Cash And Credit Cards Cash Or Credit Card - 965 Words

In today’s economy, cash or a credit card is needed to meet the basic human needs. It is an apparent fact that we need cash or credit cards to purchase items such as food, clothing, and to buy gas. Also, when you are out shopping and discover that you have used all the cash in your possession, it is then that you realize that the advantage of having a credit card. Furthermore, with cash, you are restricted to the amount in your wallet or purse; however, a credit card allows you to pay for your purchase at a later date. Both cash and credit cards can be useful when you manage them wisely. While cash and credit cards are similar in that they both are readily accessible, used for goods and services at the time of purchase, they are dissimilar because of theft, high- interest rates, identity theft. Both cash and credit cards are similar in that they both are easy to carry around, and are used to pay for goods and service at the time of purchase. When making a purchase using c ash, the items are paid for in full. Cash is acknowledged in every establishment such as department stores, food chains, grocery stories, as well as schools, and more. Moreover, using your money to pay monthly bills carries substantial benefits such as increasing your credit rating. When purchasing items with a credit card or cash, it permits you to pay for all your items in full. Equally, most credit cards are also widely accepted at various restaurants, universities, clothing stores, movieShow MoreRelatedCash Advances From Credit Card Essay2570 Words   |  11 PagesYou Withdraw Money from a Credit Card: Be Wise, Think Twice Description- Cash advances through credit cards rank as one of the most expensive things that an individual can do and therefore such advances should be considered the last resort. Credit cards serve as one of the most useful methods of managing ones monthly finances, getting cash back or rewards for their spending and spreading the cost of big payments. However, there are even some downsides of using credit cards. The biggest downside isRead MoreCredit Cards And Buying With Cash / Debit1980 Words   |  8 Pages Ditching the credit cards and buying with cash/debit Name: Institution: Course: Tutor: Date: â€Æ' Introduction The world is fast changing which can be attributed to the advent of technology. A few years, the advancements that are now being witnessed would be considered impossible. Technology has enabled changes to occur in the economy sector with the banking system coming up with systems that can help their customers enjoy more of their products and services (Ron, 2008). With this, the paper isRead MoreCash Versus Credit Cards Essay examples1143 Words   |  5 PagesCash versus Credit Cards Americans should handle their credit cards responsibly and should not become a part of that number of abusers. The Scott III (1999) website â€Å"The average Americans household has eight credit cards, which are used to charge almost $2 trillion in goods and services annually.† No one wants to be a part of the group of individuals who he or she can put his or herself at risk for acquiring a negative credit score, possible job rejections, rejections when trying to rent or leaseRead MoreAre Credit Cards More Convenient Than Cash?1019 Words   |  5 PagesAre Credit Cards More Convenient than Cash? Money is seen and used every day in the majority of countries around the world. The debate whether or not cash is better than credit is stronger than ever due to advancements in technology. So which one is better? The benefits of cash are that when used, one can physically see how much they are paying or earning. Credit cards are more convenient in terms catching theft; However both forms of money come in handy and are generally simple to track. Cash andRead MoreCredit Card Vs. Credit Cards886 Words   |  4 PagesIn today’s economy cash or a credit card is needed to meet the basic human need. It is a clear fact that we need cash or credit to purchase items such as food, clothing, to pay bills, as well as buy gas for our daily travels. However, when you are out shopping and discover that you have used all the cash in your possession, which is when we realize that the benefit of having a credit card is very beneficial. Although cash and credit cards are similar in that, th ey both are used to pay for goodsRead MoreSix Advantages and Disadvantages of Using Cash as a Form of Payment862 Words   |  4 Pagessix disadvantages of using cash as a form of payment A: Six advantages of using cash as a form of payment include: cash is the most common way of payment around the globe when compared to all other types of payment. As cash does not involve third-party action for its immediate conversion into other forms value. Cash requires no authorization for the person who carries it, thus it is convenient for those who desires small payment amounts to be used. The use of cash does not involve any transactionRead More Is Digital Cash Something To Fear? Essay1503 Words   |  7 PagesIs Digital Cash Something To Fear? I. INTRODUCTION In todays society, cash is quickly becoming obsolete. The vast majority of transactions can now be completed without cash. If a person has direct deposit, they can directly deposit their paycheck into their bank account. Using their home computer, that person can pay their monthly bills electronically by using a third-party bill paying system authorized by their bank. Credit cards, once reserved for major purchases, are now accepted at groceryRead MoreElectronic Commerce And Its Impact On The Internet And Cloud Computing Technologies1627 Words   |  7 Pagestransfer cash or payment information through credit cards and checks, however in early electronic payment systems, online payment services must add capabilities to process orders, accounts and receipts. As e-commerce has gradually grown, digital currency payment have become popularized. The technologies of credit cards, electronic tickets, electronic cash (e-cash), and other advanced payment services have realized the vision of electronic commerce. Credit cards, debit cards and prepaid cards currentlyRead MoreCredit Cards. Most Of Use Them. Most Of Us Don’T Use Them.1738 Words   |  7 PagesCredit cards. Most of use them. Most of us don’t use them. I personally have multiple credit cards and I use only credit cards for all of my daily purchases. And the reason why is because it is better than using cash and a debit card in almost every possible way. As a guy who lives with a frugal lifestyle, I often find myself baffled when people don’t use their credit cards often. It’s either cash or debit card, which is understandable, but not reasonable. I want to share my knowledge and experienceRead MoreThe Management Of Individual Finances1180 Words   |  5 Pages Part A (1) Allison’s cash flow statement Cash Flow Statement Cash Inflow 3000 Expenses Rent 750 Student loan repayment 200 Utilities 150 Food 300 Recreation 600 Car expenses 200 Clothing 150 Total cash outflow 2350 Less total cash outflow 2350 Net cash flow for the month 650 (2) Judy’s Cash flow statement Cash Flow Statement Cash inflow 3000 Less Total Cash outflow 4000 Net cash flow (1,000) Judy can either use a cash-based system or a credit card system to meet her financial

Amelia Free Essays

AMELIA ROGERS AT TASSANI COMMUNICATION TASSANI COMMUNICATIONS Tassani communication was found by sally Tassani in 1980. it was Chicago based company and started to provide advertising , public relations , direct marketing , sales promotions and graphic desing. Tassani communication was different from other traditional advertising agency. We will write a custom essay sample on Amelia or any similar topic only for you Order Now according to sally tasani ; advertising wasn’t more valuable than public relations , sals promotions or direct marketing . according to her it was just a true position in 1990s . n 1984 ,tassani communication recognized the fastest growing company in the united states . sally tassani hired jim paglia who had worked in a large companies and he was very experienced person . after he started to work attassani communication, he introduced eight step process. Both Sally Tassani and Jim paglia believed that the most profitable competitors maintained a balanced portfolio of accounts which is based on clienst. According to one executive person; sally and paglia were very smart ,bright and good at what they were doing. im paglia was very good to understand what clients need and sally was good at motivation and cares about business . sally was more maternal and wants to reward employees jim is tougher . according to this employee jim and sally was completely different in style but they have the same vision. Economic cris effected companies move. Tassani communication was forced logoff because of clients budgets when economy started to recover.. tassani communication’s goal was 25$ million billing to 35$ million in te next year . fter this move sally tassani and jim paglia divided their position in the company. sally tassani became ceo and president ,paglia as the executive vice president and chief operator. In economic depression in 1991 they had to let go many loyal employees . she described this situation that tassani communication reacted a part at which they needed people with a sophistication about their business. she thought that company needed people to manage their †¦. ORGANIZATIONAL STRUCTURE AND THE CREATIVE PROCESS Tassani communiation organized to be flat organization to support the integrated philosophy. Each department in the agency was operated as a separate profit center. How is the creative process: Creative process with clients would began ally Tassani or director brought account to the agency. Account director advises to creative director and creative director begin brain storming with the †¦. after all these process ideas goes to paglia and he choose the best one. How to cite Amelia, Papers

Service Quality Analysis of Dining Restaurant-Samples for Students

Question: Discuss about the service quality analysis of a fine dining restaurant. Answer: Introduction There are two types of business environment in which an organisation operates in, internal and external. Internal business environment are under the control of an organisation by the external business environments are not. Therefore as the company is devising its policies and strategies of management it should always keep in mind the changing dynamics of the external business environment. Service strategies of management include ways and means to improve the current service, incorporate relevant changes in order to keep an edge over the competitors, attention to customer service and customer requirement are some of the reason for organisations to keep the strategies evolving. This report will focus on the service management strategies adopted by the hospitality industry. The manufacturing and services sectors are similar yet different in many aspects, firstly customization and standardization is the most important difference. As the service industry is customizable the expectations o f the consumers are different from that of service sector organisation for example a beauty parlor or a restaurant (Goldstein, Johnston, Duffy Rao, 2002). In this report the management strategies of restaurants will be studied in order to evaluate the key service quality dimensions, analyze the present service management strategies and lastly provide some recommendations of changes in the future. About the company Al Dente is a chain of restaurants that has one flagship at the central business district where as four other in suburban locations. The restaurant offers the consumers with a range of food and beverage option that is sumptuous and mouth watering. The flagship restaurant has 60 seating arrangements and the restaurant is open for lunch and dinner. The restaurant features an open kitchen with a bar counter. It is a fine dining restaurant and the organisation has to keep up with the changing demands and requirements of the customers in order to keep up with the intense competition. As a fine dining restaurant the organisation has to pay attention to every detail and requirement of the customer apart from proving good food and good time. The organisation attracts a lot of tourist customers owing to the prime location of the restaurant. Corporate and working people are also common during the weekdays and in the weekends the restaurant expects families and couples. The organisation is prou d of their customer service and innovative rotational menu. The objectives of the restaurant are: To satisfy the customers with a unique fine dining experience To have a regular rate of table turnover Evaluation of the key service quality dimensions at the flagship restaurant Service quality in the service sector is the level of importance and focus the organisation devotes towards the needs and requirements of the consumers and the target market. It is also based on how the service is delivered to the customer. The quality parameter of the customers varies depending on the kind of service that the organisation has to offer. Service qualities can be broadly segmented in two divisions: technical quality, which is what the customers receive form the service that is offered by the organisation; and functional quality, it is the process by which the service is delivered to the end customers. Service providers are in constant quest of finding the evolved demand of the customers so that the quality of the service can improve (Goldstein, Johnston, Duffy Rao, 2002). The service gap model explains the difference in the expectation of the customers and the experience that they have. It is used to identify and measure the gaps in between customer expectation and experience SERVQUAL is a service quality framework that has been developed to measure the scale of quality in the service sector. There are five dimensions in this theory: responsiveness, assurance, tangibles, empathy and reliability. Al Dente is a popular chain of restaurants among the locals; the company has been serving fine dining to the customers at the flagship restaurants. Here is an analysis of the dimensions aforementioned based on the customer feedback that has been collected (Parasuraman, Zeithaml Berry, 1988). Responsiveness: In a fine dining restaurant the expectation of a customer is high, in terms of every aspect be it ambience, food, delivery service, behavior etc. There has been a clear issue of lack of communication among the team as the people have complained against the responsiveness of the staff even the gap in communication among the managers. This is a problem for a restaurant where the price that is being charged is high; people expect impeccable service and food. People have appreciated the staff but majority has acknowledged that the staff service could have been better. It is not as expected from a fine dining restaurant (Kang James, 2004). Assurance: behavior of the staff is also questionable; incidents have been identified where the people are not even well versed with the language spoken by the customer. There has been a clientele complaint against the mangers for not having any documents regarding the payments. Even after reservation people complain that they have to wait for an hour to get the table which completely dismisses the point of reserving. Therefore it can be said that this dimension of the quality is also absent from the services provided by the restaurant. Tangibles: The ambience, interior decoration as well as the food is average, the price of the food items and the quantity has been criticized by many customers. On the other hand, the quality of the food and the ambience has been appreciated by many. This dimension of the service quality is present in the restaurant service but the quality can be said to be is average than been good (Jun Palacios, 2016). Empathy: None of the customers have commented about the customer care service, but as motioned above the staff and the managers who are in direct contact with the customers have been criticized for their behavior and their service. It can be concluded that this aspect of quality is also absent from the services offered by the restaurant. Reliability: People have to wait in the queue for an hour even after reservation, on the other hand there has been positive response as well where the staff members have been said to be helpful. But majority of the people have complains against the staff and managers therefore it cannot be said to be even reliable. The only quality dimension that is presence on an average scale is tangibles, therefore the service quality of the restaurant can be deemed to be below average and the people who are in direct contact with the customers have to improve their communication skills and other related aspects of service in a restaurant to improve the service quality (Adil, Al Ghaswyneh Albkour, 2013). Issues identified at the flagship restaurant The issues that will be discussed are from the perspective of both the consumers as well as the employees of the organization. This is because the issues and grievances faced by the employees of the organisation impact the operations of the business and in turn on the quality of the services. Customers issues: Communication gap among the management Bad and irresponsible behavior form the staffs Issue with the high price and less quantity of food Poor service form the front of the house staff members (Gremler Gwinner, 2008) Employees grievances: The different teams in the restaurant do not communicate among themselves There is an internal conflict among the managers as well as among the management and the team The staff are underpaid The employees are overburdened and loaded with work There is no evident line of communication There are no recruitment criteria for the front of the house jobs There is little or no scope of skill development and learning in the process There is also a communication gap in between the staff members and the management team (Hemmington, 2007) Analysis of the effectiveness of the existing service management strategies As the restaurant is open for both lunch and dinner there are two different managers to look after the shifts, this is a good idea as it may be difficult for one person to keep track of the entire day (Dillard, Browning, Sitkin Sutcliffe, 2000). The restaurant has the table reservation facility which is important for a fine dining restaurant, people who visit a fine dining restaurant do not go only for the food, it is the overall experience of the place that counts. There is a rotational menu which offers a range of fusion food which mainly revolves around Italian and Modern Australian cuisine. The location of the flagship restaurant is in the central business district which attracts a lot of target customers as well as tourist which keeps the place busy and the revenues following. The restaurant focuses on the quality of the food and customer care as their priority as the management. In the service industry the role of the customer care plays an important role (Klidas, Van Den Berg Wilderom, 2007). Recommendation The management of the restaurant should first resolve the internal issues among the teams. A restaurant is a business enterprise where teamwork and compatibility with other teams should be encouraged and motivated. As pointed out by one of the employees there is no co-ordination among the team. The issues should be highlighted to the higher management and should be sorted before it starts impacting the business operation, the higher management should also keep an eye on all the employees (Wilkins, Merrilees Herington, 2007). The management must have a set of requirement while hiring for any position. Another issue that has been highlighted is the lack of qualification requirement while hiring people which make it difficult for other also to co-ordinate. The structure and the hierarchy of the organisation is not clear to the employees hence they do not understand who to go while facing any kind of problem in the work place. The duties and the responsibilities of the people should be clearly stated so that there is no case of miscommunication with the customers. The management should focus on customer satisfaction by improving their quality of food, the present workers should be given scope to lean and improve their skills so that the quality of their performance is improved (Bailly Ln, 2013). The front and the back of the house employees should be provided with guidelines and rules regarding their behavior with the customers as well as among the co-workers to ensure that the work environment is healthy (Bowen, 2016). The management should also employee more people so that the existing workers are not stress and overburdened with work. The focus of the management should be on the overall quality improvement of the service as the restaurant only had one dimension of service quality that is also average. Conclusion It can be concluded form the above discussion that the restaurant requires an internal change of strategies, the company can device changes from the feedbacks received from the customers as well as from the employees. The internal conflict among the employees is recognized as one of the major issues which have given rise to other problems. The company can employee the stated recommendations to eliminate the barriers in the service quality. Reference list: Adil, M., Al Ghaswyneh, O. F. M., Albkour, A. M. (2013). SERVQUAL and SERVPERF: A review of measures in services marketing research.Global Journal of Management And Business Research. Bailly, F., Ln, A. (2013). The personification of the service labour process and the rise of soft skills: A french case study.Employee Relations,35(1), 79-97. https://dx.doi.org/10.1108/01425451311279429 Bowen, D. E. (2016). The changing role of employees in service theory and practice: An interdisciplinary view.Human Resource Management Review,26(1), 4-13. https://doi.org/10.1016/j.hrmr.2015.09.002 Dillard, C., Browning, L. D., Sitkin, S. B., Sutcliffe, K. M. (2000). Impression management and the use of procedures at the Ritz?Carlton: Moral standards and dramaturgical discipline.Communication studies,51(4), 404-414. https://dx.doi.org/10.1080/10510970009388534 Goldstein, S. M., Johnston, R., Duffy, J., Rao, J. (2002). The service concept: the missing link in service design research?.Journal of Operations management,20(2), 121-134. DOI:10.1016/S0272-6963(01)00090-0 Gremler, D. D., Gwinner, K. P. (2008). Rapport-building behaviors used by retail employees.Journal of Retailing,84(3), 308-324. doi:10.1016/j.jretai.2008.07.001 Hemmington, N. (2007). From service to experience: Understanding and defining the hospitality business.The Service Industries Journal,27(6), 747-755. https://doi.org/10.1080/02642060701453221 Jun, M., Palacios, S. (2016). Examining the key dimensions of mobile banking service quality: An exploratory study.The International Journal of Bank Marketing,34(3), 307-326.https://doi.org/10.1108/IJBM-01-2015-0015 Kang, G. D., James, J. (2004). Service quality dimensions: an examination of Grnrooss service quality model.Managing Service Quality: An International Journal,14(4), 266-277. DOI 10.1108/09604520410546806 Klidas, A., Van Den Berg, P. T., Wilderom, C. P. (2007). Managing employee empowerment in luxury hotels in Europe.International Journal of Service Industry Management,18(1), 70-88. https://doi.org/10.1108/09564230710732902 Parasuraman, A., Zeithaml, V. A., Berry, L. L. (1988). Servqual: A multiple-item scale for measuring consumer perc.Journal of retailing,64(1), 12. Wilkins, H., Merrilees, B., Herington, C. (2007). Towards an understanding of total service quality in hotels.International Journal of Hospitality Management,26(4), 840-853. https://doi.org/10.1016/j.ijhm.2006.07.006

Senior Project Firefighting free essay sample

Firemen face different obstacles every day and have to be ready to jump right in with whatever the circumstance may be. Tactics such as how to use ventilation tools, the proper way to handle forest fires, and the basic prevention techniques to stay as safe and efficient as possible. Becoming a fireman is not cut out for someone who is not athletically gifted. It takes a strong person; both mentally and physically, do complete the drills that one must see every day. The equipment alone is all extremely heavy and powerful. There are many things that most people are unaware of when it comes to the basic characteristics of being a firefighter. Overview of Firefighting When the average person thinks of being a firefighter, they usually imagine cute Dalmatian dogs, loud sirens, heavy clothes, huge water hoses, poles to slide down, and giant ladders. Firefighting is a more complex job than people think because it has many characteristics that we do not think of. We will write a custom essay sample on Senior Project: Firefighting or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Aspects such as the various types of technology used, the different tactics you see on a day to day basis, the physical abilities one must be capable of, and the types of equipment used. It takes both physical and mental strength to get through a day of saving lives and fighting fires. This paper discusses the topics that examine why there is more to being a fireman than just loud sirens and huge water hoses. Today’s technology has played a huge role in the amount of lives saved these past years. Some people say that some technology today is even more intelligent than the human mind that created it. The firefighters have come up with a new device called the â€Å"Rotor Craft†. The Rotorcraft is a heavy duty helicopter used to put forest fires or very large fires out. It is basically a heavier-than-air flying machine that uses lift generated by wings, called rotor blades, that revolve around a mast. Several rotor blades mounted on a single mast are known as a rotor. The International Civil Aviation Organization defines a rotorcraft as supported in flight by the reactions of the air on one or more rotors. Rotorcrafts generally are aircrafts where one or more rotors are required to provide lift throughout the entire flight. Compound rotorcraft may also include additional thrust engines or propellers and static lifting surfaces. There are several different types of tactics and strategies used for firefighting. One of the first thing they do in order to complete their proper duties, are immediately stop what they are doing in an act of an emergency when they get a call. This is an important aspect that must be properly done because it is urgent that all the fire fighters get to the scene as fast as possible. Another important procedure that must be followed is being quick to change into the firefighter’s proper clothing. If this is not done in a fast amount of time, then someone’s life could be ticking away. Firemen also use many tools to help them complete their job on an everyday basis. There are ventilation masks that help to allow them to encounter situations where they can breathe properly without injuring their lungs. Once they are on scene, firefighters are each assigned various tasks. For example, the engineers would control the fire hoses while the captain directs all the other men to their own specific jobs. It is very important that everyone has their own jobs to complete so that various tasks are being completed at one time to insure quick outcomes. Forest fires are one of the larger jobs that a firefighter has to work on, and also the most dangerous. When one is fighting a forest fire, it is not known how that fire is going to react to the way you are fighting it. The wind, precipitation, and altitude has to do with how extreme a fire is. Bigger tools such as water helicopters, called rotorcraft’s, are used to help put out fires by dumping water or fire retardant chemicals from up above. Firemen also can put fires out faster by cutting down trees and digging trenches. This allows fire to have no place else to go and eventually puts itself out. Physical fitness is very important for firefighters, because if they were weak then they robably shouldn’t be a firefighter since there are so many tasks they perform that require them to have muscular strength and endurance. Firefighters go through a series of boot camps that help them prepare for the difficult job of saving lives. One must also be fearless of heights for fighting fires on tall buildings or bridges or some fore of architecture. A firefighter’s physical state also helps them with rigorous drills. The physical abilities of a firefighter can help with real life situations, for example; carrying operating tools, pulling hose lines, search and rescue missions, or pushing ceilings or walls down. There are a series of equipment a firefighter uses daily. To start off, they have very heavy duty saws in which they can cut through most things you would not think they could possibly cut through. There are also axes, which are also very heavy duty for the tasks they must perform. Sledge hammers are also used, to knock down walls and break down doors and clear paths. And of course, the hoses they use are very thick and high pressured to perform maximum distance, because the further the distance the hose can spray, the further away the firefighters have to be from the scene, and the more safe they are. Some other equipment would be things they wear. For instance, heat censored goggles that make it easier to find humans or animals in a smoke filled environment. Firefighting requires many different Special Forces. One special force would be airport fire fighters, whom are not just for emergencies. They take shifts operating fuel trucks and checking out aircraft fire hazards and making sure every plane is safe before its next departure. SCBA is a term used in this career that stands for self-contained breathing apparatus. SCBA can also be used for underwater emergencies as well, giving necessary oxygen when needed. There are also teams of firemen who complete special rescue missions who use their own specific technique to fight a fire based on their specific region. Hazardous Material Technicians are firemen who are sent to help in hazardous situations and who have had the proper education and training to deal with these sorts of extreme situations. Discussion The progression of technology and the different tactics that firemen face have both proven that firefighting is a more complex career than most people hink. There are objects such as rotor crafts and sensor detectors that help firemen do what needs to be done during their time of duty. In addition to technology and tactics backing up the fact that firefighting is a bigger job than most of us think, physical fitness and the various types of equipment, also go hand in hand with this statement. It is proven that without the proper physical fitness, the tactics needed to be done in this career, could not be done correctly if one is not physically fit. It takes a strong person both physically and mentally to complete all firefighting skills. The equipment used for firefighting situations can make or break an emergency. Without proper equipment, a fireman might not be able to enter a house full of smoke or break open a crushed car door. Firefighting is a more complex job because it takes more to get this job done than the average person thinks. If it were not for the many tools and equipment, technology, special tactics, and physical fitness, then our world would not have the help of fire fighters for today’s emergencies. Being a firefighter is not a career for everyone. Though it is an extremely rewarding job, it takes someone who is hard-working and committed, and who can go home with a smile on their face knowing they saved lives. There are many different positions in the fire department, so anyone would fit in with the firefighting business. References Knapp, Jerry. (2009). New Technology to Improve Firefighter Safety amp; Efficiency. Internet. http://www. fireengineering. com/articles/2009/03/new-technology-to-improve-firefighter-safety-efficiency. html Faulkenhan, Mark. (2011). Archives for Firefighting Strategy and Tactics. Internet. http://thecompanyofficer. com/tag/firefighting-strategy-and-tactics/ Duty, Michael. (2012). Airport Firefighting Jobs. Internet. http://www. ehow. com/about_4762712_airport-firefighter-jobs. html Hinckley, Michael. (2012). What Equipment Do Firefighters Use? Internet. http://www. ehow. com/about_4672931_what-equipment-do-firefighters-use. html Dunn, Vincent. (2005). 50 Ways Firefighters Live. Internet. http://vincentdunn. com/nj/50-Ways- Firefighters%20-Survive%20. pdf Quick, Victoria. (2010). A Safer Search: Mastering the Firefighter-oriented Search Method. Internet. http://my. firefighternation. com/profiles/blogs/a-safer-search-mastering-the Locke, Jessica. (2011). No Second Chance for 9/11 FDNY Firefighters. Internet. http://firefightersfund. blogspot. com/ Richards-Gustafson, Flora. (2010). Types of Firefighting Jobs. Internet. http://www. ehow. com/info_8140613_types-firefighter-jobs. html Prziborowski, Steve. (2010). Becoming A Firefighter: 10 Must-do Things. Internet. http://www. firerescue1. com/fire-jobs-search/articles/755562-becoming-a-firefighter-10-must-do-things/

Gun Rights Under President Bill Clinton

Gun Rights Under President Bill Clinton The administration of President Bill Clinton represented a significant shift in Democratic presidential politics in the United States. Clinton, an Arkansas governor who defeated Republican George H.W. Bush in the 1992 election, became the first Democratic presidential candidate to campaign on promises of stricter gun laws. With the exception of Lyndon B. Johnson, who made gun control a focal point of his administration upon assuming the presidency after President John F. Kennedy was assassinated, gun politics had not been a central part of any presidential administration. In what might have been gun control advocates’ brightest hour on the federal stage, Clinton lobbied for two major pieces of gun control legislation and used his executive authority to usher in additional gun control measures in what was viewed as a major setback for gun rights. The Brady Bill The Brady Bill, which made it more difficult to purchase a handgun, was a hallmark of the Clinton presidency. First introduced in 1987, the Brady Bill was named for President Ronald Reagan’s press secretary, John Brady, who was wounded in an attempt to assassinate Reagan in 1981. Brady’s wife, Sarah Brady, became a major proponent of gun control legislation following the assassination attempt, which left her husband partially but permanently paralyzed. Despite the backing of Reagan, various versions of the Brady Bill did not come seriously close to passing until the Bush administration, when Bush vetoed a version of the legislation passed by Congress. After defeating Bush in 1992, Clinton lobbied the House and Senate to send the bill back to the White House again. Congress obliged, and Clinton signed the Brady Bill into law on Nov. 30, 1993, less than one year into his presidency. The bill created a mandatory five-day waiting period after handgun purchases and required local law enforcement to run background checks on purchasers. Assault Weapons Ban Emboldened by the success of the Brady Bill, Clinton next turned his sights on an assault weapons ban, another gun control battle that had been simmering since the mid-1980s. By late summer in 1994, legislation enacting such a ban was making serious headway in Congress. On Sept. 13, 1994, Clinton signed the Assault Weapons Ban into law as part of the 1994 Crime Bill. Targeting semi-automatic weapons bearing characteristics of military guns, the AWB banned a wide range of weapons, such as the AK-47 and the AR series of rifles. Among guns outlawed by the AWB were any that included two or more of a list of characteristics ranging from telescoping stocks to bayonet mounts. Executive Measures While a Republican takeover of the House of Representatives in the 1994 midterm election hampered efforts by the Clinton White House to usher in more gun control measures, Clinton turned to his executive powers several times during his second term to tighten down on gun ownership. One such measure was an order banning the importation of more than four dozen makes of assault weapons, such as variations of the AK-47. The order, signed in 1998, targeted the importation of guns that were not subjected to the 1994 Assault Weapons Ban. Another measure was an order in the eleventh hour of Clinton’s presidency banning the importation of certain makes of so-called â€Å"assault pistols,† such as Uzis, and requiring firearms dealers to submit to fingerprinting and background checks. Finally, the White House reached a deal with firearms giant Smith Wesson in which Clinton promised an end to civil lawsuits against the gun manufacturer in exchange for Smith Wesson outfitting its guns with trigger locks and agreeing to implement â€Å"smart gun† technology within two years. Gun Crackdowns Rendered Toothless While the National Rifle Association and most American gun owners lamented the gun policies of the Clinton administration, time and the courts have rendered most of those stricter gun measures ineffective. Parts of the Brady Bill were struck down as unconstitutional by the U.S. Supreme Court in 2007 (although the five-day wait would have been rendered a moot point with the establishment of a national instant background check system, which soon followed). The Assault Weapons Ban was allowed to expire in 2004 when Congress failed to take up legislation that would have extended the ban or made it permanent, and Clinton’s predecessor, George W. Bush, did not lobby for the extension. And a combination of new ownership at Smith Wesson and a Bush administration crackdown on lawsuits aimed at gun manufacturers ultimately crippled the Clinton administration’s agreement with Smith Wesson, as the gun-maker backed out of most of the agreement’s provisions, including a pledge to invest in smart gun technology. The Clinton administration’s only lasting impact on gun rights are the lack of certain imports of foreign semiautomatic rifles and background checks for handgun purchases. Ironically, it was those early victories that had lost much of their effectiveness within 10 years that prevented Clinton from pushing through what might have been longer-lasting gun control measures during his second term. The Brady Bill and Assault Weapons Ban were blamed for the defeat of several Democrats who voted for them as Republicans took control of the House in 1994. As a result, Clinton’s gun control priorities in the latter years of his presidency were never able to meet the muster of Republican opposition. Among them were requirements for child trigger locks, a three-day waiting period for gun show purchases and high capacity magazine bans.

Business Plan Bar & Grill Essay Example for Free

Business Plan Bar & Grill Essay Asset (205) , Expense (23) company About StudyMoose Contact Careers Help Center Donate a Paper Legal Terms & Conditions Privacy Policy Complaints This is a business plan. It does not imply an offering of securities. 1.0 Executive Summary1 Chart: Highlights2 1.1 Objectives2 1.2 Mission2 1.3 Keys to Success2 2.0 Company Summary3 2.1 Company Ownership3 2.2 Start-up Summary4 Table: Start-up4 3.0 Products and Services5 4.0 Market Analysis Summary6 4.1 Market Segmentation6 Table: Market Analysis7 Chart: Market Analysis (Pie)7 4.2 Target Market Segment Strategy7 4.3 Service Business Analysis8 4.3.1 Competition and Buying Patterns9 5.0 Web Plan Summary9 5.1 Website Marketing Strategy9 5.2 Development Requirements9 6.0 Strategy and Implementation Summary9 6.1 SWOT Analysis10 6.1.1 Strengths10 6.1.2 Weaknesses10 6.1.3 Opportunities10 6.1.4 Threats10 6.2 Competitive Edge10 6.3 Marketing Strategy11 6.4 Sales Strategy11 6.4.1 Sales Forecast12 Table: Sales Forecast12 Chart: Sales Monthly13 Chart: Sales by Year13 6.5 Milestones14 Table: Milestones14 7.0 Management Summary14 7.1 Personnel Plan14 Table: Personnel15 8.0 Financial Plan15 8.1 Start-up Funding16 Table: Start-up Funding16 8.2 Important Assumptions17 8.3 Break-even Analysis17 Table: Break-even Analysis17 Chart: Break-even Analysis17 8.4 Projected Profit and Loss18 Table: Profit and Loss18 Chart: Profit Monthly19 Chart: Profit Yearly19 Chart: Gross Margin Monthly20 Chart: Gross Margin Yearly20 8.5 Projected Cash Flow21 Table: Cash Flow21 Chart: Cash22 8.6 Projected Balance Sheet23 Table: Balance Sheet23 8.7 Business Ratios25 Table: Ratios25 Table: Sales Forecast1 Table: Personnel1 Table: Profit and Loss2 Table: Cash Flow3 Table: Balance Sheet5 1.0 Executive Summary [Company Name] Contact: [Name] Direct Phone: XXX-XXX-XXXX Address: [Address] [City, State ZIP] Email: [Email Address] Introduction The long-term goal of [Company Name] is to serve quality food, have outstanding customer service and run and maintain a cost efficient base without sacrificing quality. [Company Name]serves high quality food and beverages in an inviting and friendly atmosphere at reasonable prices. [Company Name] is expanding its exposure through effective marketing as well as introducing the area to market segments that have not yet discovered the Company. Location [Company Name]is headquartered in Dwight, North Dakota which is located in Dickey County. The [Company Name] will be located on the site of the original [Company Name], which was built in 1961. This location is a landmark that sets on Highway 1 and 11 along the James River. The [Company Name] is nested nicely near the South Dakota border between Ellendale and Oakes, ND. The Company [Company Name]is a steakhouse concept which will offer a comfortable, friendly atmosphere. The Company’s owner is [Name], who established the restaurant as a Limited Liability Corporation. [Name] has 15 years of industry experience as a bartender and 8 years of experience as a cook. [Company Name] will be open 5 days per week. Serving dinner Tuesday-Wednesday from 5:00 pm to 10:00 pm; on Thursday – Saturday dinner served from 5:00 pm to 11:00 pm. Furthermore, the restaurant will be open one (1) Sunday a month on trial basis. Lunch will be served from 11:00 am to 2:00 pm. The restaurant will also be set-up as an all you can eat buffet style restaurant. Our Services [Company Name]’s menu will feature char broiled steaks, chicken, shrimp, burgers and a variety of basket foods along with occasional weekend specials of prime rib and barbecued ribs. Beverages will include various beers, cocktails and non-alcoholic beverages. The Market [Company Name] will focus on local residents and anyone passing by who wants to enjoy a good meal in a comfortable, friendly, down home atmosphere. [Company Name]’s market segmentation scheme is fairly straightforward and focuses on the target market, Dickey County, North Dakota residents. These customers prefer certain services and quality of food and it’s the Company’s duty to deliver on their expectations. Financial Considerations The current financial plan for [Company Name] is to obtain grant funding in the amount of $350,000. The grant will be used to get acquisition of the property, contents and rights to the business. [Company Name]has three main objectives: †¢ To serve quality food. †¢ To have outstanding customer service. †¢ To run and maintain a cost efficient base without sacrificing quality. [Company Name]’s mission is to serve high quality food and beverages in an inviting and friendly atmosphere at reasonable prices. [Company Name]’s keys to success are location, quality service and delicious food. [Company Name]is headquartered in Dwight, North Dakota Contact: [Name] Direct Phone: XXX-XXX-XXXX Address: [Address] [City, State ZIP] Email: [Email Address] The [Company Name] is located in Dwight, North Dakota, which is one mile west of the city Ludden in Dickey County. The Company is a start-up restaurant, owned by [Name], who has 15 years of industry experience as a bartender and 8 years of experience as a cook. Additionally, [Name] has 10 years of experience as an Administrative Assistant. [Company Name]is a steakhouse concept which will offer a comfortable, friendly atmosphere. The menu will feature char broiled steaks, chicken, shrimp, burgers and a variety of basket foods along with occasional weekend specials of prime rib and barbecued ribs. Beverages will include various beers, cocktails and non-alcoholic beverages. The [Company Name] will be located on the site of the original [Company Name], which was built in 1961. This location is a landmark that sets on Highway 1 and 11 along the James River. The [Company Name] is nested nicely near the South Dakota border between Ellendale and Oakes, ND. [Company Name]will be open 5 days per week. Serving dinner Tuesday-Wednesday from 5:00 pm to 10:00 pm; on Thursday – Saturday dinner served from 5:00 pm to 11:00 pm. Furthermore, the restaurant will be open one (1) Sunday a month on trial basis. Lunch will be served from 11:00 am to 2:00 pm. The restaurant will also be set-up as an all you can eat buffet style restaurant. [Company Name]will be closed on New Year’s Day, Thanksgiving Day and Christmas Day. The lounge will be open Tuesday – Saturday from 5:00 pm to 1:00 am. The rest of business structure has not been identified as of date. There will be an attorney and accountant determined at a later date. [Company Name]is a Limited Liability Corporation. The owner of the start-up restaurant is [Name], who has 100% ownership of the business. The following table and chart shows the start-up costs for [Company Name], LLC |Start-up | | | | | |Requirements | | | | | |Start-up Expenses | | |Software (Cost/Inventory Control) |$500 | |Liquor/Food License (State/County) |$1,800 | |Inspections |$1,000 | |Supplies |$2,500 | |Utilities Deposit |$1,500 | |Legal & Accounting fees |$5,000 | |Propane Tank & 1st Fill |$3,000 | |Total Start-up Expenses |$15,300 | | | | |Start-up Assets | | |Cash Required |$0 | |Start-up Inventory |$26,000 | |Other Current Assets |$30,950 | |Long-term Assets |$329,800 | |Total Assets |$386,750 | | | | |Total Requirements |$402,050 | [Company Name]is a comfortable, inviting restaurant designed to make its customers feel at home. The dining side has a sizzling 48†³ gas powered grill and char boiler which will make all steaks to perfection. The following meals come with the customer’s choice of potato, baked, hash brown or fries. Meals also include a trip to the full salad bar! All steaks are hand cut daily and charbroiled to perfection. Steaks Choice Sirloin 10 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $13.75 House Sirloin 8 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $12.50 Petite Sirloin 6 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $9.75 Beef Tips-grilled or hand dipped in batter-deep fried†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $12.50 Rib eye 12 oz†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $16.25 Rib eye 10 oz †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $14.75 Steak and Shrimp 6 oz sirloin steak with three deep fried shrimp †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.50 Seafood Walleye dipped in batter and deep fried †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.75 4 Jumbo shrimp served with tater sauce or red sauce†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $13.50 Cod (Torsk)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $11.50 Chicken  ¼ pc dinner†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $11.50  ½ pc dinner†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $13.50 Baskets All baskets served with fries or onion rings. Burgers are  ½ lb handmade served on toasted bun. Hamburger basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $7.50 Cheese burger basket†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $7.75 Burger basket served w/cheese, lettuce, onion, tomato†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.50 Chicken Strip (4 pc) basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.75 Chicken Drummies (6) basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $8.75 Breaded Tip basket †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $9.25 Appetizer Platter Chicken drummies, Onion rings, Cheese sticks, Mushrooms, Mini Egg Rolls. Served with Ranch Dressing†¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $15.25 Beverages Coffee †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.00 Tea †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.00 Soda†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $1.50 Milk†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $1.50 The U.S. restaurant industry, which consist of fast food, casual dining and upscale chains, is facing its toughest stretch in three decades. This is due to declining guest traffic, declining average check, and a decline in sales. To survive, restaurant operators will need to balance incentives and discounts with added value and brand enhancement. Steak restaurants comprise less than 5% of the total restaurant market. Service oriented steak houses have room to grow. Meat and potatoes are still what Americans want, and they want it with good service. [Company Name]will focus on local residents and anyone passing by who wants to enjoy a good meal in a comfortable, friendly, down home atmosphere. [Company Name] intends to cater to a wide group of people. The Company wants everyone to feel welcome and relaxed in a friendly atmosphere with a large menu selection. It is its goal to have the â€Å"most tender, tastiest steaks† in the area. [Company Name]has the services necessary to flourish within this industry. By delivering superior customer service, offering affordable prices and developing an outstanding reputation, [Company Name]’s potential is excellent. Individuals going out to spend good money on meals or beverages want a variety of items to choose from. Additionally, these individuals want to dine at an establishment with consistent business hours. [Company Name]will be more than willing to offer that to all customers who walk into the business. The Company wants to create an environment that is fun, friendly and comfortable with prices that are very competitive. Customers are the first priority. [Company Name]’s market segmentation scheme is fairly straightforward and focuses on the target market, Dickey County, North Dakota residents. These customers prefer certain services and quality of food and its Company’s duty to deliver on their expectations. The information contained in the market analysis table, displays [Company Name]’s main markets. All of [Company Name]’s clients will benefit from its delicious food, atmosphere and exceptional customer service. |Market Analysis | | | | | | Year 1 | Year 2 | Year 3 | |Sales | | | | |Food |$259,480 |$275,049 |$291,552 | |Dining Beverage |$14,400 |$15,264 |$16,180 | |Bar Beverage |$30,928 |$32,784 |$34,751 | |Total Sales |$304,808 |$323,096 |$342,482 | | | | | | |Direct Cost of Sales | Year 1 | Year 2 | Year 3 | |Food |$90,800 |$96,248 |$102,023 | |Dining Beverage |$1,440 |$1,526 |$1,618 | |Bar Beverage |$9,588 |$10,163 |$10,773 | |Subtotal Direct Cost of Sales |$101,828 |$107,938 |$114,414 | In order to achieve the growth and marketing goals that have been outline in this business plan, [Company Name]has deadlines to meet and ideas to implement. Some of these are outlined below: 1. Obtain grant funding in the amount of $350,000 to improve business 2. Acquisition of the property, contents and rights to the business |Milestones | | | | | | Year 1 | Year 2 | Year 3 | |Owner/Manager |$33,600 |$34,272 |$34,957 | |Head Cook |$16,800 |$17,136 |$17,479 | |Asst. Cook |$7,776 |$7,932 |$8,090 | |Head Waiter |$12,180 |$12,424 |$12,672 | |Waiters |$13,080 |$13,342 |$13,608 | |Bartenders |$8,352 |$8,519 |$8,689 | |Dishwashers |$6,264 |$6,389 |$6,517 | |Total People |14 |14 |14 | | | | | | |Total Payroll |$98,052 |$100,013 |$102,013 | The current financial plan for [Company Name]is to obtain grant funding in the amount of $350,000. The grant will be used to get acquisition of the property, contents and rights to the business. The following sections of this plan will serve to describe [Company Name]’s financial plan in more detail: †¢ General Assumptions †¢ Break-even Analysis †¢ Profit and Loss †¢ Cash Flow †¢ Balance [Company Name]’s start-up costs are detailed in the Start-up Table. The following table shows how these start-up costs will be funded. |Start-up Funding | | |Start-up Expenses to Fund |$15,300 | |Start-up Assets to Fund |$386,750 | |Total Funding Required |$402,050 | | | | |Assets | | |Non-cash Assets from Start-up |$386,750 | |Cash Requirements from Start-up |$0 | |Additional Cash Raised |$0 | |Cash Balance on Starting Date |$0 | |Total Assets |$386,750 | | | | | | | |Liabilities and Capital | | | | | |Liabilities | | |Current Borrowing |$0 | |Long-term Liabilities |$0 | |Accounts Payable (Outstanding Bills) |$0 | |Other Current Liabilities (interest-free) |$0 | |Total Liabilities |$0 | | | | |Capital | | | | | |Planned Investment | | |Owner |$10,000 | |Outside Financing |$350,000 | |Additional Investment Requirement |$42,050 | |Total Planned Investment |$402,050 | | | | |Loss at Start-up (Start-up Expenses) |($15,300) | |Total Capital |$386,750 | | | | | | | |Total Capital and Liabilities |$386,750 | | | | |Total Funding |$402,050 | The table below presents the assumptions used in the financial calculations of this business plan. The average percent variable cost is estimated to be 33%. The estimated monthly fixed cost is $13,705. For the break-even analysis, the monthly revenue needed to break-even is $20,581. The break-even analysis has been calculated on the â€Å"burn rate† of the Company. [Company Name]feels that this gives the investor a more accurate picture of the actual risk of the venture. |Break-even Analysis | | | | | |Monthly Revenue Break-even |$20,581 | | | | |Assumptions: | | |Average Percent Variable Cost |33% | |Estimated Monthly Fixed Cost |$13,705 | [Company Name]’s Pro Forma Profit and Loss statement was constructed from a conservative point-of-view, and is based in large part on past performance. The income for Year 1, Year 2 and Year 3 are $304,808, $323,096 and $342,482, respectively. The net profit for the same period is $26,961, $36,035 and $42,838, respectively. The percentages of the net profit sales for this period were 8.85%, 11.15% and 12.51%, respectively. Once the Company receives grant funding to add the new assets, the depreciation of the building will be over a 20 year period, while the equipment will be depreciated over a 7 year period. |Pro Forma Profit and Loss | | | | | | Year 1 | Year 2 | Year 3 | |Sales |$304,808 |$323,096 |$342,482 | |Direct Cost of Sales |$101,828 |$107,938 |$114,414 | |Other Costs of Sales |$0 |$0 |$0 | |Total Cost of Sales |$101,828 |$107,938 |$114,414 | | | | | | |Gross Margin |$202,980 |$215,159 |$228,068 | |Gross Margin % |66.59% |66.59% |66.59% | | | | | | |Expenses | | | | |Payroll |$98,052 |$100,013 |$102,013 | |Marketing/Promotion |$6,250 |$6,438 |$6,631 | |Depreciation |$12,045 |$13,143 |$13,143 | |Supplies |$600 |$618 |$637 | |Utilities |$8,400 |$8,652 |$8,912 | |Insurance |$5,004 |$5,004 |$5,004 | |Maintenance |$1,200 |$1,236 |$1,273 | |Office Expense |$1,800 |$1,854 |$1,910 | |Payroll Taxes |$9,805 |$10,001 |$10,201 | |Phone/TV/Internet |$1,800 |$1,854 |$1,910 | |Propane |$12,000 |$12,360 |$12,731 | |Property Tax |$2,508 |$2,508 |$2,508 | |Acct & Legal |$5,000 |$0 |$0 | | | | | | |Total Operating Expenses |$164,464 |$163,681 |$166,871 | | | | | | |Profit Before Interest and Taxes |$38,516 |$51,478 |$61,197 | |EBITDA |$50,561 |$64,621 |$74,340 | | Interest Expense |$0 |$0 |$0 | | Taxes Incurred |$11,555 |$15,443 |$18,359 | | | | | | |Net Profit |$26,961 |$36,035 |$42,838 | |Net Profit/Sales |8.85% |11.15% |12.51% | [Company Name] is a start-up Company that has applied for a grant of $350,000. The Company forecasts that it will receive funding in the month of October. During this period, the Company will get acquisition of the property, contents and rights to the business. The following table displays [Company Name]’s cash flow, and the chart illustrates monthly cash flow in the first year. Monthly cash flow projections are also included in the appendix. |Pro Forma Cash Flow | | | | | | Year 1 | Year 2 | Year 3 | |Cash Received | | | | | | | | | |Cash from Operations | | | | |Cash Sales |$304,808 |$323,096 |$342,482 | |Subtotal Cash from Operations |$304,808 |$323,096 |$342,482 | | | | | | |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 |$350,000 |$0 |$0 | |Subtotal Cash Received |$654,808 |$323,096 |$342,482 | | | | | | |Expenditures | Year 1 | Year 2 | Year 3 | | | | | | |Expenditures from Operations | | | | |Cash Spending |$98,052 |$100,013 |$102,013 | |Bill Payments |$136,504 |$176,166 |$184,277 | |Subtotal Spent on Operations |$234,556 |$276,179 |$286,291 | | | | | | |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 |$234,556 |$276,179 |$286,291 | | | | | | |Net Cash Flow |$420,252 |$46,917 |$56,192 | |Cash Balance |$420,252 |$467,170 |$523,361 | [Company Name]’s net worth is $763,711, $799,746 and $842,583, for Year 1, Year 2 and Year 3, respectively. |Pro Forma Balance Sheet | | | | | | Year 1 | Year 2 | Year 3 | |Assets | | | | | | | | | |Current Assets | | | | |Cash |$420,252 |$467,170 |$523,361 | |Inventory |$10,924 |$11,342 |$12,023 | |Other Current Assets |$30,950 |$30,950 |$30,950 | |Total Current Assets |$462,126 |$509,462 |$566,334 | | | | | | |Long-term Assets | | | | |Long-term Assets |$329,800 |$329,800 |$329,800 | |Accumulated Depreciation |$12,045 |$25,188 |$38,331 | |Total Long-term Assets |$317,755 |$304,612 |$291,469 | |Total Assets |$779,881 |$814,074 |$857,803 | | | | | | Table: Balance Sheet (Continued) |Liabilities and Capital | Year 1 | Year 2 | Year 3 | | | | | | |Current Liabilities | | | | |Accounts Payable |$16,170 |$14,328 |$15,219 | |Current Borrowing |$0 |$0 |$0 | |Other Current Liabilities |$0 |$0 |$0 | |Subtotal Current Liabilities |$16,170 |$14,328 |$15,219 | | | | | | |Long-term Liabilities |$0 |$0 |$0 | |Total Liabilities |$16,170 |$14,328 |$15,219 | | | | | | |Paid-in Capital |$752,050 |$752,050 |$752,050 | |Retained Earnings |($15,300) |$11,661 |$47,696 | |Earnings |$26,961 |$36,035 |$42,838 | |Total Capital |$763,711 |$799,746 |$842,583 | |Total Liabilities and Capital |$779,881 |$814,074 |$857,803 | | | | | | |Net Worth |$763,711 |$799,746 |$842,583 | The table below presents ratios from the full-service restaurant markets as a reference. |Ratio Analysis | | | | | | | Year 1 | Year 2 | Year 3 |Industry Profile | |Sales Growth |n.a. |6.00% |6.00% |1.65% | | | | | | | |Percent of Total Assets | | | | | |Inventory |1.40% |1.39% |1.40% |6.34% | |Other Current Assets |3.97% |3.80% |3.61% |43.25% | |Total Current Assets |59.26% |62.58% |66.02% |53.12% | |Long-term Assets |40.74% |37.42% |33.98% |46.88% | |Total Assets |100.00% |100.00% |100.00% |100.00% | | | | | | | |Current Liabilities |2.07% |1.76% |1.77% |25.40% | |Long-term Liabilities |0.00% |0.00% |0.00% |73.91% | |Total Liabilities |2.07% |1.76% |1.77% |99.31% | |Net Worth |97.93% |98.24% |98.23% |0.69% | | | | | | | |Percent of Sales | | | | | |Sales |100.00% |100.00% |100.00% |100.00% | |Gross Margin |66.59% |66.59% |66.59% |58.06% | |Selling, General & Administrative Expenses |57.75% |55.44% |54.08% |23.02% | |Advertising Expenses |2.05% |1.99% |1.94% |1.74% | |Profit Before Interest and Taxes |12.64% |15.93% |17.87% |6.52% | | | | | | | |Main Ratios | | | | | |Current |28.58 |35.56 |37.21 |1.25 | |Quick |27.90 |34.77 |36.42 |1.00 | |Total Debt to Total Assets |2.07% |1.76% |1.77% |99.31% | |Pre-tax Return on Net Worth |5.04% |6.44% |7.26% |4325.19% | |Pre-tax Return on Assets |4.94% |6.32% |7.13% |29.65% | | | | | | | Table: Ratios (Continued) |Additional Ratios | Year 1 | Year 2 | Year 3 | | |Net Profit Margin |8.85% |11.15% |12.51% |n.a | |Return on Equity |3.53% |4.51% |5.08% |n.a | | | | | | | |Activity Ratios | | | | | |Inventory Turnover |10.09 |9.70 |9.79 |n.a | |Accounts Payable Turnover |9.44 |12.17 |12.17 |n.a | |Payment Days |27 |32 |29 |n.a | |Total Asset Turnover |0.39 |0.40 |0.40 |n.a | | | | | | | |Debt Ratios | | | | | |Debt to Net Worth |0.02 |0.02 |0.02 |n.a | |Current Lab. to Liab. |1.00 |1.00 |1.00 |n.a | | | | | | | |Liquidity Ratios | | | | | |Net Working Capital |$445,956 |$495,134 |$551,114 |n.a | |Interest Coverage |0.00 |0.00 |0.00 |n.a | | | | | | | |Additional Ratios | | | | | |Assets to Sales |2.56 |2.52 |2.50 |n.a | |Current Debt/Total Assets |2% |2% |2% |n.a | |Acid Test |27.90 |34.77 |36.42 |n.a | |Sales/Net Worth |0.40 |0.40 |0.41 |n.a | |Dividend Payout | 0.00 |0.00 |0.00 |n.a | Sales Forecast Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12SalesFood$19,346 $19,733 $20,128 $20,531 $20,942 $21,361 $21,788 $22,224 $22,668 $23,121 $23,583 $24,055 Dining Beverage$1,000 $1,102 $1,124 $1,146 $1,169 $1,192 $1,216 $1,240 $1,265 $1,290 $1,316 $1,340 Bar Beverage$2,306 $2,352 $2,399 $2,447 $2,496 $2,546 $2,597 $2,649 $2,702 $2,756 $2,811 $2,867 Total Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Direct Cost of Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Food$5,705 $5,990 $6,290 $6,604 $6,934 $7,281 $7,645 $8,027 $8,428 $8,849 $9,291 $9,756 Dining Beverage$102 $105 $108 $111 $114 $117 $121 $125 $129 $133 $136 $139 Bar Beverage$602 $639 $664 $697 $732 $769 $807 $847 $889 $933 $980 $1,029 Subtotal Direct Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924  Table: Personnel Personnel Plan Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Owner/Manager$2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 Head Cook$1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 Asst. Cook$648 $648 $648 $648 $648 $648 $648 $648 $648 $648 $648 $648 Head Waiter$1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 $1,015 Waiters$1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 $1,090 Bartenders$696 $696 $696 $696 $696 $696 $696 $696 $696 $696 $696 $696 Dishwashers$522 $522 $522 $522 $522 $522 $522 $522 $522 $522 $522 $522 Total People14 14 14 14 14 14 14 14 14 14 14 14 Total Payroll$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171  Table: Profit and Loss Pro Forma Profit and Loss Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Direct Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Other Costs of Sales$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Cost of Sales$6,409 $6,734 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Gross Margin$16,243 $16,453 $16,589 $16,712 $16,827 $16,932 $17,028 $17,114 $17,189 $17,252 $17,303 $17,338 Gross Margin %71.71% 70.96% 70.14% 69.28% 68.38% 67.46% 66.51% 65.54% 64.54% 63.50% 62.44% 61.35% ExpensesPayroll$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 Market ing/Promotion$750 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 Depreciation$0 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 $1,095 Supplies$50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 Utilities$700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 Insurance$417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 Maintenance$100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Office Expense$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Payroll Taxes10% $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 $817 Phone/TV/Internet$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Propane$1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Property Tax$209 $209 $209 $209 $209 $209 $209 $209 $209 $209 $209 $209 Acct & Lega l$5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating Expenses$17,514 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 $13,359 Profit Before Interest and Taxes($1,271)$3,094 $3,230 $3,353 $3,468 $3,573 $3,669 $3,755 $3,830 $3,893 $3,944 $3,979 EBITDA($1,271)$4,189 $4,325 $4,448 $4,563 $4,668 $4,764 $4,850 $4,925 $4,988 $5,039 $5,074  Interest Expense$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0  Taxes Incurred($381)$928 $969 $1,006 $1,040 $1,072 $1,101 $1,126 $1,149 $1,168 $1,183 $1,194 Net Profit($890)$2,166 $2,261 $2,347 $2,428 $2,501 $2,568 $2,628 $2,681 $2,725 $2,761 $2,785 Net Profit/Sales-3.93% 9.34% 9.56% 9.73% 9.87% 9.96% 10.03% 10.07% 10.07% 10.03% 9.96% 9.86% Table: Cash Flow Pro Forma Cash Flow Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Cash ReceivedCash from OperationsCash Sales$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Subtotal Cash from Operations$22,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Additional Cash ReceivedSales Tax, VAT, HST/GST Received0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Other Liabilities (interest-free)$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Long-term Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales of Other Current Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sales of Long-term Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 New Investment Received$350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Received$372,652 $23,187 $23,651 $24,124 $24,607 $25,099 $25,601 $26,113 $26,635 $27,167 $27,710 $28,262 Table: Cash Flow (Continued) Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Expenditures from OperationsCash Spending$8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 $8,171 Bill Payments$299 $8,830 $5,065 $6,547 $12,875 $13,296 $13,734 $14,188 $14,661 $15,152 $15,663 $16,194 Subtotal Spent on Operations$8,470 $17,001 $13,236 $14,718 $21,046 $21,467 $21,905 $22,359 $22,832 $23,323 $23,834 $24,365 Additional Cash SpentSales Tax, VAT, HST/GST Paid Out$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Principal Repayment of Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Liabilities Principal Repayment$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Long-term Liabilities Principal Repayment$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Other Current Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Purchase Long-term Assets$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Dividends$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Spent$8,470 $17,001 $13,236 $14,718 $21,046 $21,467 $21,905 $22,359 $22,832 $23,323 $23,834 $24,365 Net Cash Flow$364,182 $6,186 $10,415 $9,406 $3,561 $3,632 $3,696 $3,754 $3,803 $3,844 $3,876 $3,897 Cash Balance$364,182 $370,368 $380,783 $390,189 $393,750 $397,382 $401,078 $404,832 $408,635 $412,479 $416,355 $420,252 Table: Balance Sheet Pro Forma Balance Sheet Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12AssetsStarting BalancesCurrent AssetsCash$0 $364,182 $370,368 $380,783 $390,189 $393,750 $397,382 $401,078 $404,832 $408,635 $412,479 $416,355 $420,252 Inventory$26,000 $19,591 $12,857 $7,062 $7,412 $7,780 $8,167 $8,573 $8,999 $9,446 $9,915 $10,407 $10,924 Other Current Assets$30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 $30,950 Total Current Assets$56,950 $414,723 $414,175 $418,795 $428,551 $432,480 $436,499 $440,601 $444,781 $449,031 $453,344 $457,712 $462,126 Long-term AssetsLong-term Assets$329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 $329,800 Accumulated Depreciati on$0 $0 $1,095 $2,190 $3,285 $4,380 $5,475 $6,570 $7,665 $8,760 $9,855 $10,950 $12,045 Total Long-term Assets$329,800 $329,800 $328,705 $327,610 $326,515 $325,420 $324,325 $323,230 $322,135 $321,040 $319,945 $318,850 $317,755 Total Assets$386,750 $744,523 $742,880 $746,405 $755,066 $757,900 $760,824 $763,831 $766,916 $770,071 $773,289 $776,562 $779,881 Table: Balance Sheet (Continued) Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12Current LiabilitiesAccounts Payable$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Current Borrowing$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Current Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Current Liabilities$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Long-term Liabilities$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Liabilities$0 $8,663 $4,854 $6,118 $12,432 $12,839 $13,262 $13,700 $14,156 $14,631 $15,123 $15,636 $16,170 Paid-in Capital$402,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 $752,050 Retained Earning s($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)($15,300)Earnings$0 ($890)$1,276 $3,537 $5,884 $8,311 $10,812 $13,381 $16,009 $18,690 $21,415 $24,176 $26,961 Total Capital$386,750 $735,860 $738,026 $740,287 $742,634 $745,061 $747,562 $750,131 $752,759 $755,440 $758,165 $760,926 $763,711 Total Liabilities and Capital$386,750 $744,523 $742,880 $746,405 $755,066 $757,900 $760,824 $763,831 $766,916 $770,071 $773,289 $776,562 $779,881 Net Worth$386,750 $735,860 $738,026 $740,287 $742,634 $745,061 $747,562 $750,131 $752,759 $755,440 $758,165 $760,926 $763,711  INFORMATION AND FORMS ARE PROVIDED â€Å"AS IS† WITHOUT ANY EXPRESS OR IMPLIED WARRANTY OF ANY KIND INCLUDING WARRANTIES OF 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This template form allows a business to outline the company’s objectives and detail both current company information as well as any past performance. Companies should include a complete market analysis in their plan to help showcase why their business strategy will be effective in the market. Future company plans, including production targets, management strategy, and financial forecasting, should be used to demonstrate and confirm that the company’s short-term and long-term objective can and will be met. This model plan can be customized to best fit the unique needs of any entrepreneur or owner that is seeking to create a strong business plan. Business Plan for Restaurant Bar and Grill This Business Plan for a Bar and Grill Restaurant allows entrepreneurs or business owners to create a comprehensive and professional business plan. This template form allows a business to outline the company?s objectives and detail both curren[pic][?] Business Plan Bar & Grill. (2016, Mar 15). 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Color and Congenital Blindness Essay Example | Topics and Well Written Essays - 1000 words

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Animal Testing Essay Example for Free

Animal Testing Essay Living in the twenty-ï ¬ rst century society is beginning to raise questions about the importance and relevance of issues that could very easily alter our way of living. Animal testing is one of these issues; the use of non-human animals in experiments. When an opinion regarding whether or not animal testing is ethical is mentioned in conversation or our news, citizens generally begin to question its morality. In debates, the issues on animal testing should be divided into two sub-categories: what is necessary for survival, and what is moral. If animals do feel a little pain, can you imagine how they feel? They are forced to do something that they do not want to do just because they cant actually say ‘no’. Yet, scientists, the well educated people, believe that we should keep it, so should we really get rid of it? Animals used: Many different species of animals are used in research. In 2003, the majority of procedures used mice and rats. Other mammals accounted for around 3% of the total, including 11,000 pigs, 5000 dogs and 3000 primates (for example, monkeys and marmosets). Laboratory mice are used more often in research every year than any other animal species. Mice, and other rodents such as rats and hamsters, make up over 90% of the animals used in biomedical research. In addition to having bodies that work similar to humans and other animals, rodents are small in size, easy to handle, relatively inexpensive to buy and keep, and produce many offspring in a short period of time. However, rodents may not always be the best animal to use in certain experiments. In these cases, dogs, cats, rabbits, sheep, ï ¬ sh, birds, reptiles and amphibians, or other kinds of animals may be used. All of these animals together make up less than 10% of the animals used in research. Methods of testing the drug: 1.Exposure Testing Some animals are tested by exposure testing. Animals like rats, dogs, cats, monkeys and birds are exposed to things that people would normally be exposed to. Exposure includes inhaling cigarette smoke or being in a place where furniture polish is sprayed. Exposure to microwaves, UV lights, the sun and extremes in temperature are also ways animals are tested. The results found include diseases that show up because of exposure to elements, learning disabilities that might occur (based on maze and behavior tests after exposure) and pregnancy complications that go along with exposure. These tests are usually used to make conclusions about what a humans reaction would be to the speciï ¬ c substances or conditions that the animals were exposed to. Conclusions might be that products are safe for humans based on exposure to animals or that products and elements are not safe based on what happened to the animals. 2.Skin Testing Some products, like cosmetics, are tested on animals by skin testing. In this method of testing, animals have products applied to their skin. This is done especially with pigs. The products, like cosmetics and other skin care products, are introduced to the animals skin, and the results are recorded. Most of this testing is done by cosmetic companies themselves, who are looking for any adverse reactions the products might have. Reactions they are looking for include breakouts, skin irritations, sicknesses or allergies that crop up with exposure. Research companies might be paid by cosmetic companies to test the products of competitor companies to make sure that the products they are selling will perform better. Cosmetic companies and skin care companies are also looking to test how well their products work Skin testing on an animal http://www.peta.org/b/thepetafiles/archive/tags/skin against the claims they have made for their own +corrosion/default.aspx products. 3.Injection Testing Many animals are tested with injection testing. For drug testing, this might mean injecting an animal with a drug to see what the side effects of the drug might be. Allergy medications, acne medications, seizure medications and disease medications are tested on health animals to test for side effects like sicknesses, birth defects or behavior problems. Other animals are tested by ï ¬ rst being injected with a disease or a sickness, and then injected with a course of drugs to see which drug might beneï ¬ t it the most. Diseases include AIDS, Cancer, Parkinsons Diabetes and Epilepsy. The beneï ¬ ts they are looking for include a reduction in symptoms, a cure for the disease, or a way to slow down the diseases progress. Injection testing usually measures the effects of the substance that is being injected on the animals, in order to see what results those things might have Ingected animal testing for people. http://urchinmovement.com/ 2011/08/11/the-rise-of-the-planetof-the-apes-animal-testing-goesmainstream/ 2 Nayla Khalifa AlKhalifa 4.Creation Testing Some animals are created in order to be tested, or their creation itself is the test. Scientists play with the genetic makeup of animals and attempt to create new animals. They also perform experiments on animals in utero, such as inject them with drugs, expose them to chemicals and change their genetic makeup to see if these experiments can be accomplished successfully and then to see if those results can be repeated for humans. Animals are cloned in labs to see if the cloning process works and what drugs, processes and genetic manipulations affect cloning in what way. Cloned animals are then studied to determine the effects of cloning on a general population. 5.Behavior Testing Some animals are tested in a way that is unobtrusive. Behavior tests are not usually meant to test a product or cosmetic or drug. They are tests that look at the lives of the animals and their behaviors. Some tests might include testing the speed at which mice can run various mazes or testing an animals ability to recognize colors or symbols. These tests might include exposing animals to loud sounds like music or yelling or to stressful situations including loud sounds, ï ¬â€šashing lights or strange smells or vibrations. Researchers then watch their behavior and make conclusions about what might happen to people in the same situation. Behavior tests also include studying the way a dog thinks by having him respond to commands and stimuli or testing the way another animal reacts when praised or yelled at. These behavioral tests give more information about how animals think and how their brains work, and also provide insights into why humans might have some of the same behaviors or issues as animals. What are the alternatives? There is a huge range of non- animal research techniques that, as well as being a more humane approach to science, can also be cheaper, quicker and more effective. These include: ââ€" Cell cultures Almost every type of human cell can be grown in culture and this has been key to understanding cancers, sepsis, kidney disease and HIV/AIDS. Cells grown in test tubes are routinely used in chemical safety testing, vaccine production, medicines development and to diagnose disease. ââ€" Chemical methods Analytical techniques used by chemists can be used to detect toxins in products, such as the LCMS method to replace the use of mice who are injected to detect toxins in shellï ¬ sh. ââ€" Tissue and organ culture Tissues from humans donated after surgery or even death can be used to investigate diseases and also test whether drugs might be safe and effective, before they are used on humans. ââ€" Computer models Programs run on computers can be used to predict whether a chemical is going to be harmful based on its similarity to other chemicals, or to even simulate body processes such as heart rate. ââ€" Human Volunteers Studies of humans can often be the best way to replace animals. We can now see inside peoples’ brains using imaging machines or test microscopic amounts of new drugs harmlessly on volunteers, as well as conduct large scale studies of populations to help see what might cause disease (epidemiology). Scientists are moving away from using animals but it is a slow process and they need more support. My opinion on animal testing is that we still need it but we should try to minimize the amount of animals being used and the pain the may experience even when pain relievers and anesthetics are used. We should use alternatives as much as we need to. We should not completely ban animal testing until we have a full replacement for it that works just as well or even better. Scientist are actually just trying to save someones life, I think many people in this world would see that as a selï ¬â€šess act. Personally I would rather an animal die than a cancer patient. They also test on animals as some of them are very much like humans, that means if an animal has a positive reaction towards a drug we are one step closer to curing a disease and we would all rather an animal die during research than a human. Animals are mostly used to develop medicines for the sick and have they have actually helped ï ¬ nd different treatments for cancer, strokes, and may other diseases that many people die from each year. Anyone that thinks that they are against animal testing is basically telling some cancer patients that they would rather them die then some rats. I would never ban animal testing. I ï ¬ nd that the people who protest against animal testing are an insult to the poor people that are ï ¬ ghting for their lives lying in a hospital bed some where with one chance of getting their life back by taking a drug that may have been tested on animals. It makes me feel really uncomfortable knowing that healthy people want something which will drastically decrease the standard of living of others. A complete ban on animal testing will have very serious negative effects on medical research. I believe that developing better, more effective and safer drugs is more important than sparing a few rats. Either way, if we continue animal testing ( which we are now ) too many animals are getting hurt, money is being spent, and products are still being tested, but if we ban animal testing we only have alternatives that work with only certain parts of an animals body. So, if we do either one we will still have issues.