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Take Five Sports Bar & Grill — Sample Plan
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1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2.0 Company Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.1 Company Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.2 Company History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.3 Company Locations and Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3.0 Market Analysis Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
3.1 Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.0 Strategy and Implementation Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.1 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.1.1 Pricing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.1.2 Promotion Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.1.3 Marketing Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.2 Sales Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.2.1 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.3 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
5.0 Management Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
5.1 Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
5.2 Management Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
5.3 Management Team Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
5.4 Personnel Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
6.0 Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
6.1 Important Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
6.2 Key Financial Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
6.3 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
6.4 Projected Profit and Loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
6.5 Projected Cash Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
6.6 Projected Balance Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
6.7 Business Ratios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Table of Contents

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1.0 Executive Summary
Take Five Sports Bar and Grill has established a successful presence in the food and beverage
service industry. The flagship location in suburban Anytown (Medlock Bridge) will gross in
excess of $2 million in sales in its first year of operation, ending July 1996. First year
operations will produce a net profit of $445,000. This will be generated from an investment of
$625,000 in initial capital. Since 10 months of operations have already been completed the
confidence level for final first year numbers is extremely high. The first 10 months of start-up
costs, sales revenues, and operating expenses are actual.
Expansion plans are already underway. Owner funding and internally generated cash flow will
enable additional stores to open. Sales projections for the next four years are based upon
current planned store openings. Site surveys have been completed and prime locations have
been targeted for store expansion.
The sales figures and projections presented here are based upon an additional four store
locations at the most premium sites available in the Anytown Metro market area as well as a
prime resort location in Destin, Florida.
This plan will result in sales revenues growing to $25 million by FY2000 and generating net
income in excess of $5.6 million.
Management has recognized the rapid growth potential made possible by the quick success
and fast return-on-investment from the first location. Payback of total invested capital on the
first location will be realized in less than 18 months of operation. Cash flow becomes positive
from operations immediately and profits are substantial in the first year.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
1996 1997 1998
Sales
Gross Margin
Net Profit
Highlights
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1.1 Objectives
Take Five has the objective of opening additional stores in Anytown Metro at Ashford-
Dunwoody, Lawrenceville, Buckhead, and East Cobb. Additionally, a store will be opened on
the beach at Destin, Florida, a year-round resort destination.
The management of Take Five has demonstrated its concept, execution, marketability, and
controls, and feels confident of its ability to successfully replicate the quick ramp-up of the
Medlock Bridge location to additional venues.
The following objectives have been established:
• Have all five stores operational by 1998 with a sequential time-line of openings.
• Maintain tight control of costs and operations by hiring quality management at each
location and utilizing automated computer control.
• Keep food cost under 32% of revenue.
• Keep beverage cost under 21% of revenue.
• Select only locations that meet all the parameters of success.
• Grow each location to the $3 to $5 million annual sales level.
1.2 Mission
Take Five Sports Bar & Grill strives to be the premier sports theme restaurant in the
Southeast Region. Our goal is to be a step ahead of the competition. We want our customers
to have more fun during their leisure time. We provide more televisions with more sporting
events than anywhere else in the region. We provide state-of-the-art table-top audio control
at each table so the customer can listen to the selected program of his or her choice without
interference from background noise. We combine menu selection, atmosphere, ambiance,
and service to create a sense of "place" in order to reach our goal of over-all value in a
dining/entertainment experience.
1.3 Keys to Success
The keys to success in achieving our goals are:
• Product quality. Not only great food but great service.
• Managing finances to enable new locations to open at targeted intervals.
• Controlling costs at all times without exception.
• Instituting management controls to insure replicability of operations over multiple
locations. This applies equally to product control and to financial control.

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2.0 Company Summary
The key elements of Take Five's restaurant store concept are as follows:
• Sports based themes--The company will focus on themes that have mass appeal.
• Distinctive design features--All stores will be characterized by spectacular visual
design and layout. Each store will display a collection of authentic sports memorabilia.
• High profile locations--The company selects its store locations based on key
demographic indicators, including traffic counts, average income, number of
households, hotels, and offices within a certain radius.
• Celebrity events--The company stores will be distinguished by the promotional
activities of sports celebrities and by media coverage of appearances and special
events.
• Retail merchandising--Each store will include an integrated retail store offering
premium quality merchandise displaying the company's logo design. In addition sports
memorabilia will be sold.
• Quality food--Each Take Five store will serve freshly prepared, high quality, popular
cuisine that is targeted to appeal to a variety of tastes and budgets with an emphasis
on reasonably and moderately priced signature items of particular appeal to a local
market.
• Quality service--In order to maintain its unique image the Company provides attentive
and friendly service with a high ratio of service personnel to customers and also
invests in the training and supervision of its employees.
2.1 Company Ownership
Take Five Sports Bar and Grill is a privately held Georgia company. Joseph A. Smith is the
principal owner. It is Mr. Smith's intention to offer limited outside ownership in Take Five on
an equity, debt, or combination basis in order to facilitate a more rapid expansion of the Take
Five concept.
Mr. Smith holds an MBA in Finance from Anytown University. He has held executive level
positions in finance with General Electric and Holiday Inn Worldwide. He is previously
experienced in the restaurant industry, having opened Smith's Italian Restaurant in 1993,
which still operates successfully under his ownership.
2.2 Company History
Take Five Sports Bar & Grill was founded in 1995 by Joseph Smith to capitalize on the ever
growing market demand for high end technology enhanced sports theme restaurants. Take
Five has promoted its brand through the operation of its existing location at Medlock Bridge
Road and State Bridge Road in Anytown, Georgia. The flagship location provides a unique
dining and entertainment experience in a high-energy environment. Customer acceptance
has been proven. Regular and repeat customers cross many age demographics and families
are frequent diners.
Take Five has promoted heavily with tie-ins to Anytown professional teams and celebrities.
Take Five Sports Bar and Grill is the radio home for the live Monday Night XYZ Anytown
Falcons coaches show featuring June Jones and Jeff George. This show is broadcast during
the hour preceding the telecast of "Monday Night Football". In addition, Take Five hosts the

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Anytown Hawks sports talk show on ABC 750 AM featuring guard Steve Smith and the radio
voice of the Hawks, Steve Holman. The Anytown Braves celebrated their World Series
championship party at Take Five the night they won the Series.
The following table and chart illustrates the rapid sales success of the first Take Five location.
The period covered is the initial opening from August through December 1995.
Table: Past Performance
Past Performance
1993 1994 1995
Sales $0 $0 $634,900
Gross Margin $0 $0 $394,000
Gross Margin % 0.00% 0.00% 62.06%
Operating Expenses $0 $0 $301,000
Collection Period (days) 0 0 0
Inventory Turnover 0.00 0.00 20.00
Balance Sheet
Current Assets 1993 1994 1995
Cash $0 $0 $67,136
Accounts Receivable $0 $0 $0
Inventory $0 $0 $15,197
Other Current Assets $0 $0 $17,310
Total Current Assets $0 $0 $99,643
Long-term Assets
Capital Assets $0 $0 $475,495
Accumulated Depreciation $0 $0 $29,713
Total Long-term Assets $0 $0 $445,782
Total Assets $0 $0 $545,425
Capital and Liabilities
1993 1994 1995
Accounts Payable $0 $0 $20,040
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $40,826
Subtotal Current Liabilities $0 $0 $60,866
Long-term Liabilities $0 $0 $0
Total Liabilities $0 $0 $60,866
Paid-in Capital $0 $0 $625,000
Retained Earnings $0 $0 ($218,401)
Earnings $0 $0 $77,960
Total Capital $0 $0 $484,559
Total Capital and Liabilities $0 $0 $545,425
Other Inputs 1993 1994 1995
Payment Days 0 0 0
Sales on Credit $0 $0 $0
Receivables Turnover 0.00 0.00 0.00

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$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
1993 1994 1995
Sales
Gross
Net
Past Performance
2.3 Company Locations and Facilities
The company units will range in size from 6000 to 9000 square feet and will seat from 225 to
400 persons. Each Take Five Sports Bar & Grill will feature authentic sports memorabilia such
as Michael Jordan's game jersey to Jimmy Connor's signed tennis racquet. Each store will be
equipped with state-of-the-art audio and video systems to enable the customer to enjoy the
game of their choice. Every restaurant will be built to existing specifications, clean looking,
open, and pleasing to the customer.
Unit locations are as follows:
• Medlock Bridge--This unit is located at one of the busiest intersections in North Fulton
County. It is surrounded by four major country clubs, upper middle class
neighborhoods, office complexes, and shopping. It encompasses 6,000 sq. ft. of space
and has been open since August 1995.
• Ashford-Dunwoody--This unit will open in late summer 1996. Size will be 7,200 sq.ft.
The location is one and one-half miles north of Perimeter Mall. Within a three mile
radius there is 20 million square feet of professional office space. Also, an abundance
of upscale apartment complexes adjoins the unit. Major chain hotels are located
nearby. Perimeter Mall is one of the regional upscale shopping destinations.
• Lawrenceville (New Market)--This site will occupy 6,500 square feet and is scheduled
to open in the Spring of 1997. It will be built as a free standing building on a 2+ acre
parcel at the intersection of Rt. 120 and Rt. 316. Adjacent to the property is an 18
screen movie theater opened by AMC in March 1996. This is the largest theater AMC
has built in the Anytown area. New Market Mall has as master anchors Target, Home
Depot, and Marshalls among others. The demographics are very favorable with no
competition from other sports bar restaurants.
• Peachtree and Piedmont (Buckhead)--This unit will be in the heart of Buckhead which
is Anytown's most comprehensive business and entertainment center. In addition to
retail space being constructed at this sight the unit will be adjacent to a 200+ room
America's Suite Hotel. Buckhead is one of the nation's largest and fastest-growing
mixed use urban areas. It includes a dynamic combination of concentrated offices,

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retail, hotel, shopping, restaurant/entertainment, and residential development.
Take Five Sports Bar & Grill also maintains a corporate business office at 1234 Main Street,
Anytown, Ga. 30092.
3.0 Market Analysis Summary
Market segmentation is shown in the next section.
3.1 Market Segmentation
Market segmentation data is presented in the chart and table below.
Medlock Bridge
Ashford-Dunwoody
Lawrenceville
Buckhead
Market Analysis (Pie)
Table: Market Analysis
Market Analysis
Potential Customers Growth 1995 1996 1997 1998 1999 CAGR
Medlock Bridge 10% 20,000 22,000 24,200 26,620 29,282 10.00%
Ashford-Dunwoody 6% 40,000 42,400 44,944 47,641 50,499 6.00%
Lawrenceville 8% 30,000 32,400 34,992 37,791 40,814 8.00%
Buckhead 5% 80,000 84,000 88,200 92,610 97,241 5.00%
Total 6.39% 170,000 180,800 192,336 204,662 217,836 6.39%

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4.0 Strategy and Implementation Summary
Our strategy is based on serving our niche markets well. The sports enthusiast, the business
entertainer and traveler, the local night crowd, as well as families dining out all can enjoy the
Take Five experience.
What begins as a customized version of a standard product, tailored to the needs of a local
clientele, can become a niche product that will fill similar needs in similar markets across the
Southeast.
We are building our infrastructure so that we can replicate the product, the experience, and
the environment across broader geographic lines. Concentration will be on maintaining
quality and establishing a strong identity in each local market. The identity becomes the
source of "critical mass" upon which expansion efforts are based. Not only does it add
marketing muscle but it also becomes the framework for further expansion using both
company owned and franchised store locations. Franchises will first be marketed in late 1997
or early 1998.
4.1 Marketing Strategy
A combination of local media and event marketing will be utilized at each location. Radio is
most effective, followed by local print media. As soon as a concentration of stores is
established in a market, then broader media will be employed.
The strategy of live broadcasting and pro sports tie-ins has been most effective in generating
free publicity for the flagship location which has been more effective than any advertising
that could have been purchased.
4.1.1 Pricing Strategy
All menu items are moderately priced. An average customer ticket is between $10 and $20
including food and drink. Tickets are considerably larger for game day visitors. Our average
customer spends more than the industry average for moderately priced establishments. We
tend to believe that this is due to our creating an atmosphere that encourages longer stays
and more spending but still allows adequate table turns due to extended hours of appeal.
4.1.2 Promotion Strategy
We promote sports, sports, and more sports. The universal appeal of sports and sports
marketing has never been higher. A high growth area such as Anytown has an annual influx
of new residents from many other parts of the country. This trend is true in the Sunbelt in
general.
Many new residents and many existing ones are fans of teams in other markets. Take Five is
a place for all. Each patron can watch his or her game of interest. The enabling technology is
the benchmark for Take Five.
Advertising budgets and sports event promotion is an on-going process of management
geared to promote the brand name and keep Take Five at the forefront of sports theme
establishments in each local marketing area.

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In addition, funds are budgeted to launch franchise sales activity and lead generation. These
funds amount to 20% of projected franchise sales.
4.1.3 Marketing Programs
Take Five will create an "identity" oriented marketing strategy with executions particularly in
local media. Radio spots, print ads, and in-store promotions are designed for transplantation
to other markets. A portion of the ad and promo budget is set aside to develop these
programs.
4.2 Sales Strategy
The sales strategy is to build and open new locations on schedule in order to increase
revenue. Each individual location will continue to build its local customer base over the first
three years of operation. The goal is $3 to $5 million in annual sales per unit. A unit will be
considered mature once it has passed the $3.5 million mark in annual sales.
The following sections illustrate the combined sales forecast:
4.2.1 Sales Forecast
The following chart and table shows the rapid sales ramp-up for our first location in only its
first twelve months of operation.
The two million dollar sales volume represents somewhat less than 50% of the revenue
potential of the location.
All sales forecasts and projections have this first year as their basis for each new store.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Food
Drinks
Retail
Franchise Fees
Other
Sales Monthly

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Table: Sales Forecast
Sales Forecast
Sales 1996 1997 1998
Food $1,026,242 $4,411,500 $7,497,000
Drinks $998,276 $4,238,500 $7,203,000
Retail $18,126 $48,000 $84,000
Franchise Fees $0 $500,000 $1,300,000
Other $0 $0 $0
Total Sales $2,042,644 $9,198,000 $16,084,000
Direct Cost of Sales 1996 1997 1998
Food $349,013 $1,449,910 $2,548,980
Drinks $219,561 $932,470 $1,584,660
Retail $9,064 $24,000 $42,000
Franchise Fees $0 $125,000 $260,000
Other $0 $0 $0
Subtotal Direct Cost of Sales $577,638 $2,531,380 $4,435,640
4.3 Milestones
The following table lists important milestones, with projected dates, management, and
budget responsibility. The milestone schedule indicates our emphasis on planning for
implementation.
Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department
Open Medlock Bridge 8/1/95 8/1/95 $625,000 JDP Exec
Open Ashford-Dunwoody 8/1/96 8/1/96 $700,000 JDP Exec
Open Lawrenceville 12/1/96 2/1/97 $1,000,000 JDP Exec
Open Buckhead 2/28/97 6/1/97 $700,000 JDP Exec
Open Destin, Fla. 7/1/97 3/1/98 $1,500,000 JDP Exec
Open East Cobb 2/1/98 6/1/98 $600,000 JDP Exec
Private Placement 8/1/95 9/1/96 $82,500 LC Finance
Sample 1/1/98 1/1/98 $0 ABC Department
Sample 1/1/98 1/1/98 $0 ABC Department
Other 1/1/98 1/1/98 $0 ABC Department
Totals $5,207,500
5.0 Management Summary
At the present time Joseph Smith runs all operations for Take Five Sports Bar & Grill.
Other key personnel are the management at each location. Candidates have already been
identified for the first additional Anytown area location.
There is not expected to be any shortage of qualified and available staff and management
from local labor pools in each market area.

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5.1 Organizational Structure
Future organizational structure will include a director of store operations when store locations
exceed five and/or the Florida store opens. This will provide a supervisory level between the
executive level and the store management level.
A full time accountant has already been added. Also, a sales/marketing director has been
added to oversee the expansion effort both to support the growth of existing business and to
execute the franchise expansion strategy. Their salaries are included in the projections.
Operations of individual stores will be the responsibility of the general manager.
5.2 Management Team
Joseph Smith
Personal Data:
Born 11/19/53 Philadelphia, Pa.
Married 17 years--two children ages 10 & 13
Excellent Health
U.S. Air Force--1971 to 1975, Vietnam veteran, Communication Surveillance, Top Security
Clearance
Education:
LaSalle University, MBA Finance, BS, Finance
Professional Experience:
RCA/GE--1978-1988:
Finance, Strategic Planning, Corporate Development
Scientific Anytown--1988-1990:
VP Finance, Electronic Systems Group
Holiday Inn Worldwide--1990-1993:
Strategic Planning and Corporate Development, reporting to the CFO
Resigned in 1993 to open and operate Smith's Italian Restaurant

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5.3 Management Team Gaps
Specific opportunities exist in the store operations supervisory area (not needed initially) and
in franchise sales development (not needed initially).
It is expected that these people can be recruited when needed in the Anytown market.
Anytown is now home to more than 40 franchise company headquarters.
Store managers are readily available when needed. Food service managers are plentiful.
5.4 Personnel Plan
Table: Personnel
Personnel Plan
1996 1997 1998
Total Payroll $484,800 $2,800,000 $4,850,000
Other $0 $0 $0
Total People 12 67 115
Total Payroll $484,800 $2,800,000 $4,850,000

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6.0 Financial Plan
The over-all financial plan for growth allows for use of the significant cash flow generated by
operations.
Equity/debt infusion of $1.5 to $2 million allows for more rapid expansion of store starts than
could be accomplished from cash flow alone. Outside investment capital also allows a buffer
of excess cash so that the expansion plan can be revised on short notice. Every opportunity
will be seized to accelerate expansion past the critical dates in this plan if cash flow from new
stores exceeds projections.
It is management's intent to build equity in the brand name and in its franchise. Other
models exists in the recent past of successful IPO's on similar concepts.
6.1 Important Assumptions
The financial plan depends on important assumptions, most of which are shown in the
following table. The key underlying assumptions are:
• We assume a slow-growth economy, without major recession.
• We assume access to equity capital and financing sufficient to maintain our financial
plan as shown in the tables.
• We assume the continued popularity of sports in America and the growing demand for
sports theme venues.
Table: General Assumptions
General Assumptions
1996 1997 1998
Plan Month 1 2 3
Current Interest Rate 8.50% 8.50% 8.50%
Long-term Interest Rate 0.00% 0.00% 0.00%
Tax Rate 33.00% 33.00% 33.00%
Other 0.00% 0.00% 0.00%
Calculated Totals
Payroll Expense $484,800 $2,800,000 $4,850,000
New Accounts Payable $260,235 $3,436,506 $5,577,460
Inventory Purchase $579,765 $2,589,974 $4,492,750

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6.2 Key Financial Indicators
The most important indicator in our case is inventory turnover. In the restaurant business
turnover exceeds 50, with product being purchased and sold often within the week.
Food costs must be kept below 32%.
Beverage costs must be kept below 21%.
Above all, controls must be instituted and maintained over multiple store locations.
Take Five now uses state-of-the-art restaurant management control and inventory systems.
All systems are computer based that allow for accurate off-premises control of all aspects of
food and beverage service business. The systems used are point-of-sale from HSI and
inventory and recipe management from VIP. Both systems are PC based and have become
industry standards.
Management's background in corporate finance indicates understanding of the importance of
these control systems.
0.0
5.0
10.0
15.0
20.0
25.0
30.0
1993
1994
1995
1996
1997
1998
Benchmarks

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6.3 Break-even Analysis
The break even analysis is based upon fixed costs at the Medlock Bridge location. This
location exceeded required volume to break even in only its second month of operation.
At $15 per average ticket the break even volume at Medlock Bridge is attained less than one
full seating per day. The industry average is between 3 and 4 turns of seating capacity.
($100,000)
($50,000)
$0
$50,000
$100,000
$0 $40,000 $80,000 $120,000 $160,000 $200,000
Monthly break-even point
Break-even point = where line intersects with 0
Break-even Analysis
Table: Break-even Analysis
Break-even Analysis:
Monthly Units Break-even 91,892
Monthly Revenue Break-even $91,892
Assumptions:
Average Per-Unit Revenue $1.00
Average Per-Unit Variable Cost $0.26
Estimated Monthly Fixed Cost $68,000

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6.4 Projected Profit and Loss
We project rapid expansion of sales and profits. Net profits remain above 16% of sales even
in the most aggressive expansion period.
Table: Profit and Loss
Pro Forma Profit and Loss
1996 1997 1998
Sales $2,042,644 $9,198,000 $16,084,000
Direct Cost of Sales $577,638 $2,531,380 $4,435,640
Production Payroll $0 $0 $0
Other $0 $0 $0
------------ ------------ ------------
Total Cost of Sales $577,638 $2,531,380 $4,435,640
Gross Margin $1,465,006 $6,666,620 $11,648,360
Gross Margin % 71.72% 72.48% 72.42%
Expenses:
Payroll $484,800 $2,800,000 $4,850,000
Sales and Marketing and Other Expenses $69,500 $512,000 $860,000
Depreciation $69,996 $280,000 $320,000
Leased Equipment $0 $0 $0
Utilities $28,800 $150,000 $180,000
Insurance $36,000 $96,000 $125,000
Rent $52,800 $197,000 $460,000
Payroll Taxes $58,176 $336,000 $582,000
Other $0 $0 $0
------------ ------------ ------------
Total Operating Expenses $800,072 $4,371,000 $7,377,000
Profit Before Interest and Taxes $664,934 $2,295,620 $4,271,360
Interest Expense $0 $0 $0
Taxes Incurred $219,428 $757,555 $1,409,549
Net Profit $445,506 $1,538,065 $2,861,811
Net Profit/Sales 21.81% 16.72% 17.79%
Include Negative Taxes TRUE TRUE TRUE

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6.5 Projected Cash Flow
We expect to manage cash flow with an additional investment totaling $1.5 to $2 million. All
additional requirements can be met from internally generated funds. With investment coming
in during late 1996 and mid 1997 there is no point at which future cash flow appears to be in
danger.
($100,000)
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Net Cash Flow
Cash Balance
Cash

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Table: Cash Flow
Pro Forma Cash Flow 1996 1997 1998
Cash Received
Cash from Operations:
Cash Sales $2,042,644 $9,198,000 $16,084,000
Cash from Receivables $0 $0 $0
Subtotal Cash from Operations $2,042,644 $9,198,000 $16,084,000
Additional Cash Received
Non Operating (Other) Income $0 $0 $0
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 $625,000 $960,000 $1,250,000
Subtotal Cash Received $2,667,644 $10,158,000 $17,334,000
Expenditures 1996 1997 1998
Expenditures from Operations:
Cash Spending $1,269,034 $4,002,023 $7,381,839
Payment of Accounts Payable $274,950 $3,425,038 $5,563,278
Subtotal Spent on Operations $1,543,984 $7,427,061 $12,945,117
Additional Cash Spent
Non Operating (Other) Expense $0 $0 $0
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 $600,000 $700,000 $1,700,000
Dividends $0 $0 $0
Subtotal Cash Spent $2,143,984 $8,127,061 $14,645,117
Net Cash Flow $523,660 $2,030,939 $2,688,883
Cash Balance $590,796 $2,621,735 $5,310,617

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6.6 Projected Balance Sheet
As shown in the balance sheet in the table, we expect a healthy growth in net worth, from
approximately $1 million at present to more than $8 million by the end of the third year of
operations.
Table: Balance Sheet
Pro Forma Balance Sheet
Assets
Current Assets 1996 1997 1998
Cash $590,796 $2,621,735 $5,310,617
Inventory $17,324 $75,918 $133,029
Other Current Assets $17,310 $17,310 $17,310
Total Current Assets $625,430 $2,714,963 $5,460,956
Long-term Assets
Long-term Assets $1,075,495 $1,775,495 $3,475,495
Accumulated Depreciation $99,709 $379,709 $699,709
Total Long-term Assets $975,786 $1,395,786 $2,775,786
Total Assets $1,601,216 $4,110,749 $8,236,742
Liabilities and Capital
1996 1997 1998
Accounts Payable $5,325 $16,793 $30,975
Current Borrowing $0 $0 $0
Other Current Liabilities $40,826 $40,826 $40,826
Subtotal Current Liabilities $46,151 $57,619 $71,801
Long-term Liabilities $0 $0 $0
Total Liabilities $46,151 $57,619 $71,801
Paid-in Capital $1,250,000 $2,210,000 $3,460,000
Retained Earnings ($140,441) $305,065 $1,843,130
Earnings $445,506 $1,538,065 $2,861,811
Total Capital $1,555,065 $4,053,130 $8,164,941
Total Liabilities and Capital $1,601,216 $4,110,749 $8,236,742
Net Worth $1,555,065 $4,053,130 $8,164,941
6.7 Business Ratios
These business ratios are future estimates based upon current assumptions. Industry Ratios
are based on Standard Industry Classification code, 5813.

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Table: Ratios
Ratio Analysis
1996 1997 1998 Industry Profile
Sales Growth 221.73% 350.30% 74.86% 1.90%
Percent of Total Assets
Accounts Receivable 0.00% 0.00% 0.00% 4.60%
Inventory 1.08% 1.85% 1.62% 3.10%
Other Current Assets 1.08% 0.42% 0.21% 44.60%
Total Current Assets 39.06% 66.05% 66.30% 52.30%
Long-term Assets 60.94% 33.95% 33.70% 47.70%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 2.55% 0.99% 0.50% 28.20%
Long-term Liabilities 0.00% 0.00% 0.00% 23.10%
Total Liabilities 0.00% 0.00% 0.00% 51.30%
Net Worth 100.00% 100.00% 100.00% 48.70%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 71.72% 72.48% 72.42% 42.30%
Selling, General & Administrative Expenses 49.91% 55.76% 54.63% 23.40%
Advertising Expenses 1.64% 4.98% 4.97% 2.40%
Profit Before Interest and Taxes 32.55% 24.96% 26.56% 2.80%
Main Ratios
Current 13.55 47.12 76.06 1.14
Quick 13.18 45.80 74.20 0.74
Total Debt to Total Assets 2.88% 1.40% 0.87% 51.30%
Pre-tax Return on Net Worth 42.76% 56.64% 52.31% 5.20%
Pre-tax Return on Assets 41.53% 55.84% 51.86% 10.60%
Business Vitality Profile 1995 1996 1997 Industry
Sales per Employee $170,220 $137,284 $139,861 $32,619
Survival Rate 69.64%
Additional Ratios 1996 1997 1998
Net Profit Margin 21.81% 16.72% 17.79% n.a
Return on Equity 28.65% 37.95% 35.05% n.a
Activity Ratios
Accounts Receivable Turnover 0.00 0.00 0.00 n.a
Collection Days 0 0 0 n.a
Inventory Turnover 52.00 54.30 42.46 n.a
Accounts Payable Turnover 48.87 204.64 180.07 n.a
Payment Days 9 14 19
Total Asset Turnover 1.28 2.24 1.95 n.a
Debt Ratios
Debt to Net Worth 0.03 0.01 0.01 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a
Liquidity Ratios
Net Working Capital $579,279 $2,657,344 $5,389,155 n.a
Interest Coverage 0.00 0.00 0.00 n.a
Additional Ratios
Assets to Sales 0.78 0.45 0.51 n.a
Current Debt/Total Assets 3% 1% 1% n.a
Acid Test 13.18 45.80 74.20 n.a
Sales/Net Worth 1.31 2.27 1.97 n.a
Dividend Payout 0.00 0.00 0.00 n.a

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Appendix Table: Sales Forecast
Sales Forecast
Sales Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Food $32,130 $64,260 $67,473 $77,112 $80,325 $53,633 $80,450 $89,388 $107,266 $116,205 $125,000 $133,000
Drinks $30,870 $61,740 $64,827 $74,088 $77,175 $52,749 $79,124 $87,915 $105,498 $114,290 $120,000 $130,000
Retail $0 $1,000 $1,200 $1,200 $1,500 $720 $1,556 $1,729 $2,074 $2,247 $2,400 $2,500
Franchise Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Sales $63,000 $127,000 $133,500 $152,400 $159,000 $107,102 $161,130 $179,032 $214,838 $232,742 $247,400 $265,500
Direct Cost of Sales Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Food $10,924 $21,848 $23,033 $26,218 $27,310 $18,235 $27,353 $30,392 $36,470 $39,510 $42,500 $45,220
Drinks $6,791 $13,523 $14,262 $16,299 $16,979 $11,605 $17,407 $19,341 $23,210 $25,144 $26,400 $28,600
Retail $0 $500 $600 $600 $750 $360 $778 $865 $1,037 $1,124 $1,200 $1,250
Franchise Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Direct Cost of Sales $17,715 $35,871 $37,895 $43,117 $45,039 $30,200 $45,538 $50,598 $60,717 $65,778 $70,100 $75,070
Appendix Take Five Sports Bar & Grill — Sample Plan

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Appendix Table: Personnel
Personnel Plan
Total Payroll $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total People 12 12 12 12 12 12 12 12 12 12 12 12
Total Payroll $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400

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Appendix Table: General Assumptions
General Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50%
Long-term Interest Rate 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Tax Rate 33.00% 33.00% 33.00% 33.00% 33.00% 33.00% 33.00% 33.00% 33.00% 33.00% 33.00% 33.00%
Other 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Calculated Totals
Payroll Expense $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400
New Accounts Payable ($431,562) $57,820 $57,842 $59,870 $60,612 $54,358 $61,371 $62,824 $66,776 $68,470 $69,982 $71,873
Inventory Purchase $6,606 $40,061 $38,362 $44,322 $45,483 $26,776 $49,078 $51,766 $63,052 $66,946 $71,097 $76,217

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Appendix Table: Profit and Loss
Pro Forma Profit and Loss
Sales $63,000 $127,000 $133,500 $152,400 $159,000 $107,102 $161,130 $179,032 $214,838 $232,742 $247,400 $265,500
Direct Cost of Sales $17,715 $35,871 $37,895 $43,117 $45,039 $30,200 $45,538 $50,598 $60,717 $65,778 $70,100 $75,070
Production Payroll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Cost of Sales $17,715 $35,871 $37,895 $43,117 $45,039 $30,200 $45,538 $50,598 $60,717 $65,778 $70,100 $75,070
Gross Margin $45,285 $91,129 $95,605 $109,283 $113,961 $76,902 $115,592 $128,434 $154,121 $166,964 $177,300 $190,430
Gross Margin % 71.88% 71.76% 71.61% 71.71% 71.67% 71.80% 71.74% 71.74% 71.74% 71.74% 71.67% 71.73%
Expenses:
Payroll $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400 $40,400
Sales and Marketing and Other Expenses $7,000 $4,500 $5,000 $4,500 $6,000 $5,500 $5,500 $6,000 $6,000 $6,500 $6,500 $6,500
Depreciation $5,833 $5,833 $5,833 $5,833 $5,833 $5,833 $5,833 $5,833 $5,833 $5,833 $5,833 $5,833
Leased Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $2,400 $2,400 $2,400 $2,400 $2,400 $2,400 $2,400 $2,400 $2,400 $2,400 $2,400 $2,400
Insurance $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000
Rent $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400
Payroll Taxes 12% $4,848 $4,848 $4,848 $4,848 $4,848 $4,848 $4,848 $4,848 $4,848 $4,848 $4,848 $4,848
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Operating Expenses $67,881 $65,381 $65,881 $65,381 $66,881 $66,381 $66,381 $66,881 $66,881 $67,381 $67,381 $67,381
Profit Before Interest and Taxes ($22,596) $25,748 $29,724 $43,902 $47,080 $10,521 $49,211 $61,553 $87,240 $99,583 $109,919 $123,049
Interest Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Taxes Incurred ($7,457) $8,497 $9,809 $14,488 $15,536 $3,472 $16,240 $20,312 $28,789 $32,862 $36,273 $40,606
Net Profit ($15,139) $17,251 $19,915 $29,414 $31,544 $7,049 $32,971 $41,241 $58,451 $66,721 $73,646 $82,443
Net Profit/Sales -24.03% 13.58% 14.92% 19.30% 19.84% 6.58% 20.46% 23.04% 27.21% 28.67% 29.77% 31.05%
Include Negative Taxes

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Appendix Table: Cash Flow
Pro Forma Cash Flow Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Cash Received
Cash from Operations:
Cash Sales $63,000 $127,000 $133,500 $152,400 $159,000 $107,102 $161,130 $179,032 $214,838 $232,742 $247,400 $265,500
Cash from Receivables $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash from Operations $63,000 $127,000 $133,500 $152,400 $159,000 $107,102 $161,130 $179,032 $214,838 $232,742 $247,400 $265,500
Additional Cash Received
Non Operating (Other) Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $625,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $688,000 $127,000 $133,500 $152,400 $159,000 $107,102 $161,130 $179,032 $214,838 $232,742 $247,400 $265,500
Expenditures Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Expenditures from Operations:
Cash Spending $492,760 $50,286 $50,377 $58,488 $61,455 $36,438 $64,494 $70,303 $86,113 $92,887 $98,937 $106,498
Payment of Accounts Payable ($436,160) $79,943 $57,838 $59,464 $60,463 $55,608 $59,969 $62,533 $65,986 $68,131 $69,680 $71,495
Subtotal Spent on Operations $56,599 $130,229 $108,214 $117,952 $121,919 $92,046 $124,462 $132,836 $152,099 $161,018 $168,616 $177,993
Additional Cash Spent
Non Operating (Other) Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-term Liabilities Principal Repayment $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 $600,000 $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 $656,599 $130,229 $108,214 $117,952 $121,919 $92,046 $124,462 $132,836 $152,099 $161,018 $168,616 $177,993
Net Cash Flow $31,401 ($3,229) $25,286 $34,448 $37,081 $15,056 $36,668 $46,196 $62,739 $71,724 $78,784 $87,507
Cash Balance $98,537 $95,307 $120,593 $155,041 $192,122 $207,178 $243,845 $290,041 $352,781 $424,505 $503,289 $590,796

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Appendix Table: Balance Sheet
Pro Forma Balance Sheet
Assets
Current Assets Starting Balances Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Cash $67,136 $98,537 $95,307 $120,593 $155,041 $192,122 $207,178 $243,845 $290,041 $352,781 $424,505 $503,289 $590,796
Inventory $15,197 $4,088 $8,278 $8,745 $9,950 $10,394 $6,969 $10,509 $11,676 $14,012 $15,180 $16,177 $17,324
Other Current Assets $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310 $17,310
Total Current Assets $99,643 $119,935 $120,895 $146,648 $182,301 $219,826 $231,457 $271,664 $319,028 $384,102 $456,995 $536,776 $625,430
Long-term Assets
Long-term Assets $475,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495 $1,075,495
Accumulated Depreciation $29,713 $35,546 $41,379 $47,212 $53,045 $58,878 $64,711 $70,544 $76,377 $82,210 $88,043 $93,876 $99,709
Total Long-term Assets $445,782 $1,039,949 $1,034,116 $1,028,283 $1,022,450 $1,016,617 $1,010,784 $1,004,951 $999,118 $993,285 $987,452 $981,619 $975,786
Total Assets $545,425 $1,159,884 $1,155,011 $1,174,931 $1,204,751 $1,236,443 $1,242,241 $1,276,615 $1,318,146 $1,377,387 $1,444,447 $1,518,395 $1,601,216
Liabilities and Capital
Accounts Payable $20,040 $24,638 $2,514 $2,519 $2,924 $3,073 $1,822 $3,225 $3,515 $4,306 $4,644 $4,947 $5,325
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826 $40,826
Subtotal Current Liabilities $60,866 $65,464 $43,340 $43,345 $43,750 $43,899 $42,648 $44,051 $44,341 $45,132 $45,470 $45,773 $46,151
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Liabilities $60,866 $65,464 $43,340 $43,345 $43,750 $43,899 $42,648 $44,051 $44,341 $45,132 $45,470 $45,773 $46,151
Paid-in Capital $625,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000
Retained Earnings ($218,401) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441) ($140,441)
Earnings $77,960 ($15,139) $2,112 $22,027 $51,441 $82,985 $90,034 $123,005 $164,246 $222,697 $289,417 $363,063 $445,506
Total Capital $484,559 $1,094,420 $1,111,671 $1,131,586 $1,161,000 $1,192,544 $1,199,593 $1,232,564 $1,273,805 $1,332,256 $1,398,976 $1,472,622 $1,555,065
Total Liabilities and Capital $545,425 $1,159,884 $1,155,011 $1,174,931 $1,204,751 $1,236,443 $1,242,241 $1,276,615 $1,318,146 $1,377,387 $1,444,447 $1,518,395 $1,601,216
Net Worth $484,559 $1,094,420 $1,111,671 $1,131,586 $1,161,000 $1,192,544 $1,199,593 $1,232,564 $1,273,805 $1,332,256 $1,398,976 $1,472,622 $1,555,065

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