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Do you want to start own hot dog restaurant business?
If you are thinking about starting a hot dog restaurant then you are right on the track because a hot dog restaurant can give you a lot of profit provided that you make delicious hot dogs and market it successfully.
Hot dogs are one of the most favorite fast foods in the United States and many people don’t mind to spend their cash on eating hot dogs around the year so the market demand of this business is immensely high. Secondly, this business never runs out in any of the seasons. It keeps blooming throughout the year but as with all other businesses, this business also got some problems associated with it.
The biggest difficulty in starting this business is its difficult planning in the initial stages. As with all other businesses, before starting it you must think about a comprehensive plan of your business which can only be done by preparing a detailed business plan. You have to plan everything to make your business successful.
If you don’t know how to write a good business plan then don’t worry. We are providing a detailed business plan of a startup ‘Jeff’s Stop’ to help you avoid all the trouble of thinking and making a plan yourself.
Executive Summary
2.1 The Business
Jeff’s Stop will be a registered hot dog restaurant company and will be located in Tribeca, a neighborhood in the Manhattan borough of the New York City. We are strategically located in the most suitable place for a hot dog restaurant business.
The community living nearby is very diverse and comprises of teens and adults, single as well as married people, most of which love fast foods. There are also a number of commercial and business centers in the vicinity of our restaurant so we can easily attract the employees working in them.
The business will be solely owned and operated by Jeff Pert who is a famous American Chef. Jeff has won various awards for his delicious dishes in various fast food competitions and he definitely knows how to make the best hot dogs.
2.2 Management
Opening a hot dog stand is fairly easy as one doesn’t have to provide the customers any seating facility where they can sit and eat. On the other hand, a hot dog restaurant is a slightly big venture as one has to procure a lot of inventory for providing the dine-in facility and need to hire specialized staff for managing and maintaining the restaurant. Still, the investment needed for hotdog businesses is much less as compared to that needed for other businesses. Jeff’s Stop will be managed by Jeff himself and he will be assisted by his younger brother Nick who holds a degree in finance from the prestigious Harvard University.
2.3 Customers
Our customers will primarily be the residents living in the Tribeca neighborhood and people working in the commercial and businesses centers of the city. We will provide both dine in and takeaway as well as free home delivery services to our esteemed customers.
2.4 Target of the Company
Our main goal is to provide healthy, delicious as well as economical hot dogs to our customers. Our business target is to become the best hot dog restaurant in the New York City within next 6 years of our launch. This target can be achieved by attaining following objectives:
- To grow our sales by more than 20% every year
- To recover the initial capital of the startup just within the next 2 years of our launch
- To achieve the monthly net profit of $50,000 per month at the end of the first year, $70,000 per month at the end of the second year and $100,000 per month at the end of the third year
Company Summary
3.1 Company Owner
Jeff is one of the famous Chefs of America and is known for bringing innovations in the traditional methods of preparing fast food. He has been working in various fast food related Industries for the last 20 years and has also appeared in various cooking shows as a judge.
3.2 Why the Business is being started
The main motive behind Jeff starting this venture is to introduce economical yet delicious hot dogs. He has developed a recipe which involves inexpensive ingredients but still maintains the health and nutritional aspects as well as does not compromise on the taste. He has been thinking about implementing this recipe and the best way what to do that was starting a hot dog business. He had been planned for this business for nearly a year.
3.3 How the Business will be started
Initially, the first restaurant will be launched in the Tribeca neighborhood of Manhattan. The restaurant building has been procured on the lease. It is a single floor building which was previously used as an office of a Tech company. A lot of work is required to convert the office into a restaurant and Jeff has already hired a private contractor for this purpose.
Jeff hopes to balance the initial amount of investment within next two years of the launch and after that, the second branch will be launched. The location of that branch has not been decided yet but it will be located in the New York City.
The company’s financial experts have forecasted following costs for expenses, assets, investment, and loans for the Start-up.
The detailed start-up requirements, start-up funding, start-up expenses, total assets, total funding required, total liabilities, total planned investment group for business, total capital and liabilities as forecasted by company’s analysts, is given below:
| Start-up Expenses | |
| Legal | $55,300 |
| Consultants | $0 |
| Insurance | $32,750 |
| Rent | $32,500 |
| Research and Development | $32,750 |
| Expensed Equipment | $32,750 |
| Signs | $1,250 |
| TOTAL START-UP EXPENSES | $187,300 |
| Start-up Assets | $0 |
| Cash Required | $232,500 |
| Start-up Inventory | $32,625 |
| Other Current Assets | $232,500 |
| Long-term Assets | $235,000 |
| TOTAL ASSETS | $121,875 |
| Total Requirements | $245,000 |
| START-UP FUNDING | $0 |
| START-UP FUNDING | $273,125 |
| Start-up Expenses to Fund | $11,875 |
| Start-up Assets to Fund | $15,000 |
| TOTAL FUNDING REQUIRED | $0 |
| Assets | $23,125 |
| Non-cash Assets from Start-up | $18,750 |
| Cash Requirements from Start-up | $0 |
| Additional Cash Raised | $18,750 |
| Cash Balance on Starting Date | $21,875 |
| TOTAL ASSETS | $0 |
| Liabilities and Capital | $0 |
| Liabilities | $0 |
| Current Borrowing | $0 |
| Long-term Liabilities | $0 |
| Accounts Payable (Outstanding Bills) | $0 |
| Other Current Liabilities (interest-free) | $0 |
| TOTAL LIABILITIES | $0 |
| Capital | $0 |
| Planned Investment | $0 |
| Investor 1 | $332,500 |
| Investor 2 | $0 |
| Other | $0 |
| Additional Investment Requirement | $0 |
| TOTAL PLANNED INVESTMENT | $695,000 |
| Loss at Start-up (Start-up Expenses) | $313,125 |
| TOTAL CAPITAL | $251,875 |
| TOTAL CAPITAL AND LIABILITIES | $251,875 |
| Total Funding | $255,000 |
Services for customers
At a place like New York where there are hundreds of hot dog business opportunities and established restaurants, we have to provide something special in order to stand out. That’s why we have planned to offer various kinds of hot dogs which are as follows:
- Traditional Mexican hot dog
- Ultimate hot and spicy hot dog
- Bacon burger-style hot dog
- Mac and cheese stuffed hot dog
- Grilled bratwurst hot dog with onion sauerkraut
- Lamb sausage hot dog with cumin-mint yogurt sauce
- Bacon wrapped hot dog with jalapeno cheese sauce
Along with these different hot dogs, we will also provide other fast foods such as burgers, tacos, and fries. We will also provide various beverages sodas, non-alcoholic drinks, juices, tea, and coffee.
We will present three options for the customers to consume our products:
- Dine In: We will provide a luxurious and beautiful seating facility for those customers who wish to dine in our restaurant.
- Takeaway: We will provide a ready-to-take service for the busy working-class community who don’t have time to stop and dine in the restaurant.
- Free Delivery: We will also deliver our hot dogs to the residents of Tribeca neighborhood free of cost.
Marketing Analysis of hot dog restaurant business
As for a general trend, the market demand for hot dog business is on the rise. According to The National Hot Dog and Sausage Council, Americans consume more than 20 billion hot dogs every year. Hot dogs are one of the most popular American fast foods that’s why the number of hot dog stands as well as established restaurants have been increasing during the last few decades. You can even start a small hot dog stand with a very low investment and it will yield profits in thousands. But before you do that you will have to prepare a hot dog stand business plan as well.
As with other plans, marketing analysis is the most important component of a hot dog business plan. A good business has always an effective strategy which can only be developed after an accurate marketing analysis. Jeff obtained the services of experts to carry out an accurate marketing analysis of the current market demands especially in the neighborhood of New York City where we will be located.
The success or failure a startup totally depends upon how they market themselves to target their specific customer groups. A successful marketing strategy can only be developed after knowing the target audience and potential customers. Jeff has carried out an extensive research with marketing experts to know their target customers and focus their marketing strategy towards them before developing the hot dog restaurant business plan.
5.1 Marketing Segmentation:
Our marketing experts have identified following type of target audience which can become the potential customers of our restaurant.
The detailed marketing segmentation comprising of the company’s target audience is as follows:
5.1.1 Local Residents:
The first and the most numerous group of our customers will be the community residing in the vicinity of our restaurant. The teens love to eat fast foods as many times a day as possible so we hope to have a lot of sales due to them. Not only teens, sometimes the adults, as well as older people, also like to have lighter snacks such as hot dogs for their food. This customer group will drive the most number of sales so our marketing strategy will be specifically built to attract this group towards us. Initially, we will also offer various promotional packages.
5.1.2 Working Class:
The second category includes the workers and employees who work in the businesses or offices located in the vicinity of our restaurant. Most of these workers live singly and depends on restaurants like us for their daily food needs. Usually, they have a tight budget so cannot afford expensive food that’s why our economic hot dogs will be the best option for these singles struggling with their financial lives.
Majority of working class people have a tight routine and they prefer to eat something as fast as they can without compromising on their busy schedule. Our take away service is specifically designed while keeping such busy people in mind. Our hot dogs will always be ready for these people to pick up while on their way to their respective companies and offices.
5.1.3 Passers-by:
The third category includes those people who do not live or work near our restaurant but have come to the area for any business purpose or commercial activity. We also hope to attract these passers-by with our economical and tasty hot dogs.
The detailed market analysis of our potential customers is given in the following table:
| Market Analysis | |||||||||
| Potential Customers | Growth | YEAR 1 | YEAR 2 | YEAR 3 | YEAR 4 | YEAR 5 | CAGR | ||
| Local Residents | 45% | 11,433 | 13,344 | 16,553 | 18,745 | 20,545 | 13.43% | ||
| Working Class | 38% | 22,334 | 32,344 | 43,665 | 52,544 | 66,432 | 10.00% | ||
| Passers-By | 17% | 8,322 | 9,455 | 10,655 | 12,867 | 14,433 | 15.32% | ||
| Total | 100% | 42,089 | 55,143 | 70,873 | 84,156 | 101,410 | 9.54% | ||
5.2 Business Target
Our business target is to become the best hot dog restaurant in the New York city within just 6 years of our launch and to recover the initial investment within next 2 years of launch.
5.3 Product Pricing
Our hot dogs will be nearly 7% cheaper as compared to our competitors while the prices of other snacks and beverages will be in the similar ranges as of theirs.
Strategy
Before you start your hot dog stand business, you have to develop an effective strategy for your company’s future operations. After carrying out an accurate market analysis, Jeff created an amazing strategy for targeting the identified potential customers. Being an experienced Chef and association with the food industry for last 20 years, he knew how to start a hot dog business. But still, he sought the help of experts to help him through this phase. The sales strategy developed by him with the help of finance experts is as follows:
6.1 Competitive Analysis
We will have a really tough competition because hot dog restaurants are nearly everywhere in the New York City. According to a recent report, there has been a staggering 21% increase in the restaurants offering hot dogs in the New York city just in the last 4 years. As of now, there are thousands of established restaurants which provide high quality and delicious hot dogs but none of our competitors is offering the hot dogs for as low price as ours. This is over mean competitive advantage over other established businesses. Our recipe uses inexpensive ingredients to prepare delicious hot dogs without compromising their nutritional value.
6.2 Sales Strategy
Our company experts have developed an amazing strategy to attract our potential customers. We will offer a 50% discount on our hot dogs for the first week of our launch. We will create various packages and subscription programs to the employees working in the nearby offices and businesses. We will carry out a large-scale advertising campaign on social media websites. We will offer free-delivery services to encourage sales for local residents and businesses. We will also allow users to order their food by means of online channels.
6.3 Sales Forecast
We believe that if people try our delicious and healthy hot dogs, they will then eat them for the rest of their lives. The most important consideration is the drastic difference in price of our hot dogs as compared to other restaurants. That’s why we have forecasted our sales pattern to increase with years. By analyzing our market segmentation strategy, our experts have forecasted the following sales on a yearly basis which are summarized in the column charts.
The detailed information about sales forecast, total unit sales, total sales is given in the following table:
| Sales Forecast | |||
| Unit Sales | Year 1 | Year 2 | Year 3 |
| Hot Dogs | 1,887,030 | 2,680,320 | 2,588,240 |
| Burgers | 802,370 | 815,430 | 823,540 |
| Tacos | 539,320 | 770,230 | 1,002,310 |
| Fries | 265,450 | 322,390 | 393,320 |
| Drinks | 143,530 | 125,030 | 176,240 |
| Tea and Coffee | 134,240 | 394,340 | 842,230 |
| TOTAL UNIT SALES | 3,771,940 | 5,107,740 | 5,825,880 |
| Unit Prices | Year 1 | Year 2 | Year 3 |
| Hot Dogs | $140.00 | $150.00 | $160.00 |
| Burgers | $600.00 | $800.00 | $1,000.00 |
| Tacos | $700.00 | $800.00 | $900.00 |
| Fries | $650.00 | $750.00 | $850.00 |
| Drinks | $140.00 | $120.00 | $100.00 |
| Tea and Coffee | $150.00 | $1,300.00 | $1,450.00 |
| Sales | |||
| Hot Dogs | $2,149,800 | $2,784,000 | $3,383,200 |
| Burgers | $120,050 | $194,500 | $268,500 |
| Tacos | $50,110 | $71,600 | $93,000 |
| Fries | $139,350 | $194,600 | $249,850 |
| Drinks | $62,350 | $72,300 | $82,250 |
| Tea and Coffee | $229,500 | $365,500 | $501,500 |
| TOTAL SALES | |||
| Direct Unit Costs | Year 1 | Year 2 | Year 3 |
| Hot Dogs | $0.70 | $0.80 | $0.90 |
| Burgers | $0.40 | $0.45 | $0.50 |
| Tacos | $0.30 | $0.35 | $0.40 |
| Fries | $3.00 | $3.50 | $4.00 |
| Drinks | $0.70 | $0.75 | $0.80 |
| Tea and Coffee | $3.00 | $3.50 | $4.00 |
| Direct Cost of Sales | |||
| Hot Dogs | $989,300 | $1,839,000 | $2,679,700 |
| Burgers | $66,600 | $119,900 | $173,200 |
| Tacos | $17,900 | $35,000 | $52,100 |
| Fries | $19,400 | $67,600 | $115,800 |
| Drinks | $27,700 | $69,200 | $110,700 |
| Tea and Coffee | $64,200 | $224,700 | $385,200 |
| Subtotal Direct Cost of Sales | $1,294,100 | $1,699,400 | $2,104,700 |
Personnel plan
The success of a company heavily depends on its staff the number and type of which should be determined in the initial stages. That’s why a detailed personnel plan is needed before opening a hot dog restaurant. The company experts have developed the following plan for the staff needed for the company along with their average salaries.
7.1 Company Staff
Jeff will act as the Head Chef of the restaurant. The company will initially hire following people:
- 1 Manager to manage the overall operations of the restaurant
- 1 Cashier to receive cash from the people
- 2 Accountants to maintain financial records
- 4 Sales Executives responsible for marketing and advertising of the restaurant
- 15 Chefs for making the hot dogs
- 10 Waiters to serve the customers
- 8 Cleaners to clean the dishes and other facilities at the restaurant
- 7 Drivers to deliver the hot dogs to the local residents
To ensure the best quality service, all employees will be selected through vigorous testing and will be trained for a month before starting their jobs.
7.2 Average Salary of Employees
The following table shows the forecasted data about employees and their salaries for next three years.
| Personnel Plan | |||
| Year 1 | Year 2 | Year 3 | |
| Manager | $85,000 | $95,000 | $105,000 |
| Cashier | $66,000 | $73,000 | $80,000 |
| Accountants | $45,000 | $52,000 | $59,000 |
| Sales Executives | $145,000 | $152,000 | $159,000 |
| Chefs | $550,000 | $650,000 | $750,000 |
| Waiters | $410,000 | $440,000 | $480,000 |
| Cleaners | $60,000 | $63,300 | $70,000 |
| Drivers | $70,000 | $73,300 | $80,000 |
| Total Salaries | $1,280,000 | $1,430,600 | $1,598,000 |
Financial Plan
The last and the most important component of the hot dogs business plan is its financial plan. The business will be solely financed by Jeff and no equity funding or outside loan will be required unless it expands faster than forecasted.
8.1 Important Assumptions
The company’s financial projections are forecasted on the basis of following assumptions.
| General Assumptions | |||
| Year 1 | Year 2 | Year 3 | |
| Plan Month | 1 | 2 | 3 |
| Current Interest Rate | 10.00% | 11.00% | 12.00% |
| Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
| Tax Rate | 26.42% | 27.76% | 28.12% |
| Other | 0 | 0 | 0 |
8.2 Brake-even Analysis
The following graph shows the company’s Brake-even Analysis.
The following table shows the company’s Brake-even Analysis.
| Brake-Even Analysis | |
| Monthly Units Break-even | 5530 |
| Monthly Revenue Break-even | $159,740 |
| Assumptions: | |
| Average Per-Unit Revenue | $260.87 |
| Average Per-Unit Variable Cost | $0.89 |
| Estimated Monthly Fixed Cost | $196,410 |
8.3 Projected Profit and Losss
The following charts show the company’s expected Profit and Loss situation on the monthly and yearly basis.
| Pro Forma Profit And Loss | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | $309,069 | $385,934 | $462,799 |
| Direct Cost of Sales | $15,100 | $19,153 | $23,206 |
| Other | $0 | $0 | $0 |
| TOTAL COST OF SALES | $15,100 | $19,153 | $23,206 |
| Gross Margin | $293,969 | $366,781 | $439,593 |
| Gross Margin % | 94.98% | 94.72% | 94.46% |
| Expenses | |||
| Payroll | $138,036 | $162,898 | $187,760 |
| Sales and Marketing and Other Expenses | $1,850 | $2,000 | $2,150 |
| Depreciation | $2,070 | $2,070 | $2,070 |
| Leased Equipment | $0 | $0 | $0 |
| Utilities | $4,000 | $4,250 | $4,500 |
| Insurance | $1,800 | $1,800 | $1,800 |
| Rent | $6,500 | $7,000 | $7,500 |
| Payroll Taxes | $34,510 | $40,726 | $46,942 |
| Other | $0 | $0 | $0 |
| Total Operating Expenses | $188,766 | $220,744 | $252,722 |
| Profit Before Interest and Taxes | $105,205 | $146,040 | $186,875 |
| EBITDA | $107,275 | $148,110 | $188,945 |
| Interest Expense | $0 | $0 | $0 |
| Taxes Incurred | $26,838 | $37,315 | $47,792 |
| Net Profit | $78,367 | $108,725 | $139,083 |
| Net Profit/Sales | 30.00% | 39.32% | 48.64% |
8.3.1 Profit Monthly
8.3.2 Profit Yearly
8.3.3 Gross Margin Monthly
8.3.4 Gross Margin Yearly
The following table shows detailed information about profit and loss, and total cost of sales.
8.4 Projected Cash Flow
The following column diagram shows the projected cash flow.
The following table shows detailed data about pro forma cash flow, subtotal cash from operations, subtotal cash received, sub-total spent on operations, subtotal cash spent.
| Pro Forma Cash Flow | |||
| Cash Received | Year 1 | Year 2 | Year 3 |
| Cash from Operations | |||
| Cash Sales | $40,124 | $45,046 | $50,068 |
| Cash from Receivables | $7,023 | $8,610 | $9,297 |
| SUBTOTAL CASH FROM OPERATIONS | $47,143 | $53,651 | $59,359 |
| Additional Cash Received | |||
| Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
| New Current Borrowing | $0 | $0 | $0 |
| New Other Liabilities (interest-free) | $0 | $0 | $0 |
| New Long-term Liabilities | $0 | $0 | $0 |
| Sales of Other Current Assets | $0 | $0 | $0 |
| Sales of Long-term Assets | $0 | $0 | $0 |
| New Investment Received | $0 | $0 | $0 |
| SUBTOTAL CASH RECEIVED | $47,143 | $53,651 | $55,359 |
| Expenditures | Year 1 | Year 2 | Year 3 |
| Expenditures from Operations | |||
| Cash Spending | $21,647 | $24,204 | $26,951 |
| Bill Payments | $13,539 | $15,385 | $170,631 |
| SUBTOTAL SPENT ON OPERATIONS | $35,296 | $39,549 | $43,582 |
| Additional Cash Spent | |||
| Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
| Principal Repayment of Current Borrowing | $0 | $0 | $0 |
| Other Liabilities Principal Repayment | $0 | $0 | $0 |
| Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
| Purchase Other Current Assets | $0 | $0 | $0 |
| Purchase Long-term Assets | $0 | $0 | $0 |
| Dividends | $0 | $0 | $0 |
| SUBTOTAL CASH SPENT | $35,296 | $35,489 | $43,882 |
| Net Cash Flow | $11,551 | $13,167 | $15,683 |
| Cash Balance | $21,823 | $22,381 | $28,239 |
8.5 Projected Balance Sheet
The following projected balance sheet shows data about total current assets, total long-term assets, total assets, subtotal current liabilities, total liabilities, total capital, total liabilities and capital.
| Pro Forma Balance Sheet | |||
| Assets | Year 1 | Year 2 | Year 3 |
| Current Assets | |||
| Cash | $184,666 | $218,525 | $252,384 |
| Accounts Receivable | $12,613 | $14,493 | $16,373 |
| Inventory | $2,980 | $3,450 | $3,920 |
| Other Current Assets | $1,000 | $1,000 | $1,000 |
| TOTAL CURRENT ASSETS | $201,259 | $237,468 | $273,677 |
| Long-term Assets | |||
| Long-term Assets | $10,000 | $10,000 | $10,000 |
| Accumulated Depreciation | $12,420 | $14,490 | $16,560 |
| TOTAL LONG-TERM ASSETS | $980 | $610 | $240 |
| TOTAL ASSETS | $198,839 | $232,978 | $267,117 |
| Liabilities and Capital | Year 1 | Year 2 | Year 3 |
| Current Liabilities | |||
| Accounts Payable | $9,482 | $10,792 | $12,102 |
| Current Borrowing | $0 | $0 | $0 |
| Other Current Liabilities | $0 | $0 | $0 |
| SUBTOTAL CURRENT LIABILITIES | $9,482 | $10,792 | $12,102 |
| Long-term Liabilities | $0 | $0 | $0 |
| TOTAL LIABILITIES | $9,482 | $10,792 | $12,102 |
| Paid-in Capital | $30,000 | $30,000 | $30,000 |
| Retained Earnings | $48,651 | $72,636 | $96,621 |
| Earnings | $100,709 | $119,555 | $138,401 |
| TOTAL CAPITAL | $189,360 | $222,190 | $255,020 |
| TOTAL LIABILITIES AND CAPITAL | $198,839 | $232,978 | $267,117 |
| Net Worth | $182,060 | $226,240 | $270,420 |
8.6 Business Ratios
The following table shows data about business ratios, ratio analysis, total assets, net worth.
| Ratio Analysis | ||||
| Year 1 | Year 2 | Year 3 | INDUSTRY PROFILE | |
| Sales Growth | 4.35% | 30.82% | 63.29% | 4.00% |
| Percent of Total Assets | ||||
| Accounts Receivable | 5.61% | 4.71% | 3.81% | 9.70% |
| Inventory | 1.85% | 1.82% | 1.79% | 9.80% |
| Other Current Assets | 1.75% | 2.02% | 2.29% | 27.40% |
| Total Current Assets | 138.53% | 150.99% | 163.45% | 54.60% |
| Long-term Assets | -9.47% | -21.01% | -32.55% | 58.40% |
| TOTAL ASSETS | 100.00% | 100.00% | 100.00% | 100.00% |
| Current Liabilities | 4.68% | 3.04% | 2.76% | 27.30% |
| Long-term Liabilities | 0.00% | 0.00% | 0.00% | 25.80% |
| Total Liabilities | 4.68% | 3.04% | 2.76% | 54.10% |
| NET WORTH | 99.32% | 101.04% | 102.76% | 44.90% |
| Percent of Sales | ||||
| Sales | 100.00% | 100.00% | 100.00% | 100.00% |
| Gross Margin | 94.18% | 93.85% | 93.52% | 0.00% |
| Selling, General & Administrative Expenses | 74.29% | 71.83% | 69.37% | 65.20% |
| Advertising Expenses | 2.06% | 1.11% | 0.28% | 1.40% |
| Profit Before Interest and Taxes | 26.47% | 29.30% | 32.13% | 2.86% |
| Main Ratios | ||||
| Current | 25.86 | 29.39 | 32.92 | 1.63 |
| Quick | 25.4 | 28.88 | 32.36 | 0.84 |
| Total Debt to Total Assets | 2.68% | 1.04% | 0.76% | 67.10% |
| Pre-tax Return on Net Worth | 66.83% | 71.26% | 75.69% | 4.40% |
| Pre-tax Return on Assets | 64.88% | 69.75% | 74.62% | 9.00% |
| Additional Ratios | Year 1 | Year 2 | Year 3 | |
| Net Profit Margin | 19.20% | 21.16% | 23.12% | N.A. |
| Return on Equity | 47.79% | 50.53% | 53.27% | N.A. |
| Activity Ratios | ||||
| Accounts Receivable Turnover | 4.56 | 4.56 | 4.56 | N.A. |
| Collection Days | 92 | 99 | 106 | N.A. |
| Inventory Turnover | 19.7 | 22.55 | 25.4 | N.A. |
| Accounts Payable Turnover | 14.17 | 14.67 | 15.17 | N.A. |
| Payment Days | 27 | 27 | 27 | N.A. |
| Total Asset Turnover | 1.84 | 1.55 | 1.26 | N.A. |
| Debt Ratios | ||||
| Debt to Net Worth | 0 | -0.02 | -0.04 | N.A. |
| Current Liab. to Liab. | 1 | 1 | 1 | N.A. |
| Liquidity Ratios | ||||
| Net Working Capital | $120,943 | $140,664 | $160,385 | N.A. |
| Interest Coverage | 0 | 0 | 0 | N.A. |
| Additional Ratios | ||||
| Assets to Sales | 0.45 | 0.48 | 0.51 | N.A. |
| Current Debt/Total Assets | 4% | 3% | 2% | N.A. |
| Acid Test | 23.66 | 27.01 | 30.36 | N.A. |
| Sales/Net Worth | 1.68 | 1.29 | 0.9 | N.A. |
| Dividend Payout | 0 | 0 | 0 | N.A. |
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