consideration for the costs of goods sold. The store will be billed for items when the items are shipped, thus cash outflow for the cost of the item will closely match the cash inflow of the customer paying the balance on the item.

Projected Balance Sheet

Vega’s Boutique maintains a strong current ratio throughout. While the net worth of the business is negative in year one, it makes steady gains and becomes positive in year two. By the end of year three, retained earnings is also close to being positive.

Business Ratios

The following table breaks down some of the key financial ratios. Where available, industry averages for Bridal Shops - SIC code 5621.0102, are shown for comparison.

XI-Appendix

Sales Forecast

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Sales

Mothers' Attire

0%

$2,250

$4,500

$7,500

$11,250

$13,500

$14,500

$15,000

$12,500

$10,000

$8,500

$6,000

$5,000

Bridesmaids' Attire

0%

$2,142

$3,213

$5,712

$10,710

$10,353

$11,424

$14,280

$11,424

$9,282

$9,282

$7,140

$6,426

Flower Girl Dresses

0%

$200

$300

$350

$800

$900

$900

$1,050

$1,000

$950

$850

$700

$650

Shoes

0%

$250

$400

$1,000

$1,500

$1,900

$2,000

$2,250

$2,100

$1,500

$1,500

$1,000

$900

Other Accessories

0%

$425

$500

$1,000

$1,625

$1,700

$2,100

$2,100

$1,800

$1,550

$1,300

$1,000

$850

Total Sales

$5,267

$8,913

$15,562

$25,885

$28,353

$30,924

$34,680

$28,824

$23,282

$21,432

$15,840

$13,826

Direct Cost of Sales

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Clothing

$0

$0

$4,226

$7,538

$12,673

$16,687

$15,617

$12,248

$11,178

$6,843

$6,314

$5,773

Shoes and Other Accessories

$405

$540

$1,200

$1,470

$1,620

$1,320

$1,140

$720

$570

$540

$480

$480

Subtotal Direct Cost of Sales

$405

$540

$5,426

$9,008

$14,293

$18,007

$16,757

$12,968

$11,748

$7,383

$6,794

$6,253

General Assumptions

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Plan Month

1

2

3

4

5

6

7

8

9

10

11

12

Current Interest Rate

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

Long-term Interest Rate

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

6.25%

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

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Sales

$5,267

$8,913

$15,562

$25,885

$28,353

$30,924

$34,680

$28,824

$23,282

$21,432

$15,840

$13,826

Direct Cost of Sales

$405

$540

$5,426

$9,008

$14,293

$18,007

$16,757

$12,968

$11,748

$7,383

$6,794

$6,253

Credit Card Fees

$76

$128

$224

$373

$408

$445

$499

$415

$335

$309

$228

$199

Total Cost of Sales

$481

$668

$5,650

$9,381

$14,701

$18,452

$17,256

$13,383

$12,083

$7,691

$7,022

$6,452

Gross Margin

$4,786

$8,245

$9,912

$16,504

$13,652

$12,472

$17,424

$15,441

$11,199

$13,741

$8,818

$7,374

Gross Margin %

90.87%

92.50%

63.69%

63.76%

48.15%

40.33%

50.24%

53.57%

48.10%

64.11%

55.67%

53.33%

Expenses

Payroll

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

Sales and Marketing and Other Expenses

$1,500

$500

$500

$2,000

$700

$700

$700

$700

$700

$2,500

$700

$700

Depreciation

$180

$180

$180

$180

$180

$180

$180

$180

$180

$180

$180

$180

Rent including triple nets

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

$4,400

Utilities

$750

$750

$750

$750

$750

$750

$750

$750

$750

$750

$750

$750

Insurance

$350

$350

$350

$350

$350

$350

$350

$350

$350

$350

$350

$350

Payroll Taxes

15%

$384

$384

$384

$384

$384

$384

$384

$384

$384

$384

$384

$384

Supplies

$300

$300

$300

$300

$300

$300

$300

$300

$300

$300

$300

$300

Repairs and Maintenance

$200

$200

$200

$200

$200

$200

$200

$200

$200

$200

$200

$200

Professional Fees

$100

$100

$500

$500

$1,000

$500

$100

$100

$100

$100

$100

$100

Taxes and Licenses

15%

$0

$0

$0

$0

$0

$0

$0

$100

$0

$1,000

$0

$0

New Sample Inventory

$0

$0

$2,000

$2,000

$2,000

$2,000

$2,000

$1,000

$1,000

$4,000

$2,000

$2,000

Total Operating Expenses

$10,724

$9,724

$12,124

$13,624

$12,824

$12,324

$11,924

$11,024

$10,924

$16,724

$11,924

$11,924

Profit Before Interest and Taxes

($5,938)

($1,479)

($2,212)

$2,880

$828

$148

$5,500

$4,417

$275

($2,983)

($3,106)

($4,550)

EBITDA

($5,758)

($1,299)

($2,032)

$3,060

$1,008

$328

$5,680

$4,597

$455

($2,803)

($2,926)

($4,370)

Interest Expense

$333

$327

$322

$316

$310

$305

$299

$293

$288

$282

$276

$271

Taxes Incurred

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Net Profit

($6,271)

($1,807)

($2,534)

$2,564

$517

($156)

$5,201

$4,124

($13)

($3,265)

($3,382)

($4,821)

Net Profit/Sales

-119.06%

-20.27%

-16.28%

9.91%

1.82%

-0.51%

15.00%

14.31%

-0.06%

-15.23%

-21.35%

-34.87%

Pro Forma Cash Flow

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Cash Received

Cash from Operations

Cash Sales

$5,267

$8,913

$15,562

$25,885

$28,353

$30,924

$34,680

$28,824

$23,282

$21,432

$15,840

$13,826

Subtotal Cash from Operations

$5,267

$8,913

$15,562

$25,885

$28,353

$30,924

$34,680

$28,824

$23,282

$21,432

$15,840

$13,826

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

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

New Other Liabilities (interest-free)

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

New Long-term Liabilities

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

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

$5,267

$8,913

$15,562

$25,885

$28,353

$30,924

$34,680

$28,824

$23,282

$21,432

$15,840

$13,826

Expenditures

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Expenditures from Operations

Cash Spending

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

$2,560

Bill Payments

$1,280

$8,361

$7,523

$9,984

$12,115

$28,000

$32,190

$25,112

$17,839

$19,145

$17,111

$15,817

Subtotal Spent on Operations

$3,840

$10,921

$10,083

$12,544

$14,675

$30,560

$34,750

$27,672

$20,399

$21,705

$19,671

$18,377

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

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Other Liabilities Principal Repayment

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Long-term Liabilities Principal Repayment

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

$1,085

Purchase Other Current Assets

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Purchase Long-term Assets

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Dividends

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Subtotal Cash Spent

$4,925

$12,006

$11,168

$13,629

$15,760

$31,645

$35,835

$28,757

$21,484

$22,790

$20,756

$19,462

Net Cash Flow

$342

($3,093)

$4,394

$12,256

$12,593

($721)

($1,155)

$67

$1,798

($1,358)

($4,916)

($5,636)

Cash Balance

$22,242

$19,149

$23,544

$35,799

$48,392

$47,671

$46,516

$46,583

$48,381

$47,023

$42,107

$36,471

Pro Forma Balance Sheet

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Assets

Starting Balances

Current Assets

Cash

$21,900

$22,242

$19,149

$23,544

$35,799

$48,392

$47,671

$46,516

$46,583

$48,381

$47,023

$42,107

$36,471

Inventory

$28,350

$27,945

$27,405

$21,979

$12,971

$15,722

$19,807

$18,433

$14,264

$12,923

$8,121

$7,473

$6,878

Other Current Assets

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

$1,000

Total Current Assets

$51,250

$51,187

$47,554

$46,522

$49,770

$65,114

$68,478

$65,949

$61,847

$62,304

$56,144

$50,580

$44,349

Long-term Assets

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

$8,500

Accumulated Depreciation

$0

$180

$360

$540

$720

$900

$1,080

$1,260

$1,440

$1,620

$1,800

$1,980

$2,160

Total Long-term Assets

$8,500

$8,320

$8,140

$7,960

$7,780

$7,600

$7,420

$7,240

$7,060

$6,880

$6,700

$6,520

$6,340

Total Assets

$59,750

$59,507

$55,694

$54,482

$57,550

$72,714

$75,898

$73,189

$68,907

$69,184

$62,844

$57,100

$50,689

Liabilities and Capital

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Current Liabilities

Accounts Payable

$1,000

$8,113

$7,192

$9,599

$11,187

$26,919

$31,344

$24,519

$17,198

$18,573

$16,583

$15,306

$14,802

Current Borrowing

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Other Current Liabilities

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Subtotal Current Liabilities

$1,000

$8,113

$7,192

$9,599

$11,187

$26,919

$31,344

$24,519

$17,198

$18,573

$16,583

$15,306

$14,802

Long-term Liabilities

$65,000

$63,915

$62,830

$61,745

$60,660

$59,575

$58,490

$57,405

$56,320

$55,235

$54,150

$53,065

$51,980

Total Liabilities

$66,000

$72,028

$70,022

$71,344

$71,847

$86,494

$89,834

$81,924

$73,518

$73,808

$70,733

$68,371

$66,782

Paid-in Capital

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

$30,000

Retained Earnings

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

($36,250)

Earnings

$0

($6,271)

($8,077)

($10,611)

($8,047)

($7,530)

($7,686)

($2,486)

$1,639

$1,626

($1,640)

($5,022)

($9,842)

Total Capital

($6,250)

($12,521)

($14,327)

($16,861)

($14,297)

($13,780)

($13,936)

($8,736)

($4,611)

($4,624)

($7,890)

($11,272)

($16,092)

Total Liabilities and Capital

$59,750

$59,507

$55,694

$54,482

$57,550

$72,714

$75,898

$73,189

$68,907

$69,184

$62,844

$57,100

$50,689

Net Worth

($6,250)

($12,521)

($14,327)

($16,861)

($14,297)

($13,780)

($13,936)

($8,736)

($4,611)

($4,624)

($7,890)

($11,272)

($16,092)

XII-Refining the Plan

Milestones

The accompanying table in Appendix lists the critical milestones for Vega’s Boutique from now until the store is ready to open for business. Yaira Vega will be in charge of each of the completion of each of these items.

Web Plan

Vega’s Boutique website will be an expanded business card for the store. Visitors will be able to receive information about the designers we carry as well as basic store information, such as location and store hours. The site will also be a resource for bridesmaids who are unable to physically come in to order their attire. Through a secure log in, they will be able to provide the necessary information to place their order. This is an added convenience that most bridal shops do not offer.

Website Marketing Strategy

The website will be an additional resource for customers who want to learn more about our store. Visitors to our site will fall into two primary categories:

People who have not yet been to the shop and want to learn more about it.

Bridesmaids who are ready to order their attire.

Category 1 visitors will be coming to the site to learn more about the store and what we have to offer. Highlights for these visitors will be the store description, links to our designers' sites, and a map to the store, contact information, and store hours.

Category 2 visitors will be bridesmaids who are unable to come into the store to be measured and/or pay their deposit. It is quite common for bridesmaids to be out-of-town and unable to physically come in to complete their purchase. While our customers will be able to complete sales by phone and fax, they will appreciate the added convenience of being able to complete their purchases online. Once the bridesmaid gown has been selected for a bridal party, a secure login will be created for each of the bridesmaids so that they can complete the necessary order information on line.

Development Requirements

Initially, the Vega’s Boutique website will be developed with few technical resources. A simple hosting provider will host the site and provide the technical back end. We will work with a contracted web page designer to develop a simple, yet classy, site. The most technically complex portion of the site will be the bridesmaid ordering portion. For this, a secure site must be created so that credit card information can be transmitted safely. In addition, it will need to be designed in such a way that store employees will be able to set up the necessary profiles for bridesmaids to log in.