Business Plan Final

Section 1
Team 6
Fall 2019
Business Plan
Business Name: Bean Belt Coffee

Business Idea: A coffee subscription service which provides high-quality Fairtrade and organic
coffee to our subscribers biweekly or monthly. Our customers consist of compassionate millennials
who value ethically sourced products. We focus on creating coffee that not only tastes great but
leaves a positive impact on our world. Bean Belt strives to enhance consumers’ daily experience of
drinking coffee by letting them choose their favorite type of coffee without ever having to leave
their house to get it. Bean Belt Coffee allows subscribers to use their buying power for things they’re
passionate about: coffee and sustainability.
Team Members:
Email address
Tyler Caron caronta@dukes.jmu.edu
Landyn Harris harri2ls@dukes.jmu.edu
Augusta Lotts lottsam@dukes.jmu.edu
Justin Repass repassjd@dukes.jmu.edu
Claire Shallow shallocm@dukes.jmu.edu
Léna Weimerskirch weimerlm@dukes.jmu.edu
1
Executive Summary
Bean Belt Coffee
Founders: Tyler Caron, Landyn Harris, Augusta Lotts, Justin Repass, Claire Shallow, and
Lena Weimerskirch
345 Coffee Dr, Houston, TX 77001
Phone: 780-122-3999
E-mail: beanbeltcoffee@jmu.edu
Management: General Manager, Business Description: Bean Belt Coffee

Operations Managers, Marketing is an ethically sourced coffee subscription
Coordinator box that puts pride in connecting our
consumers to our harvesters.
Industry: NAICS Code 311920: Coffee
and Tea Manufacturing Products/Services: We offer a biweekly
or monthly subscription coffee box with
Number of Total Employees: 12 - 22 coffee from various farmers in the Bean
Belt.
Amount of Financing Sought: $600,000
Competitive Advantage: We connect
Investment Sources: We will be our subscribers to our harvesters in a
obtaining a loan for $150,000 from an tangible way that no other company does.
investment banker, and $450,000 from We do this by allowing customers to see
our angel investors. the positive difference they make on the
global community by partnering with
Use of Funds: Marketing, Equipment, Bean Belt Coffee.
Suppliers, Employees, Shipping, Rent
Markets: Our target market is millennial,
Product/service selling price: $30/unit eco-friendly coffee-drinkers.
Distribution Channels: Consumers can only subscribe to and purchase our boxes directly from
our website.
Competition: Our biggest competitors are coffee subscription boxes. Other competitors include
coffee shops/stores that directly sell coffee and other coffee brands that sell online. The current
coffee subscription box market has low barriers to entry with many new competitors.
Financial Projections (Unaudited):

2020 2021 2022 2023 2024
Revenue: $1.2 $5.3 $14.4 $19.4 $20.6
EBIT: -$.532 $1.34 $5.96 $8.83 $8.19
(dollars in millions)
2
Narrative
Elevator Pitch: With the growth of Subscription Boxes, frequently acquiring your favorite products
has become more convenient than ever. However, ethicality in business shouldn’t be sacrificed for
convenience. We at Bean Belt Coffee offer both: the convenience of receiving good tasting coffee at
your doorstep biweekly or monthly, which is derived only from ethical sources. Our coffee originates
from Fairtrade and Organic coffee farms from around the world. We focus on creating coffee that not
only tastes great but leaves a positive impact on our world. Customers aid us in doing this with every
purchase. We are seeking a $450,000 investment with 15% ownership so that you too can be a part of
making our goal a reality.
Product/Service Description: Bean Belt Coffee is a subscription box company that provides luxury,
ethically sourced coffee biweekly or monthly. Each of our boxes contain two 8oz (½ lb.) bags of coffee.
Subscribers customize each box to their liking by choosing two of 24 options: Whole coffee beans vs
Ground coffee beans; Coffee grown in Uganda, Ethiopia, Nicaragua, or Costa Rica; Light, Medium, or
Dark roast. Customers can change their preferences whenever they like and have the option of pausing
their subscription if they so choose. Every box connects consumers to harvesters in a tangible way
through newsletters about the lives of farmers and how Bean Belt Coffee has impacted them along with
pictures and biographies of the specific farmers who harvested the beans from the coffee’s country of
origin. Small gifts are included with each box to enhance customers’ experience such as reusable K-
cups, coffee mugs, chocolate-covered coffee beans, seasonal gifts, etc.
Competitive Advantage: We connect our subscribers to our farmers in a tangible way that no other
company does. We do this by allowing customers to see the positive difference they make in the global
community by partnering with Bean Belt Coffee. For example, we provide pictures and biographies of
the specific coffee farmer who grew their coffee beans, along with a newsletter in each box about the
lives we make a positive impact on. Our customers understand that buying our product is not just a way
3
to satisfy their desire for high-end coffee but is also an avenue for them to be active participants in
making the world a better place.
Value Proposition: The Food and Subscription Box industry is growing at an average of 8% per year
(Hitwise, 2019). Research shows that consumers, especially in the coffee market are willing to pay
higher prices for Fair Trade products (Inc, 2018). We can offer value with a unique combination of
ethical considerations, customer relationships, and high profit margins.
Business Strategy: Bean Belt Coffee operates with a differentiation strategy. From our goal to
connect our consumers to harvesters to our sustainable business practices nobody does this better. We
are willing to pay higher amount to keep our practices more ethical than other companies.
Relationships also drive our success whether it be with the supplier, consumer or connection fortified
by us.
Business Location: We are headquartered in Houston, Texas. We will be leasing our industrial
warehouse there for several reasons: Texas is in a central part of the United States. We will not have a
brick and mortar store; thus, we found a convenient location to ship our products anywhere in the US.
Other seaport cities on the West or East Coast must cross either the Appalachian or Rocky mountain
ranges, which can be more expensive. When shipping to most states from Texas products can be
delivered by ground transportation, Houston is also a key seaport to Latin America (iContainers, 2017).
Outsourced Functions: We outsource our coffee beans from various suppliers in the bean belt
located in Costa Rica, Ethiopia, Nicaragua, and Uganda. Shipping services will be performed by FedEx
who will pick up shipments daily so customers will get their boxes on the specified date.
Financial Performance: At the end of Year One our forecasted revenue is $1.2M, end of Year Three
revenue was $14.5M, and end of Year Five revenue is $20.6. As one can see, our revenue exponentially
grows from Year One to Year Five. Our Profit Margin is higher is Years Three – Five compared to
One and Two due to us being a new business.

4
Exhibit 1: Organizational Chart

Year 2
General Manager

Marketing Operations
Coordinator Manager
Marketing
Staff Accountant Communications
Specialist
3 Quality 2 Customer
5 Factory
Assurance Service
Employees
Employees Employees
Year 1: In our first year of operation we will employee three quality assurance employees, three factory employees, and one
customer service representative. We expect quality assurance employees to sort through 38 pounds of coffee beans every two
hours and expect our factory employees to make 19 units per hour. Our customer service rep is expected to handle an
approximate range of 10 to 50 incoming calls per workday, which is 8 hours.
Year 2: We will augment the number of total factory workers to five and total customer service representatives to two to
accommodate for the capacity to handle an increase in workload due to the estimated increase in demand this year. We expect
our quality assurance employees and factory employees to process 688 pounds of coffee beans per day. We expect quality
assurance employees to sort through 172 pounds of coffee beans every two hours and expect our factory employees to make
86 units per hour.
Year 3: To accommodate for the estimated growth in demand we will raise our number of customer service representatives to a
total of four.
Year 4: Due to an increase in demand we will expand our total number of factory workers to six, quality assurance employees
to four, and customer service reps to six. We expect our quality assurance employees to sort through 460 pounds of coffee
beans every two hours and our to factory workers to make 230 units per hour.
Year 5: As a result of a rise in our demand we will increase our number of customer service representatives to a total of seven
to accommodate for the increase in our projected number of customers.
At the rates our factory and quality assurance employees process the coffee bean requirements they shoulder each yearly
production goal. We found the number of these employees needed each year by calculating our labor capacity, estimated
demand, and our machine processing capacity with specific equations and information from our Operations textbook as well as
a visual of the coffee bean manufacturing process provided by Golden Mills Coffee Company. The number of customer
service representatives was determined by incorporating statistical values as estimates into calculations with our approximate
yearly customer, operation time, and service capacity rates. The statistics and benchmarking reports were prepared by VHT,
Statista, and Talkdesk on various company call centers. The reason there is no change in the number of employees in some
years is because the increase in production demand does not affect our employees’ capacity to handle the increased workload.
We will attain a distinct position in the industry using a focused differentiation strategy for our innovative and premium
product features. To do this we will make a consistent effort to create and enhance unique newsletters along with its ability to
capture the hearts and minds of our target market and fulfill their desire to contribute to society. Capturing consumers’
emotions strengthens customer loyalty and helps in building a barrier among existing competitors (Kokemuller).
5
Exhibit 2: Employee Costs Chart
Salaries & Wages
General Marketing Operations Marketing Comm. Staff Quality Assurance Factory Customer
Manager Manager Manager Specialist Accountant Employee Employee Service Rep
$160,000 $143,950 $132,150 $126,410 $73,000 $13.66 $13.66 $15.79
Year 1 Year 2 Year 3 Year 4 Year 5

Benefits Budget: $0 $126,579 $130,841 $135,103 $135,103
Travel Budget: $17,000 $34,000 $68,000 $68,000 $85,000
Social Security Tax Medicare Tax COLA

Taxes:
6.2% 1.45% 1.6%

Cost Totals:
$892,278 $1,070,293 $1,125,991 $1,181,689 $1,181,689
The specific benefits and compensation we provide will make our company competitive and attractive to talented
employees. To identify the most important benefits sought after by employees, we used research gathered by SHRM and
BLS on employment trends as well as wage and benefit benchmark reports on the leading competitors in our industry.
These incentives were determined while accounting for our yearly budget.
Pay & bonuses: Employees will receive base pay which is competitive based on data specific to each position and market
(SHRM). Salaried employees earn a fixed rate of pay along with a performance-based bonus which is designed to drive
individual and company performance (Nielsen). The most effective metrics used to measure employee performance are
work quality metrics, work quantity metrics, work efficiency metrics, and organizational performance metrics (Vulpen).
Hourly paid employees may earn a pay raise of 3.1% after every two years of completed service (Investopia).
Overtime: Salaried employees do not receive overtime pay for working more than 40 hours per week. Hourly employees
receive overtime pay for working more than 40 hours per week. Overtime pay is 1.5 times the employee’s regular rate of
pay, which is determined by Texas state law in compliance with FLSA.
Health: We offer employees a preferred provider organization (PPO) health care plan which includes medical, dental,
and vision insurance. Coverage begins on the first day of work (VHB).
Wellness: We offer counseling sessions five times a year per employee, employee appreciation week, semiannual potluck.
Life Insurance: Full-time employees scheduled to work at least 30 hours per week are provided group term life
insurance in an amount equal to 1.5 times the annual salary to a maximum of $200,000 (VHB).
Short-Term Disability Insurance: This plan provides employees with 60% of their base salary when they are absent
from work for a set period of time due to a non-work related illness or injury. The benefit coverage period lasts up to six
months (Rochester).
Retirement: Full-time employees aged 18 and up may enroll in the 401K retirement plan. We offer a competitive
employer-matching contribution: 100% match on the first 3% of eligible pay an employee contributes each pay period
and a 50% match on the next 2% of eligible pay an employee contributes each pay period (Nestlé).
Vacation: Full-time salaried employees scheduled to work 30 hours or more each week are given 12 days of vacation per
year during the first two years of service; 14 days per year during the third year of service; and an additional day per year
every year after to a maximum of 25 days. Full-time hourly-paid employees scheduled to work 60 hours or more each two
week period are given 10 days of vacation during their first two years of service, and 12 days of unpaid vacation days
from three to five years of service. Part-time employees scheduled to work less than 30 hours per week are allowed seven
days of vacation (VHB).
Paid holidays: Full-time employees are allowed eight paid holidays per year. Six of these days are observed as holidays by
the firm: New Years Day, Memorial Day, Fourth of July, Labor Day, Thanksgiving, Christmas. Employees may select two
floating holidays per calendar year (Depauw, VHB).
Sick Days: Full-time employees are eligible to accrue and use sick pay beginning with the date of hire. All full-time
salaried employees can accrue up to 12 days per year. All full-time hourly paid employees can accrue up to 40 hours of
sick pay per year (Duke).
Tuition assistance: We offer financial assistance for approved outside educational courses that will help enhance your
job-related knowledge and skills. Employees may earn up to $5,000 in tuition reimbursement (Nestlé).
Legally required benefits: Family Medical Leave Act, Workers’ Compensation, Unemployment Insurance, COBRA
Benefits, Social Security tax rate of 6.2%, and Medicare tax rate of 1.45% (SBA).
6
Exhibit 3: Market Segmentation Analysis/Target Market Selection
Segment size (e.g. # Priority

Growth Projection of
Segment Name of Households in Segment Description level for Justification for Targeting
Segment
Segment) targeting
Millennials are more likely to value ethically

Population for
Men and women born between sourced products. (Mintel Databook). Coffee
Millennials: 43 According to Mordor
1981 and 1996, ages 23-38 in 2019 consumption for this age group was 60% in 2017.
million. Millennials Intelligence, the online
retail channel for coffee is (Pew Research). Middle - Upper (Millenial Coffee Habits). Middle - Upper class
that drink coffee: 15.5
expected to grow 6.61% class with household income income will have the ability/willingness/authority
million. 52% of the
Segment 1: upwards of $70,000+ who enjoy to pay for luxury coffee if they desire to. People
Millennials that drink The market for
Compassionate coffee fall into the subscriptions has grown luxury coffee. Obtained a college 1 living in urban/suburban areas value our type of
Millenials more than 100% per year education of 2+ years, living in product the most (Mintel Databook). Millennials
target household
urban or suburban areas. They make 54% of their purchases online and are more
income range of (Stanford). This would
value ethically sourced (FairTrade, interested in subscription services than any other
$70,000+, therefore, lead to an average of
expected growth at 66.1% Organic, Sustainable, etc.) and generation (Salpini, Hatch). This is important
our segment size is
high quality products. because our only channel of distribution is
8.06 million.
through our online website.
Population for Baby Elders born between 1946 and
Boomers is 76.4 1964 (peak) - about 55-75 years We strongly considered this segment, but decided
According to Mordor
million. 86% of this old. Most Baby Boomers rely on a not to target them. "Baby boomers are spending
Intelligence, the market
population drinks budgeted income, retirement less as they age into retirement and live off their
Segment 2: for coffee is expected to funds, or lower-paying jobs.
coffee, leading to 65.7 savings" (Scuncio). Also, they are not as interested
Baby Boomer grow 5.38%. Baby
million. 32% of Baby According to Bankrate, income in organic products as the younger generations
Generation who Boomer coffee Boomers make 66% of 0
for ages 55-64 years old is a (Mintel Databook). This shows that Baby
enjoy quality their purchases online
drinkers have a median of $68,567 and anyone 65 Boomers have the some ability to buy our product,
time (Salesfloor). This leads to and older takes a significant drop
household income of but very little willingness to spend. Also this group
an averaged growth rate to $41, 125. They have the highest
$70,000+, therefore, is less likely buy a subscription service which is our
of 59.9%.
our segment size is 21 coffee consumption on average strongest point for not targeting this segment.
million. (Mintel Databook).
7
Exhibit 4: Market Quantification
Mkt Potential Growth Market Annual Unit Unit Price or
Year Mkt Potential ($$) Product Annual $ Revenue
(customer) Projection Share Sales Weighted ASP
2020 $ 2,900,551,680 8,057,088 2.15% 0.04% Coffee subscription box 39,900 $30.00 $1,197,000
Our market potential for customers was found first by obtaining the population of Millennials in the U.S. (Statista) which was 43.04 million. According to Statista, 36% of that
population are coffee drinkers so from that data we were able to estimate the total number of millennial coffee drinkers which equals around 15.5 million. 52% of Millennials
that drink coffee fall into our target household income range of $70,000+ (Pew Research). Finally, we can assume that all Millennials shop online and have the ability to find
our product. If we factor all this alone with our boxes price ($30) then we come to the market potential in dollars for each year.
We used the 2.6% per year market growth of coffee bean consumption over the next five years from Statista and the 1.7% forecasted growth for online food and beverage sales
from Mintel Market Sizes. We averaged those two statistics together to determine the specific growth rate for coffee beans exclusively ordered online.
Our market share was found by dividing our annual revenue by our market potential. We began using the number of units of the two biggest competitors in the subscription
box industry. We then adjusted our trends to industry trends. Due to our organic and fair-trade certifications, we feel we will become a main stay in the ecofriendly community.
We attribute our growth in market share over the first five years to this.
This forecast was based on the number of units sold annually by the two main food/beverage-based subscription box companies, Hellofresh and Blue Apron, along with
trends across multiple industries (Hitwise). These two companies, who had nearly an eight-year head start on the sub box industry, were some of the biggest subscription box
companies. We rationalized and regressed their unit sales to our company based on our research of trends in the industry over the same period of data collection. Over the first
5-7 years of business two big subscription box companies averaged 500K unit sales in their earlier years to nearly 10 million in global sales ~5 years later (Statista). Due to these
being global sales and our company only selling in the US we decreased total units by 30% due to 70% of Sub Box Companies being in the US (Entrepreneur). Once this was
determined we accounted for the growth in the industry over the period of data collection. We found competition in the subscription box industry has grown on average
~90% per year from 2013-2018 and begun to level out in more recent years(Entrepreneur). Due to this we regressed our unit sales to be 10% of the number we had previously.
Forecast by
month Units Revenue ($) Customers
Apr 1670 $50,100 1670 We have derived our first 12 months of unit sales by using BlueApron and Hello Fresh unit sales per quarter for
May 1806 $54,188 1806 the beginning years of business, combined with industry trends and growth (Statista). We used beginning unit
sales per quarter because their first two years of sales weren’t available. We divided these numbers by three to get
Jun 1942 $58,252 1942 their monthly unit sales, then reduced them by 30% because they sell golbally where we only sell in the US
Jul 2087 $62,621 2087 (Entrepreneur). Once we had Q1 average monthly sales of 167,050 we regressed it down to 10% considering the
Aug 2609 $78,276 2609 growth in competition. 16,705 units was still too high because we are a startup. Also, this value used is an average
Sep 3262 $97,846 3262 from their beginning years of business, not their first years in business. So again, we regressed it down from the
average to attribute the average year to year growth of the subscription box industry of ~90% (Entrepreneur).
Oct 3588 $107,630 3588 Since we are a subscription box company, we are taking three months to create an initial demand for our
Nov 3857 $115,702 3857 product, then begin selling in the fourth month. The other trends we considered are the food/beverage
Dec 5785 $173,554 5785 subscription box growth of 8% this past year, as well as a .6% growth in coffee consumption (Statista). Our
Jan '21 7231 $216,942 7231 typical customer will purchase 12 boxes a year considering our option for biweekly orders as well as the average
turnover rate of 8%. We predict an increase in sales around back to school season and winter holidays, which is
Feb 7774 $233,213 7774 why we have a noticeable increase in growth during those seasons (Hitwise). We now have a progressive slope
Mar 8357 $250,704 8357 with industry growth, market share, and sales of HelloFresh and Blue Apron factored into our 12-month
TOTALS 49968 $ 1,499,028 4164 forecast.
8
Exhibit 5: Positioning/Competitive Analysis
Positioning Statement: For the ethically aware and concerned buyer, Bean Belt Coffee is the most
committed coffee subscription service, locally and globally. Bean Belt Coffee offers subscription
boxes with premium Fairtrade and Organic coffee beans from various parts of the Bean Belt. We
connect our subscribers to our harvesters in a tangible way: Each box contains pictures and
biographies of the harvesters who grew the specific coffee beans and a monthly newsletter
explaining how purchases benefit global communities.
We chose price and ethicality of sourcing coffee as our axes because upon analyzing the
environment surrounding our business we found that these two variables represent the most
meaningful space to our target market. Price directly represents the quality and effort put into
products, which our customers care about. Our high price represents our high quality. According to
fairtradecertified.org, 1 in 3 Millennials are willing to pay 20% more for Fair Trade Certified
(ethically sourced) products. Therefore, because this is important to our customer we made it
important to our business. Our quality coffee is more affordable than some of our high-end
competitors, yet the sourcing of our coffee beans is no less ethical.
9
Exhibit 6: Marketing Mix
Exhibit 6: Marketing Mix

Product/Service Branding
Bean Belt Coffee is a socially conscious brand, who is relationship-oriented. We care for our customers and suppliers like our
family and treat them as such. We exemplify sustainability in all that we are. Our customers will be subscribing to a brand that
presents premium, single-origin, ethically sourced coffee to the market to create the coffee experience our customers desire.
The Bean Belt Coffee experience means enjoying our premium coffee while making a positive impact in the global
community.
Pricing
Coffee of the Month Price $14 $14 $14 $14 $14
Driftaway Price $22 $22 $22 $22 $22
Your Channel Price: $30 $30 $30 $30 $30
Our competitor is Driftaway Coffee who sells a 1 lb. unit at $22. Another competitor of ours is Coffee of the Month who
sells a 1 lb. unit at $14. Our price is currently set at $30/unit (1 lb.). We will sell one box containing two 8oz (1/2 lbs.) bags of
coffee chosen by customers from 24 options. We justify this price point because of our differentiation strategy included in
our plan. The effort our team will put into connecting buyers to harvester is what gives value to our product. This will
encourage our target market to buy from Bean Belt Coffee, as well as our commitment to sustainability and ethicality. Our
price is lifted due to the added costs of ethically sourced, sustainable, single-origin coffee as well as included newsletters, gifts,
and biography/personal photographs of our harvesters. Our pricing strategy is competition-based pricing with our premium
product in mind.
Distribution/Location Strategy
Bean Belt Coffee is a subscription service, meaning our products are available to order through our website only. We will not
be selling our products in stores or through a retailer because it takes away from the convenience of a subscription service.
Although our warehouse is located in Houston Texas, our research shows that our target typically lives in urban/suburban
areas across the US, so we will be conducting our marketing towards these areas. We chose Houston for a warehouse location
because it makes the most sense for receiving and sending shipments (further explained in Narrative).
Promotional Strategy (in thousands of $)
Total IMC Budget: $157,625.00 $620,701.00 $1,640,700.00$2,191,650.00 $2,330,099.00
Advertising Exp: $58,380 $229,660 $607,059 $810,913 $862,137
Sales Promo Exp: $47,335 $186,831 $493,851 $659,683 $701,360
PR Exp: $36,921 $145,244 $383,924 $512,847 $545,243
Other Promo Exp: $14,989.00 $58,966.00 $155,866.00 $208,207.00 $221,359.00
Bean Belt Coffee will execute a promotional strategy that includes advertising our product through online sources such as
Google ads, Facebook, and Instagram. For our sales promotion, we offer a coupon for $10 off every customer's first box, as
well as a free newsletter each month with information about how customer purchases benefit global communities and the
lives of our harvesters. Also, there will be small gifts in each box. These gifts will be a variety of coffee enhancements such as
mugs, straws, coffee samples, chocolate-covered coffee beans, seasonal items and more. The goal of our promotional strategy
is to encourage our target market to trust in our promise of supplying coffee with ethical considerations taken at every step
of the process. Another goal is to support our employees/suppliers/harvesters with fair wages and empowerment. Our key
message is that Bean Belt Coffee helps global communities maintain a sustainable livelihood while supplying our customers
with ethically sourced coffee to create a bright future for both the buyer and harvester.
# of Salespeople: 0 0 0 0 0
Compensation Method: $0
Our sales management will be handled by our marketing coordinator. We will not have sales representatives because we do
not sell directly to customers or businesses. We are an e-commerce business, meaning our sales are conducted over the
Internet only.
10
Exhibit 7: Flow Chart
For each major quality step
Quality Step What is measured? ! How often? ! How will you ensure quality?
Q1 Roast of beans Every time a new Quality checker will monitor this step frequently
batch goes into the to ensure consistency and quality. Employees
roasting machines will also be at this step to ensure beans are
roasted properly to meet expectations.
Q2 Final Box Packaging Every unit ! Our employee at this step will ensure the proper
roast/grind/origin of beans for each order is in
the correct box. A quality checker will check this
again before shipping.
For each critical failure point:
Failure Brief How will you How will you recover if this failure occurs?
Point description prevent this failure?
F1 Beans could be Quality checker & If over-roasted: Beans will be thrown out and replaced with
over or under employee monitor an equal amount (safety stock). 
roasted If under-roasted: Beans will need to be roasted longer until
it’s the correct strength.
11
Exhibit 8: Quality
Dimensions of Why is this dimension important, given your industry & Quality Step(s) on the Process
Quality target market? Flowchart to which this
corresponds.
Perceived Quality We identify as a “High-end” coffee company, our beans are Q1
harvested, roasted and packaged to the highest standards while
considering sustainability as wel. We believe our buyers will be
enjoy the great taste, high standards, and organic product that
will be worth the money for the idea of luxury and ethicality.
Consistency Consistency is key, and our customers expect luxury, great tasting Q1
coffee, at their preferred roast. Our coffee needs to stay
consistent with temperature roasted at, we want nearly no
variability. Our loyal customers would notice even the slightest
change in taste of our product.
Special Features This differentiates our product from those similar food/beverage Q2
subscription boxes. Not only do we provide great tasting coffee,
but we include a mysterious item that will enhance your drinking
experience to your packaged coffee box. Just another reason our
customers prefer our box vs others.
Use the space below to describe any additional Proactive Quality Assurance Plans that are not connected to a
specific activity on your Process Flowchart / Service Blueprint.
Quality assurance (Supplier): We will be visiting each of our suppliers biannually to check on the conditions and quality of
their operations to assure they are consistent with what we were promised. We will check that their coffee beans are being
organically and sustainably grown.
Hire: As we see our demand increasing, we will make proactive decisions to hire more employees and quality checkers to
ensure quality. Our newly employees will work to package the bags into the boxes to keep up with our demand and to ensure
our bottle neck does not become a problem
Quality assurance (Factory): One of our quality checkers will taste and as the industry says “cup” the coffee before the
roasting process. We will put our quality checkers through a Q cup (coffee grader) course and exam over the course of
training, they well them become certified to taste or “cup” coffee and ensure its quality when it arrives to us.
Describe any reactive quality assurance plans. Include a recovery plan should a customer receive poor quality
goods and/or services.
Warranty: If your package is lost in the mail, damaged, or stolen, we will send you a free replacement, from our safety stock
and money set aside to fund these mistakes.
Surveys: We will send surveys with every order as an opportunity for customer feedback and improvement for us. We will
offer coupons/promos when customers respond to surveys.
Customer Service: We will employ three customer service representatives who will be responsible for dealing with customer
contact should they be unsatisfied or satisfied with their experience in any way.
If you will utilize a quality/process improvement methodology, indicate which:
☐ NA ☒ TQM ☐ Six Sigma ☒ ISO ☐ Benchmarking
Provide a specific explanation of how your chosen quality methodology relates to your business and how it will be
applied:
Total Quality Management: We pride ourselves on providing high quality coffee beans to our subscribers. We want to
continuously improve our product based on consumer feedback. Quality at the source is vital to our business, because the
beans and quality is what we are built on. We only buy beans from suppliers who are consistent with our goal of high-quality
beans. We have two positions dedicated to maintaining quality and taste of our coffee beans and grinds.
ISO 14000: Will be used to make sure we are keeping up with the sustainability standards that our customers expect: This
includes holding suppliers accountable for maintaining ethical/sustainable practices in all aspects of their farming. We will
engage in sustainable practices in all areas of our business like utilizing low-energy resources and reducing waste. For
example, our coffee roasting machine uses lower emissions, and has the lowest wattage compared to typical commercial
roasters. All our packaging is eco-friendly.
12
Exhibit 9: Inventory, Suppliers & Distribution
RAW MATERIAL INVENTORY & SUPPLIER SELECTION If your organization does not have raw material inventory, please check this box: ☐NA
Item(s) Supplier Name & Reason for selecting this supplier Supplier Frequency of System of Mode(s) of
Location (City, State, lead time replenishment Management Transportation
Country) (in days) (in days)
Coffee Gumutindo Coffee Organic. Trains farmers to improve coffee 30 days Every 30 days Fixed Order Interval ☐ Highway ☐ Rail
Beans Cooperative - Mt. Elgon, quality, meets Fairtrade standards, located in ☒ Waterway ☒ Air
Uganda coffee belt
Coffee Oromia Coffee Farmers – High quality organic coffee, improved social 30 days Every 30 days Fixed Order Interval ☐ Highway ☐ Rail
Beans Addis Ababa, Ethiopia conditions for farmers, located in coffee belt ☐Waterway ☒ Air
Coffee UCA – San Juan, Nicaragua Organic, Seaport, meets Fairtrade standards, 30 days Every 30 days Fixed Order Interval ☒ Highway ☐ Rail
Beans located in coffee belt ☒ Waterway ☐ Air
Coffee CoopeAgri - San Isidro de Meets Fair Trade standards, located in coffee belt 30 days Every 30 days Fixed Order Interval ☒ Highway ☐ Rail
Beans El General, Costa Rica ☒ Waterway ☐ Air
Coffee Bags Paper Mart They offer low-cost biodegradable coffee bags 30 days Every 30 days Fixed Order Interval ☒ Highway ☐ Rail
Orange, CA, USA ☐ Waterway ☐ Air
Packaging/ UPrinting They offer custom printing for subscription box 30 days Every 30 days Fixed Order Interval ☒ Highway ☐ Rail
Boxes Van Nuys, CA, USA companies at a low price ☐ Waterway ☐ Air
FINISHED GOODS INVENTORY If your organization does not have finished goods inventory, please check this box: ☐NA
Finished goods produced Frequency of shipping Average level of Finished goods Amount of safety stock on site
(per hour) finished goods inventory on site (Z=.1; σ= 1% of demand; LT= 30 days)
At the end of Year 1 19 units/hr. daily 152 units 5 units
What is the lifespan of your finished goods ☐NA 3 months – coffee typically goes bad/loses quality after three months (Sage, 2017). We should not have
inventory? any finished goods inventory longer than one day, because we will ship our products out every day.
How will you manage perishability of Finished ☐NA Our finished goods inventory will be shipped out daily to ensure freshness to our customers.
Goods Inventory?
DISTRIBUTION If your organization does not require distribution, please check this box: ☐NA
Transportation Reason(s) for selecting this provider/carrier Frequency of Pick Up / Drop
provider/carrier off
FedEx Our customers specify the date they want their coffee on by choosing either a bimonthly or monthly We will have FedEx come every
subscription: (ex: the 3rd Wednesday of every month, or every other Friday) Because our product is meant to day that we are open (M-F) to pick
arrive on a certain day, we need to use overnight shipping to ensure the package will arrive when we say it will, up packages for our customers.
and we believe FedEx is the most reliable overnight carrier.
13
Exhibit 10: Capacity & Resources
Demand Capacity Utilization Hours of Bottleneck name and How will you manage the bottleneck to ensure you can
(per (per (%) Operation description appropriately serve or supply your customers?
hour) hour)
At the end 19 150 12.67% 8 hrs./day Box packaging: 1 employee can We will hire more employees in years 2 & 4 to account
of Year 1 units/hr. units/hr. package 2.5 units/minute. for this increase in demand and allow more production.
Hours of Demand/month Demand/hour Capacity/month Capacity/hour Utilization
operation/month
5 days* 8 hrs.* 4 19 units/hr. * 8 hrs./day * 5 39,900 annual 150 units/hr. * 8 hrs. Bottle neck has capacity 3040/24,000=.1267
weeks = 160 hours days/week * 4 weeks/month = demand/260 days * 5 days * 4 weeks = of 150 units/hr. therefor or
operated/month 3040 units demanded/month operating/8 hrs. = 19 24,000 units/month capacity/hour = 150 19/450=.1267
units demanded/hr. units/hr. 12.67%
Describe adjustments you will make as resource requirements vary with time. Be specific regarding which key resources (beyond your
bottleneck) will be adjusted, when and how. If you will make multiple adjustments, explain each.
We adjust our resources to account for the increase in demand: as demand rises resource requirements go up. We will hire a greater amount of factory
employees in the packaging station as our demand goes up because this is our bottleneck. Besides hiring more employees to deal with our bottleneck we will
increase raw materials (coffee beans) in each order and adjust the amount of beans put in our roasting, grinding, packaging machines in each batch
accordingly. Thus, a greater amount of coffee beans will be flowing through each station as demand increases. For example, in Year One we will place 19
units (lbs.) in our machines every hour, then in Year Two, our employees will place 86 units (lbs.) in the machines per hour. Our quantity of machines is
constant throughout the first five years, but a greater number of units (lbs.) will need to flow through them at a time.
Additional resources (beyond your bottleneck) must be allocated appropriately to support operations. Identify which resources have a significant
impact on capacity at start up and describe why these are appropriate amounts of resources at start up.
Raw material, machines, equipment and quantity of employees all have a significant impact on our capacity in the beginning of our business. We order our raw
mats at a Fixed Order Interval date with the quantity changing in accordance to our forecasted demand. We purchase all machines and equipment in Year
One so that we can offer our full variety of flavors at startup. We calculated costs involved with this decision, and it is cheaper to buy larger machines in Year
One that can keep up with demand, than to purchase additional smaller machines each year as demand grows. Additionally, we calculated the minimum
number of employees needed in order to meet demand and still run efficiently to keep increase capacity while maintaining low costs.
How will you manage seasonality? Our capacity is greater than our slight increase in demand due to seasonality around the winter holidays and back to
school season. However, we will be ordering more raw materials during our busier seasons in order to keep up.
14
Exhibit 11: Income Statement
Bean Belt Coffee Date Ending Date Ending Date Ending Date Ending Date Ending
Pro Forma Income Statement 2020 % 2021 % 2022 % 2023 % 2024 %
Sales Revenue $1,197,000 100.00% $5,381,250 100.00% $14,443,020 100.00% $19,401,240 100.00% $20,644,320 100.00%
COGS $253,232 21.16% $1,172,646 21.79% $3,108,764 21.52% $4,301,449 22.17% $4,714,612 22.84%
Gross Profit $943,768 78.84% $4,208,604 78.21% $11,334,256 78.48% $15,099,791 77.83% $15,929,708 77.16%
General and Administrative Expenses

Salaries and Wages $819,363 68.45% $865,786 16.09% $912,208 6.32% $958,631 4.94% $958,631 4.64%
Payroll Tax Expenses $72,915 6.09% $77,929 1.45% $82,942 0.57% $87,955 0.45% $87,955 0.43%
Employee Benefits and Retirement $0 0.00% $126,579 2.35% $130,841 0.91% $135,103 0.70% $135,103 0.65%
General Insurance Expense $500 0.04% $500 0.01% $500 0.00% $500 0.00% $500 0.00%
Depreciation Expense $3,609 0.30% $3,609 0.07% $3,609 0.02% $3,609 0.02% $3,609 0.02%
Rent & Utilities Expense $17,100 1.43% $52,500 0.98% $80,350 0.56% $82,000 0.42% $82,000 0.40%
Travel Expense $17,000 1.42% $34,000 0.63% $68,000 0.47% $68,000 0.35% $85,000 0.41%
Website Expense $23,000 1.92% $18,000 0.33% $24,000 0.17% $20,400 0.11% $19,800 0.10%
Advertising and Promotion Expense $110,000 9.19% $450,000 8.36% $1,000,000 6.92% $800,000 4.12% $2,000,000 9.69%
Philanthropy Expense $129,010 10.78% $579,980 10.78% $1,556,637 10.78% $2,091,023 10.78% $2,224,999 10.78%
Taxes & Licenses $75,113 6.28% $336,328 6.25% $902,689 6.25% $1,212,578 6.25% $1,290,270 6.25%
Office Expense $30,140 2.52% $4,800 0.09% $2,000 0.01% $2,000 0.01% $2,000 0.01%
Business Personal Property Tax $7,297 0.61% $30,383 0.56% $80,275 0.56% $111,054 0.57% $121,716 0.59%
Credit Card Expense $29,925 2.50% $134,531 2.50% $361,076 2.50% $485,031 2.50% $516,108 2.50%
Wages Overtime Expense $3,704 0.31% $4,939 0.09% $6,174 0.04% $6,174 0.03% $6,174 0.03%
Legal and Business Expense $55,000 4.59% $55,000 1.02% $62,500 0.43% $81,500 0.42% $81,500 0.39%
Software Expense $80,000 6.68% $80,000 1.49% $80,000 0.55% $80,000 0.41% $80,000 0.39%
Employee Satisfaction Expense $2,500 0.21% $11,301 0.21% $30,330 0.21% $40,743 0.21% $43,353 0.21%
Total General & Administrative Expenses $1,476,177 123.32% $2,866,164 53.26% $5,384,131 37.28% $6,266,300 32.30% $7,738,718 37.49%
Earnings Before Interest and Taxes -$532,409 -44.48% $1,342,440 24.95% $5,950,126 41.20% $8,833,491 45.53% $8,190,990 39.68%
Interest Expense $231,810 19.37% $213,239 3.96% $193,523 1.34% $172,591 0.89% $150,368 0.73%
Earnings Before Taxes -$764,219 -63.84% $1,129,201 20.98% $5,756,603 39.86% $8,660,900 44.64% $8,040,622 38.95%
Income Tax Expense $53,495 4.47% $79,044 1.47% $402,962 2.79% $606,263 3.12% $562,844 2.73%
Net Income (Loss) -$817,714 -68.31% $1,050,157 19.52% $5,353,640 37.07% $8,054,637 41.52% $7,477,779 36.22%
Operating Cash Flow (OCF) $ (582,295) $ 1,267,005 $ 5,550,772 $ 8,230,837 $ 7,631,756
Free Cash Flow (FCF) $ 458,295 $ 38,840 $ 1,786,022 $ 2,579,865 $ 2,391,169
Statement of Retained Earnings
Beginning Balance of Retained Earnings $0 -$817,714 $232,443 $3,176,945 $7,606,996
Net Income (Loss) -$817,714 $1,050,157 $5,353,640 $8,054,637 $7,477,779
Dividends to Stockholders $0 $0 -$2,409,138 -$3,624,587 -$3,365,000
Ending Retained Earnings -$817,714 $232,443 $3,176,945 $7,606,996 $11,719,774
1
15
Exhibit 12: Balance Sheet
Bean Belt Coffee As of Inception Date Ending Date Ending Date Ending Date Ending Date Ending
Pro Forma Balance Sheet 2020 % 2020 % 2021 % 2022 % 2023 % 2024 %
ASSETS
Current Assets
Cash and Cash Equivalents $565,900 94.32% $ (496,753) 323.95% $ (481,187) -52.38% $ 234,292 6.06% $ 3,282,155 39.68% $ 6,905,221 55.91%
Accounts Receivable $0 0.00% $ 33,915 -22.12% $ 152,469 16.60% $ 409,219 10.59% $ 549,702 6.65% $ 584,922 4.74%
Inventory $0 0.00% $ 258,297 -168.45% $ 1,196,099 130.21% $ 3,170,939 82.03% $ 4,387,478 53.05% $ 4,808,904 38.94%
Miscellaneous Assets $0 0.00% $ 20,709 -13.51% $ 24,318 2.65% $ 27,927 0.72% $ 31,536 0.38% $ 35,145 0.28%
Total Current Assets $565,900 94.32% $ (183,832) 119.88% $ 891,699 97.07% $ 3,842,377 99.40% $ 8,250,871 99.76% $ 12,334,193 99.87%
Fixed (Long-Term) Assets
Machinery and Equipment $34,100 5.68% $ 34,100 -22.24% $ 34,100 3.71% $ 34,100 0.88% $ 34,100 0.41% $ 34,100 0.28%
Total Gross Fixed Assets $34,100 5.68% $ 34,100 -22.24% $ 34,100 3.71% $ 34,100 0.88% $ 34,100 0.41% $ 34,100 0.28%
Less: Accumulated Depreciation $0 0.00% $ 3,609 -2.35% $ 7,218 0.79% $ 10,827 0.28% $ 14,436 0.17% $ 18,045 0.15%
Net Fixed Assets $34,100 5.68% $ 30,491 -19.88% $ 26,882 2.93% $ 23,273 0.60% $ 19,664 0.24% $ 16,055 0.13%
Total Assets $600,000 100.00% $ (153,341) 100.00% $ 918,581 100.00% $ 3,865,650 100.00% $ 8,270,535 100.00% $ 12,350,248 100.00%
LIABILITIES AND STOCKHOLDERS' EQUITY
Liabilities
Current Liabilities
Accounts Payable 0% $ 17,100 -11.15% $ 52,500 5.72% $ 80,350 2.08% $ 82,000 0.99% $ 82,000 0.66%
Accrued Salaries and Wages $ - 0% $ 68,280 -44.53% $ 72,149 7.85% $ 76,017 1.97% $ 79,886 0.97% $ 79,886 0.65%
Accrued Payroll Taxes and Benefits $ - 0% $ 6,076 -3.96% $ 17,042 1.86% $ 17,815 0.46% $ 18,588 0.22% $ 18,588 0.15%
Current Maturity of LT Debt 0% $ 27,084 -17.66% $ 28,469 3.10% $ 29,925 0.77% $ 31,457 0.38% $ 33,065 0.27%
Total Current Liabilities $ - 0% $ 91,457 -59.64% $ 141,691 15.42% $ 174,183 4.51% $ 180,474 2.18% $ 180,474 1.46%
Long-Term Liabilities
LT Debt Less Current Maturities1 $ 150,000 25.00% $ 122,916 -80.16% $ 94,447 10.28% $ 64,522 1.67% $ 33,065 0.40% $ - 0.00%
Total Liabilities $ 150,000 25.00% $ 214,373 -139.80% $ 236,138 25.71% $ 238,705 6.18% $ 213,539 2.58% $ 180,474 1.46%
STOCKHOLDER'S EQUITY
Founder's Stock $ 450,000 75.00% $ 450,000 -293.46% $ 450,000 48.99% $ 450,000 11.64% $ 450,000 5.44% $ 450,000 3.64%
Retained Earnings $ - 0.00% $ (817,714) 533.26% $ 232,443 25.30% $ 3,176,945 82.18% $ 7,606,996 91.98% $ 11,719,774 96.30%
Total Stockholders' Equity $ 450,000 75.00% $ (367,714) 239.80% $ 682,443 74.29% $ 3,626,945 93.82% $ 8,056,996 97.42% $ 12,169,774 100.00%
Total Liabilities and Stockholders' Equity $600,000 100.00% $ (153,341) 100.00% $ 918,581 100.00% $ 3,865,650 100.00% $ 8,270,535 100.00% $ 12,350,248 100.00%
16
Exhibit 13: Cash Flow Statement
Bean Belt Coffee Date Ending Date Ending Date Ending Date Ending Date Ending
Pro Forma Statement of Cash Flows 2020 2021 2022 2023 2024
Cash Flows From (For) Operations
Net Income $ (817,714) $ 1,050,157 $ 5,353,640 $ 8,054,637 $ 7,477,779
Depreciation & Amortization
Changes in Current Assets
Increase in Accounts Receivable (33,915) (118,554) (256,750) (140,483) (35,221)
Increase in Inventories (258,297) (937,802) (1,974,840) (1,216,539) (421,427)
Changes in Current Liabilities

Increase in Accounts Payable -0 35,400 27,850 1,650 -0
Increase in Accrued Salaries and Wages 68,280 3,869 3,869 3,869 -0
Increase in Accrued Payroll Taxes and Benefits 6,076 10,966 773 773 -0
Net Cash Flow From (For) Operating $ (1,035,569) $ 44,035 $ 3,154,542 $ 6,703,907 $ 7,021,132
Cash Flow (For) From Investing Activities

Fixed Asset Purchases (34,100) -0 -0 -0 -0
Net Cash Flow (For) From Investing $ (34,100) $ -0 $ -0 $ -0 $ -0
Cash Flow From (For) Financing Activities

Equity Financing 450,000
Dividend Payments -0 -0 (2,409,138) (3,624,587) (3,365,000)
Long Term Debt Borrowings 150,000 -0 -0 -0 -0
Long Term Debt Payments (27,084) (28,469) (29,925) (31,457) (33,065)
Net Cash Flows From (For) Financing $ 572,916 $ (28,469) $ (2,439,063) $ (3,656,044) $ (3,398,065)
Net Change in Cash $ (496,753) $ 15,566 $ 715,479 $ 3,047,863 $ 3,623,066
Beginning Cash Balance $ -0 $ (496,753) $ (481,187) $ 234,292 $ 3,282,155
Net Change in Cash $ (496,753) $ 15,566 $ 715,479 $ 3,047,863 $ 3,623,066
Ending Cash Balance $ (496,753) $ (481,187) $ 234,292 $ 3,282,155 $ 6,905,221
Net Operating Working Capital 565,900 (275,289) 750,008 3,668,194 8,070,397 12,153,719
Change in NOWC (841,189) 1,025,297 2,918,186 4,402,202 4,083,322
17
Exhibit 14: Financial Statement Notes
We, as a company, cross referenced our financial statements with companies similar to ours with the
intent to accurately produce a forecast of our first five years in business. Bean Belt coffee is an S- corporation
as a result of our small business status. The balance sheet for Bean Belt Coffee includes our fixed assets
which are the costs of our grinder, roaster, and packaging equipment. The accumulated depreciation was
subtracted from the fixed assets to show the value of our equipment throughout the first five years. Our
inventory includes the cost of the coffee beans we sell, the bags that we package them in, and the boxes that
we ship to our customers. The accounts payable only includes our rent that we will be paying that year for our
warehouse. We are looking for a $450,000 investment. We need this, supplemented alongside a business loan,
in order to cover our losses in our first year of business. We plan on paying out dividends to our investors as
an incentive to help us expand.
Next, here are some insights into the income statement for our business. The values for the salaries
and wages represent what we are paying our managers and factory laborers. Our travel expense comes from
paying a quality researcher to go to our suppliers in a different country to ensure our customers are provided
high quality, organic coffee beans. This is a key expense since it helps generate our competitive advantage in
building rapport with our harvesters. One of our biggest expenses is the advertising and promotions we will
run. Since we are a start-up business, we placed close to 11% of our sales revenue into a philanthropy which
we promote heavily to our potential customers. As we assess the rate of our sales, we highlight this charity
with online ads to draw people in. We also had to account for the software we are going to use for our
website since that is our channel of distribution. The employee satisfaction expense entails happy hours and
other expenses during the year aimed at making our employees happy and producing with the highest
possible quality. We believe that this will help us retain our employees since they are so vital to our
operation.
Finally, we take a brief look into our cash flow statement. This put simply, is a standard statement
that shows what cash we used and how we generated cash each year. With it you see our cash balances
throughout our first five years of business, in addition, you can see that we will break even at some point
during the second year. Our cash account decreases heavily due to the dividends we distribute to our potential
funders. They are the reason that our business will be able to thrive.
18
Exhibit 15: Financial Ratios
Bean Belt Coffee

Financial Ratios Table
Date Ending Date Ending Date Ending Date Ending Date Ending Industry Average
2020 2021 2022 2023 2024 Ratios
Liquidity Ratios
Current Ratio -2.01 6.29 22.06 45.72 68.34 2.06
Quick Ratio -4.83 -2.15 3.85 21.41 41.70 1.12
Operating Cycle 82.70 144.29 276.77 349.39 N/A 61.08
Leverage Ratios
Debt/Equity -0.33 0.14 0.02 0.00 0.00 1.29 x
Times Interest Earned -2.30 x 6.30 x 30.75 x 51.18 x 54.47 x 58.43 x
Asset Management Ratios

Inventory Turnover 4.54 x 2.60 x 1.36 x 1.07 x 15.53 x
Receivables Turnover 35.29 x 35.29 x 35.29 x 35.29 x 35.29 x 17.09 x
Fixed Asset Turnover 35.10 x 176.49 x 537.27 x 833.64 x 1049.85 x 10.08 x
Profitability Ratios
Gross Profit Margin 78.84% 78.21% 78.48% 77.83% 77.16% 40.82%
Operating Profit Margin -44.48% 24.95% 41.20% 45.53% 39.68% 16.36%
Return on Assets 533.26% 114.32% 138.49% 97.39% 60.55% 34.28%
DuPont Analysis
Net Profit Margin -68.31% 19.52% 37.07% 41.52% 36.22% 47.60%
Total Asset Turnover -7.81 x 5.86 x 3.74 x 2.35 x 1.67 x 2.37 x
Equity Multiplier 0.42 1.35 1.07 1.03 1.01 3.7
Return on Equity 222.38% 153.88% 147.61% 99.97% 61.45% 12.31%
19
Exhibit 16: Financial Analysis
Liquidity Ratios: We have a very high current ratio compared to the industry average; this is due to
our low amount of current liabilities. Our quick ratio also takes inventory out of consideration
because inventory is not as liquid as most current assets. We have, again, a much higher quick ratio
compared to industry averages. It takes us on average longer to get through a normal operating cycle
as opposed to industry averages. Therefore, we say that we are more liquid on average than the other
companies in our industry.
Leverage Ratios: Our debt to equity ratio is lower than the industry average since we only attribute
$150,000 to debt vs $450,000 to equity financing. This ratio hits zero in our later years since we plan
on paying off our small loan by year five. Our times interest earned is slightly below the industry
average, we still plan to pay all our debt back on time. This can somewhat be attributed to asking to
borrow our money in one lump sum opposed to multiple years.
Asset Management Ratios: Our fixed asset turnover is higher than industry averages due to our
low quantity of machines and the high margins these machines provide. We are very good at
managing our assets when compared to the industry averages. Due to us not being a huge wholesaler
of coffee, we do not own many assets compared to others in the industry. That being said, our
inventory turnover is lower than the average for our industry but still within a safe range.
Profitability Ratios: Our gross profit margin, when compared to the industry, is higher which
shows that as a company we excel at managing our expenses. The profitability of our business is also
shown by high return on assets. Our operating profit margin is larger than the industry average due
to us managing our costs well. Our expenses are also low like we have mentioned above with assets.
DuPont Analysis: Total asset turnover is about constant with industry average, this tells us we
average similar on efficiencies of using our assets and putting those effectively to use. Our
company’s equity multiplier is a little lower than the industry average because we use a lot more
equity financing than debt financing. Our return on equity figure is higher than industry averages
because like mentioned before we have higher profit margins than the industry average.
20
Bibliography
2018 Employee Benefits[PDF File]. (2019). Retrieved from https://www.shrm.org/hr-today/trends-
and-forecasting/research-and-surveys/Documents/
2018%20Employee%20Benefits%20Report.pdf
Affordable Care Act (ACA). (2018). Retrieved from https://www.employmentlawhandbook.com/
federal-employment-and-labor-laws/aca/.
Aspect. (January 16, 2019). Share of customers in the United States who have contacted customer
service for any reason in the past month from 2015 to 2018* [Graph]. In Statista. Retrieved
November 14, 2019, from https://www.statista.com/statistics/815526/customers-who-have-
contacted-customer-service-in-the-past-month-us/
Baby Boomers Possess the Majority of US Household Wealth. (2019, April 8). Retrieved October 7,
2019, from https://www.marketingcharts.com/demographics-and-audiences/household-
income-107999.
Bean Box, Inc. (2019). Bean Box®: Hand Picked Artisan Coffee Subscriptions & Gifts. Retrieved
from https://beanbox.com/.
BLS. (n.d.). Employer Costs for Employee Compensation Historical Listing. Retrieved from https://
www.bls.gov/web/ecec/ececqrtn.pdf.
2" 1
Brandon, E. (2017, January 17). Workers Who Are Excluded From 401(k) Plans. Retrieved from
https://money.usnews.com/money/retirement/401ks/articles/2017-01-17/workers-who-are-
excluded-from-401-k-plans.
Brazilian green arabica coffee bean price of raw coffee. (2019). Retrieved from https://
www.alibaba.com/showroom/price-of-raw-coffee-beans.html.
Brew Better Coffee, Pay Grocery Store Prices. (n.d.). Retrieved from https://www.craftcoffee.com/.
Bureau of Labor Statistics. (2016, January 13). Number of paid sick leave days in 2015 varies by
length of service and establishment size. Retrieved from https://www.bls.gov/opub/ted/2016/
number-of-paid-sick-leave-days-in-2015-varies-by-length-of-service-and-establishment-size.htm.
Bureau of Labor Statistics. (June 21, 2019). Numbers of employees working in telecommunications
in the U.S. from 2015 to 2018, by occupation [Graph]. In Statista. Retrieved November 14, 2019,
from https://www.statista.com/statistics/199957/numbers-of-employees-by-occupation-in-
telecommunications-in-the-us/
Bureau of Labor Statistics. (March 29, 2019). Number of contact center employees in the United
States from 2014 to 2018 (in millions)* [Graph]. In Statista. Retrieved November 14, 2019, from
https://www.statista.com/statistics/881114/contact-center-employees-united-states/
Bureau of Labor Statistics. (2018, May). Occupational Employment Statistics. Retrieved from
https://data.bls.gov/oes/#/indOcc/Multiple occupations for one industry.
2" 2
Bureau of Labor Statistics. (2019, September 19). EMPLOYEE BENEFITS IN THE UNITED
STATES – MARCH 2019. Retrieved from https://www.bls.gov/news.release/pdf/ebs2.pdf.
Bureau of Labor Statistics. (n.d.). Table 5. Average paid holidays and days of vacation and sick leave
for full-time employees. Retrieved from https://www.bls.gov/news.release/ebs.t05.htm.
Business Loan Calculator. (n.d.). Retrieved from https://www.amortization-calc.com/business-loan-
calculator/.
Call Center Automation: Contact Center Innovation. (2019). Retrieved from https://
www.genesys.com/customer-experience/innovations/automation.
Call Centre Helper. (2017, March 1). How to Work Out How Many Staff You Need in a Contact
Centre. Retrieved from https://www.callcentrehelper.com/how-to-work-out-how-many-staff-
you-need-in-a-contact-centre-96591.htm.
Call Center Metrics - Average Calls/Service Requests Per Agent. (2019). Retrieved from https://
www.vhtcx.com/call-center-metrics/average-calls-service-requests-per-agent/.
China Supplier Automatic Granule Coffee Beans Salt Sugar Potato Chips Vertical Packing Machine.
(n.d.). Retrieved 2019, from https://www.alibaba.com/product-detail/CHLB-China-supplier-
automatic-granule-coffee_60702117824.html?spm=a2700.7724857.normalList.
52.11784d37i5xcHJ.
Coffee & Spices Manufacturer: Amman: Golden Mills Company. (n.d.). Retrieved from https://
www.goldenmillsco.com/.
2" 3
Coffee of the Month Club - A World Tour of Amazing Coffee. (n.d.). Retrieved from https://
atlascoffeeclub.com/?
gclid=CjwKCAjwibzsBRAMEiwA1pHZrjsPesHmhC8RXsGa1ysAWO2bwMd8ZWsUjGORiPS
jz-v3VKWK43SawhoCHGUQAvD_BwE.
Coffee Subscription, Coffee Gift & Cold Brew Coffee. (n.d.). Retrieved from https://
driftaway.coffee/.
Comm100. (January 31, 2018). Number of live chats per agent per month worldwide in 2016 and
2017 [Graph]. In Statista. Retrieved November 14, 2019, from https://www.statista.com/
statistics/818645/number-of-live-chats-per-agent-per-month-worldwide/
Commercial and Plant Roasting Systems. (n.d.). Retrieved 2019, from https://
www.diedrichroasters.com/commercial-roasters?id=243.
Coocafe. (n.d.). Retrieved from https://www.coocafe.com/?lang=en.
Cordon, Daniel [PDF File]. (2014). Boston Brewin Coffee Co. Retrieved from http://
www.realbostonian.com/uploads/2/6/1/4/26144342/boston_brewin_coffee_co._5.pdf
Crate Coffee. (n.d.). Retrieved from https://cratecoffee.com/.
Credit Card Sales. (n.d.). Retrieved from https://www.cliffsnotes.com/study-guides/accounting/
accounting-principles-i/cash/credit-card-sales.
2" 4
Current Coffee Consumer Trends: Inside the NCA's 2018 Report. (2018, October 3). Retrieved
fromhttps://dailycoffeenews.com/2018/03/21/current-coffee-consumer-trends-inside-the-
ncas-2018-report/.
Curtin, M. (2018, March 30). 73 Percent of Millennials are Willing to Spend More Money on This 1
Type of Product. Retrieved from https://www.inc.com/melanie-curtin/73-percent-of-
millennials-are-willing-to-spend-more-money-on-this-1-type-of-product.html.
Custom Mailer Boxes. (n.d.). Retrieved from https://www.uprinting.com/mailer-boxes.html?
sku=MAILERBOX-ST:RETF_WDF-L:3-W:4-D:1-PP:AUTO-MT:WHT-CL:40-TA:10-QTY:
100&hideSubtotal=1&iv=__iv_p_1_a_2062576258_g_81577612212_c_363498855817_k__m__
w_pla-784112126864_n_u_d_c_v__l__t__r__x__y_336948_f_online_o_8635_z_US_i_en_j_78
4112126864_s__e__h_1027158_ii__vi__&gclid=EAIaIQobChMIndf56vT95AIVEpSzCh0puQ
mdEAYYAiABEgL48PD_BwE.
Customer Service Representatives : Occupational Outlook Handbook: (n.d.). Retrieved from
https://www.bls.gov/ooh/office-and-administrative-support/customer-service-
representatives.htm.
DePauw. (2019). Holidays. Retrieved from https://www.depauw.edu/handbooks/employee-guide/
holidays/.
DePersio, G. (2019, June 25). Taxes in Texas for Small Business: The Basics. Retrieved from https://
www.investopedia.com/articles/personal-finance/101415/taxes-texas-small-business-basics.asp.
2" 5
Depreciation Guide [PDF File]. (2014). Retrieved from https://www.uphelp.org/sites/default/
pdfs/Depreciation_CP.pdf.
Dimock, M. (2019, January 17). Defining generations: Where Millennials end and Generation Z
begins. Retrieved October 7, 2019, from https://www.pewresearch.org/fact-tank/2019/01/17/
where-millennials-end-and-generation-z-begins/.
DOL. (n.d.). Compliance Assistance - Wages and the Fair Labor Standards Act (FLSA). Retrieved
from https://www.dol.gov/whd/flsa/.
Duke. (n.d.). Human Resources. Retrieved from https://hr.duke.edu/policies/time-away/sick-leave-
university.
Employee benefits in the united states - Marsh 2019 [PDF File]. (2019). Retrived from https://
www.bls.gov/news.release/pdf/ebs2.pdf
Employer-Sponsored Plans. (n.d.). Retrieved from https://www.investor.gov/introduction-
investing/retirement-plans/employer-sponsored-plans.
Examining Paid Leave in the Workplace [PDF File]. (n.d.) Retrieved from https://www.shrm.org/
ResourcesandTools/hr-topics/Documents/09-0228_Paid_Leave_SR_FNL.pdf
2" 6
Fader, D. M. C. P. (2017, December 19). Subscription Businesses Are Booming. Here's How to
Value Them. Retrieved from https://hbr.org/2017/12/subscription-businesses-are-booming-
heres-how-to-value-them.
Fair Trade Consumer Insights. (n.d.). Retrieved from https://www.fairtradecertified.org/business/
consumer-insights.
FireDeptCoffee.com. (n.d.). Coffee. Retrieved from https://www.firedeptcoffee.com/collections/
coffee.
FMX. (n.d.). Federal Insurance Contributions Act (FICA) Withholding for Social Security and
Medicare. Retrieved from https://fmx.cpa.texas.gov/fm/pubs/paypol/tax_information/
index.php?section=federal&page=federal.
Fry, R. (2018, December 11). Millennial households are earning more than most older Americans did
at the same age. Retrieved from https://www.pewresearch.org/fact-tank/2018/12/11/young-
adult-households-are-earning-more-than-most-older-americans-did-at-the-same-age/.
GET A QUOTE & BOOK YOUR SHIPMENT. (n.d.). Retrieved from https://quote.mydhli.com/
instant.
Group Term Life Insurance: Internal Revenue Service. (n.d.). Retrieved from https://www.irs.gov/
government-entities/federal-state-local-governments/group-term-life-insurance.
2" 7
Gumutindo Coffee Co-operative Enterprises Ltd. (n.d.). Retrieved from http://
www.fairtrade.org.uk/Farmers-and-Workers/Coffee/Gumutindo-Coffee-Cooperative-
Enterprises-Ltd.
Hire and Manage Employees. (n.d.). Retrieved from https://www.sba.gov/business-guide/manage-
your-business/hire-manage-employees#section-header-6.
How Each Generation Shops in 2019. (2019, August 26). Retrieved October 7, 2019, from https://
salesfloor.net/blog/generations-shopping-habits/.
iContainers. (2017, September 15). Top 10 US ports - What you need to know about them. Retrieved
from https://www.icontainers.com/us/2017/05/16/top-10-us-ports/.
Industry Financial Report [311920] Coffee and Tea Manufacturing - ALL US. (n.d.). Retrieved from
https://report.bizminer.com/industry-financial-
profile-2/1762620/0a161e2ee51a8aec465f5a8c77e05965?format=HTML&academic=1.
Irby, L. T. (2019, June 25). How Long Does it Take a Payment to Post to Your Credit Card Account.
Retrieved from https://www.thebalance.com/how-long-does-it-take-a-credit-card-payment-to-
post-960266#targetText=It can take 1 to,and not in real time.
IRS. (n.d.). Group Term Life Insurance: Internal Revenue Service. Retrieved from https://
www.irs.gov/government-entities/federal-state-local-governments/group-term-life-insurance.
2" 8
IRS. (n.d.). Travel & Entertainment Expenses. Retrieved from https://www.irs.gov/pub/irs-regs/
travel_entertainment_faq_v1.pdf .
Kalix Tele24. (February 21, 2018). Have you ever been in touch with an online shop's customer
service? [Graph]. In Statista. Retrieved November 14, 2019, from https://www.statista.com/
statistics/828567/share-of-people-contacted-online-shop-customer-service-sweden/
Knapp, D. V. (2012, March 16). Has Dividend Growth Kept Up With Inflation? Retrieved from
https://seekingalpha.com/article/439171-has-dividend-growth-kept-up-with-inflation.
Kokemuller, N. (2017, November 21). What Are the Core Strengths That Are Critical for a Focused
Differentiation Strategy? Retrieved from https://smallbusiness.chron.com/core-strengths-
critical-focused-differentiation-strategy-50750.html.
Kraft Tin Tie Bags With Biodegradable Liner: Shop PaperMart.com. (n.d.). Retrieved from https://
www.papermart.com/p/kraft-tin-tie-bags-with-pla-lining/140933.
Lore, M. (2010, July 12). Texas State Labor Laws & Overtime Laws: State Labor Laws. Retrieved
from https://www.overtime-flsa.com/overtime-laws-texas/.
Media Releases. (n.d.). Retrieved from https://aon.mediaroom.com/news-releases?item=137752.
Mercadante, K., & Mercadante, K. (2019, May 27). 7 Most Popular Employer-Sponsored Retirement
Plans. Retrieved from https://investorjunkie.com/retirement/employer-sponsored-retirement-
plans/. 
2" 9
Millenials/Gen Z: online grocery shopping frequency U.S. 2019. (n.d.). Retrieved from https://
www.statista.com/statistics/1031917/online-grocery-shopping-frequency-millennials-gen-z-us/.
Nestlé. (2017, January). 2017 Nestlé Benefits. Retrieved from https://tbcdn.talentbrew.com/
company/1823/v2_0/img/2017 Nestle Benefits Guide.pdf.
Nestlé. (n.d.). Real Rewards at Nestlé USA. Retrieved from https://tbcdn.talentbrew.com/
company/1823/v1_0/docs/42555-Real-Rewards-brochure4.pdf.
Net30 Customer Order Form - Green Coffee Bean Importers: Copan Trade. (n.d.). Retrieved from
https://copantrade.com/net30-customer-order-form/.
Nielsen, C. O. K. D. K. (2017, March 15). Research: How Incentive Pay Affects Employee
Engagement, Satisfaction, and Trust. Retrieved from https://hbr.org/2017/03/research-how-
incentive-pay-affects-employee-engagement-satisfaction-and-trust.
Number of paid sick leave days in 2015 varies by length of service and establishment size. (2016,
January 13). Retrieved from https://www.bls.gov/opub/ted/2016/number-of-paid-sick-leave-
days-in-2015-varies-by-length-of-service-and-establishment-size.htm.
Operating a 401k Plan: Internal Revenue Service. (n.d.). Retrieved from https://www.irs.gov/
retirement-plans/operating-a-401k-plan.
"30
Pomerleau, K. (2018, December 12). US Corporate Income Tax Now More Competitive. Retrieved
from https://taxfoundation.org/us-corporate-income-tax-more-competitive/.
Population of the U.S. by sex and age 2018. (n.d.). Retrieved from https://www.statista.com/
statistics/241488/population-of-the-us-by-sex-and-age/.
Redbord, M. (2019, June 10). When (And How) To Scale Customer Support: Key Lessons Learned
From HubSpot's Growth. Retrieved from https://www.saleshacker.com/how-many-customer-
support-reps-do-you-need/.
Roasted to Perfection Since 1979. (n.d.). Retrieved from https://victorallen.com/.
Robinson Resource Group. (2015, October 16). Rewarding Your Employees: 15 Examples of
Successful Incentives in The Corporate World. Retrieved from https://rrgexec.com/rewarding-
your-employees-15-examples-of-successful-incentives-in-the-corporate-world/.
Rochester. (2019, January). Short-Term Disability. Retrieved from https://www.rochester.edu/
working/hr/leave/STD_faq.pdf.
Sage, E. (2017, August 10). What is the Shelf Life of Roasted Coffee? A Literature Review on
Coffee Staling. Retrieved from https://scanews.coffee/2012/02/15/what-is-the-shelf-life-of-
roasted-coffee-a-literature-review-on-coffee-staling/.
"31
Salary.com. (n.d.). Plant General Manager Salary in Houston, TX. Retrieved from https://
www.salary.com/research/salary/benchmark/plant-general-manager-salary/houston-tx.
Satterley, H. D. (2019, April 10). Small Business Tax Rate: 2019 Guide for Business Owners.
Retrieved from https://www.fundera.com/blog/small-business-tax-rate.
SBA. (2019). Hire and manage employees. Retrieved from https://www.sba.gov/business-guide/
manage-your-business/hire-manage-employees#section-header-6.
Schmid, G. (2019, August 16). 14 Business Startup Costs Business Owners Need to Know. Retrieved
from https://www.fundera.com/blog/business-startup-costs.
Scuncio, J. (2019, May 7). Millennial Spending Drives the Growth of The Subscription Economy.
Retrieved from https://www.zuora.com/2019/05/07/millennial-spending-drives-the-growth-of-
the-subscription-economy/.
Shareholder Information. (n.d.). Retrieved from https://www.cafedirect.co.uk/shareholder-
information/.
Shaulova, E., & Biagi, L. (n.d.). Online meal kit delivery services in the U.S. Retrieved from https://
www.statista.com/study/41244/online-meal-kit-delivery-services-in-the-us-statista-dossier.
Sign in with an OpenAthens account. (n.d.). Retrieved from https://www-statista-
com.eu1.proxy.openathens.net/statistics/250091/coffee-drinking-consumers-in-the-us-by-age-
group-2010/. 
"32
Social Security Administration. (n.d.). Cost-Of-Living Adjustment (COLA). Retrieved from https://
www.ssa.gov/oact/cola/colasummary.html.
Song, J. (2019, June 11). Average Small Business Loan Interest Rates in 2019: Comparing Top
Lenders. Retrieved from https://www.valuepenguin.com/average-small-business-loan-interest-
rates.
Starbucks – The Best Coffee and Espresso Drinks. (n.d.). Retrieved from https://
www.starbucks.com/.
Subscribe: Blue Bottle at Home: Blue Bottle Coffee. (n.d.). Retrieved from https://
bluebottlecoffee.com/at-home.
Subscription Box Report 2018 [PDF File]. (2019). Retrieved from https://hitwise.connexity.com/
rs/371-PLE-119/images/Subscription-Box-Report-2018.pdf ?aliId=13641128
Talkdesk. (2018). 2018 Talkdesk Contact Center KPI Benchmarking Report. Retrieved from
https://www.cnsg.com/wp-content/uploads/2018/08/report-2018-talkdesk-contact-center-kpi-
benchmarking.pdf.
Tax Information. (n.d.). Retrieved from https://fmx.cpa.texas.gov/fm/pubs/paypol/
tax_information/index.php?section=federal&page=federal.
"33
Texas State Labor Laws & Overtime Laws: State Labor Laws. (n.d.). Retrieved from https://
www.overtime-flsa.com/overtime-laws-texas/.
Texas Warehouses For Lease. (n.d.). Retrieved from https://www.loopnet.com/texas_warehouses-
for-lease/.
The best coffee you've ever made. (n.d.). Retrieved from https://www.mistobox.com/.
The Best Instant Coffee Made Amazing. (n.d.). Retrieved from https://www.suddencoffee.com/.
The Original Craft Coffee: Peet's Coffee. (n.d.). Retrieved from https://www.peets.com/.
U.S. Department of Labor. (n.d.). Compliance Assistance - Wages and the Fair Labor Standards Act
(FLSA). Retrieved from https://www.dol.gov/whd/flsa/.
U.S. MERIT SYSTEMS PROTECTION BOARD. (n.d.). Designing an Effective Pay for
Performance Compensation System. Retrieved from https://www.mspb.gov/MSPBSEARCH/
viewdocs.aspx?docnumber=224104&version=224323&application=ACROBAT.
U.S. online shoppers who have purchased online subscription services by type 2017 l Statistic. (n.d.).
Retrieved from https://www.statista.com/statistics/861475/online-shoppers-purchased-online-
subscription-services-by-subscription-type/.
U.S. Securities and Exchange Commission. (2019). Employer-Sponsored Plans. Retrieved from
https://www.investor.gov/introduction-investing/retirement-plans/employer-sponsored-plans. 
"34
U.S. Total Pay; Starbucks [PDF File]. (N.d.). Retrieved from http://assets.starbucks.com/assets/
71fbca55c23d4604a3e1d93fbec5365e.pdf
UC. (2019, January). 2019 A Complete Guide to Your UC Health and Welfare Benefits. Retrieved
from https://ucnet.universityofcalifornia.edu/forms/pdf/complete-health-benefits-guide-for-
employees.pdf.
UCA SAN JUAN. (n.d.). Retrieved from http://www.fairtrade.org.uk/Farmers-and-Workers/
Coffee/UCA-SAN-JUAN.
Ultimate Subscription Box Business Calculator. (n.d.). Retrieved from https://www.cratejoy.com/
sell/subscription-box-calculator/.
VHB. (n.d.). Employee Benefits. Retrieved from https://www.vhb.com/Documents/
Benefits_Brochure_PB_without Premiums.pdf .
VHT. (n.d.). Call Center Metrics - Average Calls/Service Requests Per Agent. Retrieved from
https://www.vhtcx.com/call-center-metrics/average-calls-service-requests-per-agent/.
Vulpen, E. van. (2019, September 11). 21 Employee Performance Metrics. Retrieved from https://
www.analyticsinhr.com/blog/employee-performance-metrics/.
"35
What Is an Ideal Payout Ratio? (n.d.). Retrieved from https://www.dividend.com/dividend-
education/what-is-an-ideal-payout-ratio/.
"36

Bios/Photos
Meet the team: Section 1, Team 6
My name is Tyler Caron and I am from Ashburn, Virginia. I am a Junior

Management major with a minor in Nonprofit Studies. I am currently an executive
member in two clubs at JMU, one being FBLA-PBL. In my free time, I enjoy
watching hanging out with my friends watching football.

I am Augusta Lotts from Vesuvius, Virginia. I am a current student enrolled in the
College of Business at James Madison University with an intended major in
Business Management. I am a member of the National Society of Leadership and
Success. My hobbies include hiking trails and farming in Fairfield, Virginia.

My name is Claire Shallow and I am from Chesterfield, Virginia. I’m a Junior at
James Madison University majoring in Management and minoring in Nonprofit
Studies. I am currently on the Hospitality Team and a Small Group Leader for
InterVarsity. In my free time, I like to go to coffee shops and spend time with
friends.

My name is Léna Weimerskirch and I am from Reston, Virginia. I am currently a
Junior enrolled at James Madison University majoring in Business Management.
My hobbies include volunteering and working with individuals who have learning
and physical disabilities; for leisure, I enjoy going to pet farms with my friends.

My name is Landyn Harris and I am from Danville, Virginia. I’m a junior at James
Madison University pursuing an Accounting major and Computer Information
Systems Minor. I am currently an exec member for BAP and a brother of PCT. I
enjoy going to the gym, hanging out with friends, and also hanging out with my
family since we moved up to the area four years ago.

I am Justin Repass and I come from Gainesville, Virginia. I am engaged in my
junior year at James Madison University where I intend to graduate with my
Bachelor Degree in Finance. My main extracurricular involvement is with the
campus ministry Cru. There I lead a small group bible study and organize events as
well as mentor freshmen. In my leisure time, I like playing guitar along with
meeting new people and trying new things.

37 25

Business Plan Final

Uploaded by

Copyright:

Available Formats

You might also like

Business Plan Final

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Business Plan Final

Uploaded by

Copyright:

Available Formats

Section 1

Business Name: Bean Belt Coffee

Management: General Manager, Business Description: Bean Belt Coffee

Financial Projections (Unaudited):

making our goal a reality.

cups, coffee mugs, chocolate-covered coffee beans, seasonal gifts, etc.

making the world a better place.

ethical considerations, customer relationships, and high profit margins.

One and Two due to us being a new business.

Salaries & Wages

$160,000 $143,950 $132,150 $126,410 $73,000 $13.66 $13.66 $15.79

Year 1 Year 2 Year 3 Year 4 Year 5

Social Security Tax Medicare Tax COLA

Year 1 Year 2 Year 3 Year 4 Year 5

Segment size (e.g. # Priority

Millennials are more likely to value ethically

Exhibit 6: Marketing Mix

For each major quality step

General and Administrative Expenses

Free Cash Flow (FCF) $ 458,295 $ 38,840 $ 1,786,022 $ 2,579,865 $ 2,391,169

Statement of Retained Earnings

Beginning Balance of Retained Earnings $0 -$817,714 $232,443 $3,176,945 $7,606,996

Net Income (Loss) -$817,714 $1,050,157 $5,353,640 $8,054,637 $7,477,779

Dividends to Stockholders $0 $0 -$2,409,138 -$3,624,587 -$3,365,000

Ending Retained Earnings -$817,714 $232,443 $3,176,945 $7,606,996 $11,719,774

Fixed (Long-Term) Assets

LIABILITIES AND STOCKHOLDERS' EQUITY

Changes in Current Liabilities

Cash Flow (For) From Investing Activities

Net Cash Flow (For) From Investing $ (34,100) $ -0 $ -0 $ -0 $ -0

Cash Flow From (For) Financing Activities

Net Change in Cash $ (496,753) $ 15,566 $ 715,479 $ 3,047,863 $ 3,623,066

Beginning Cash Balance $ -0 $ (496,753) $ (481,187) $ 234,292 $ 3,282,155

Net Change in Cash $ (496,753) $ 15,566 $ 715,479 $ 3,047,863 $ 3,623,066

Ending Cash Balance $ (496,753) $ (481,187) $ 234,292 $ 3,282,155 $ 6,905,221

an incentive to help us expand.

Bean Belt Coffee

Asset Management Ratios

companies in our industry.

borrow our money in one lump sum opposed to multiple years.

2018 Employee Benefits[PDF File]. (2019). Retrieved from https://www.shrm.org/hr-today/trends-

Affordable Care Act (ACA). (2018). Retrieved from https://www.employmentlawhandbook.com/

November 14, 2019, from https://www.statista.com/statistics/815526/customers-who-have-

2019, from https://www.marketingcharts.com/demographics-and-audiences/household-

length of service and establishment size. Retrieved from https://www.bls.gov/opub/ted/2016/

https://data.bls.gov/oes/#/indOcc/Multiple occupations for one industry.

STATES – MARCH 2019. Retrieved from https://www.bls.gov/news.release/pdf/ebs2.pdf.

for full-time employees. Retrieved from https://www.bls.gov/news.release/ebs.t05.htm.

Business Loan Calculator. (n.d.). Retrieved from https://www.amortization-calc.com/business-loan-

Centre. Retrieved from https://www.callcentrehelper.com/how-to-work-out-how-many-staff-

(n.d.). Retrieved 2019, from https://www.alibaba.com/product-detail/CHLB-China-supplier-

2017 [Graph]. In Statista. Retrieved November 14, 2019, from https://www.statista.com/

Coocafe. (n.d.). Retrieved from https://www.coocafe.com/?lang=en.

Crate Coffee. (n.d.). Retrieved from https://cratecoffee.com/.

Credit Card Sales. (n.d.). Retrieved from https://www.cliffsnotes.com/study-guides/accounting/

Type of Product. Retrieved from https://www.inc.com/melanie-curtin/73-percent-of-

Custom Mailer Boxes. (n.d.). Retrieved from https://www.uprinting.com/mailer-boxes.html?

Customer Service Representatives : Occupational Outlook Handbook: (n.d.). Retrieved from