Why Company Go Public

REASON FOR PT. BANK CENTRAL ASIA, Tbk TO GO PUBLIC INITIAL PUBLIC OFFERING William1140004383 BINUS BUSINESS SCHOOL PROGRAM STUDI MAGISTER MANAJEMEN BUSINESS MANAGEMENT BINUS UNIVERSITY JAKARTA 2010 List of Content List of Content2 Definition3 Reasons for listing3 Advantages of an IPO5 Disadvantages of an IPO5 Procedure6 Bank Central Asia History7 Bibliography9 Definition An initial public offering (IPO) or stock market launch is, as it sounds, the first sale of a company’s shares to the public and the listing of the shares on a stock exchange. In the UK, IPOs are often referred to as flotation. IPO was originally an American term but is now used across all world markets. The shares offered may be existing ones held privately, or the company may issue new shares to offer to the public. Companies choose to offer shares to the public to raise new capital for the company; to widen the shareholder base of the company; to give the shareholders a liquid market in which to trade their share; achieve the publicity that a public listing brings. Companies might choose to list on the market by a private placing of shares to institutions rather than a public offering. There have been several online flotation sometimes referred to as EPOs (Electronics Public Offerings). Many companies that undertake an IPO also request the assistance of an investment banking firm acting in the capacity of an underwriter to help them correctly assess the value of their shares, that is, the share price. Whoever is raising the funds, the process of flotation is arduous, involves significant time commitments from the company’s management and advisor (investment bankers, stockbrokers and solicitors amongst others), and is not cheap. This effort is expended in order to raise the cash required at a price that keeps both the vendor and the purchaser of the shares happy. Reasons for listing When a company lists its securities on a public exchange, the money paid by investors for the newly issued shares goes directly to the company (in contrast to a later trade of shares on the exchange, where the money passes between investors). An IPO, therefore, allows a company to tap a wide pool of investors to provide itself with capital for future growth, repayment of debt or working capital. A company selling common shares is never required to repay the capital to investors. Once a company is listed, it is able to issue additional common shares via a secondary offering, thereby again providing itself with capital for expansion without incurring any debt. This ability to quickly raise large amounts of capital from the market is a key reason many companies seek to go public. The three main interested parties in an IPO (the vendor, the company, and the investor) have complementary objectives. The Company will want to: * Maximize proceeds * Build broad and stable ownership base Raise its profile * Facilitate future fund raising and possibly future acquisitions * Ensure that there is a good liquidity in secondary market trading * Be seen as launching a successful IPO. The Vendor, or selling shareholder, wants to: * Maximize proceeds * Maximize value of retained interest/share price performance * Be seen as part of a successful transaction Investors will want to: * Maximize sh are price return (short and long-term) * Broaden and diversify portfolio * Accumulate a position not easily found in the secondary market Companies undertake an IPO for one of two reasons: To raise capital for the company’s use (a ‘primary’ offering). * To raise funds for the existing shareholders (including venture capitalist and governments, as in privatizations, etc. ) (a ‘secondary’ offering). The terms primary offering or primary issue and secondary offering or secondary issue are often used to classify the recipient of the proceeds. Proceeds from a primary offering go to the company – it creates and issues new shares for sale to the public. Secondary offering sells existing shares to the public. Many IPOs combine primary and secondary offerings. In general, capital raising IPOs are undertaken in order to: * Raise cash in order to expand the business of the company, or * Reduce the debt levels (leverage or gearing) of the company. The decision to go public for many companies is a strategic decision, not just a fund raising decision. The IPO process can be a catalyst for developing the company’s strategy more fully. It can also be seen as the final step in the financial development of a company. Reasons for secondary sales include: * Sale by entrepreneur * Succession * Tax and other personal reasons * ‘Cashing in’ * Sale by professional investors Venture capitalists and private investors seeking an ‘exit’ * Reverse LBOs * Funds required by parent company/major shareholder * Demutualization and introductions * Privatizations of state-owned enterprises. * Raising funds for the treasury. * Imposing private market disciplines on management and workers – thereby increasing efficiency and serv ice to customers. * Fostering a shareholders democracy. * Winning votes (although this is not explicitly stated). Advantages of an IPO The advantages of going public include: * Liquidity and increased share price * Management and employee motivation Enhanced image/prestige * Access to alternative source of capital * Ancillary benefits Advantages of investing internationally: * More securities and industries to choose from – even large markets don’t have shares in every sector. * Greater returns – many emerging markets provide higher rates of return than do more mature markets and some markets may not be as efficient as others, allowing professional investors an advantage. * Reduction of risk – not all national stock markets advance (or decline) at the same time. Therefore international diversification may reduce risk in an investor’s portfolio. Liquidity – some institutions demand significant liquidity in their portfolios, which can only be met by investing in the largest global companies. * Single European currency – many investors now look at the Eurozone as a single country for portfolio purposes. An investor in France, for example, no longer considers France to be his home market; the entire Eurozone is now treated as the domestic market. Disadvantages of an IPO There are several disadvantages to completing an initial public offering, namely: * Significant legal, accounting and marketing costs Ongoing requirement to disclose financial and business information * Meaningful time, effort and attention required of senior management * Risk that required funding will not be raised * Public dissemination of information which may be useful to competitors, suppliers and customers Disadvantages if selling to and maintaining an international investor base: * Cost and complexity * Increased disclosure requirements * Flow back Procedure The new issue process has five stages: * Corporate issues Some of general issues that company need to take care: The corporate structure and domicile will need to be determined. * Determining the timetable is also important. * Determining membership of the board of directors. * Employee participation. * Shareholder agreements and lockups. * Offering structure The main listing choices of offering structure that face a company are: * Which local exchange should it choose? * Should the company bypass the local market entirely? * Should the issuer consider multiple listings: in its home market and on an international exchange? * Regulation and documentation Marketing, pricing, and allocation In general marketing process consists of: * Pre-marketing * Developing the investment case * Preparing the market * Preparing the management * Initial research published (where permitted) * Marketing * Setting the price range * Filling the preliminary prospectus * Sales briefing * Roadshow and ‘one-on-one’ * Sales/research follow-up * Book building * Pricing and allocat ion * Setting the price There are three approaches to the pricing of an offering: * Book building * Fixed price * Auction/render offer * Allocation * Stabilization * Aftermarket The first question that needs to be answered when a company wants to do IPO is â€Å"is the company ready to go public? † Whether a company ready or not to go public is not determined by age, but determined on the ability to present a compelling investment case, which is made up of many components, chief among them being: * Capability of management * Financial track record * Industry prospects and growth potential * Position within industry/competition * Valuation/comparative value. The offering process for an IPO will be necessarily more complex than that of a secondary offering. Many of the strategic issues that need to be addressed only apply to companies issuing shares to the public for the first time. * Preparing the documentation is easier IPOs generally involve one or more investment banks known as â€Å"underwriters†. The company offering its shares, called the â€Å"issuer†, enters a contract with a lead underwriter to sell its shares to the public. The underwriter then approaches investors with offers to sell these shares. The sale (allocation and pricing) of shares in an IPO may take several forms. Common methods include: * Best efforts contract Firm commitment contract * All-or-none contract * Bought deal * Dutch auction Bank Central Asia History PT. Bank Central Asia was first found on 21 February 1957 as Bank Central Asia NV. A lot of things have happened since then – the most significant of all being perhaps the Asian monetary crisis in 1997. Here are the histories of BCA from 1997 until BCA do the IPO in May 2000: * 14-15 November 1997, BCA’s customer makes a rush of BCA because Soedono Salim alias Liem Sioe Liong, its majority shareholder, rumored dead. The new rush subsides after Liem appear in public. 18 May 1998 until beginning of June 1998 BCA’s customer back to panic after the riots of May, so do the rush. As a result, BCA limiting customer withdrawals, via cashier Rp. 5 million, Rp. 500 thousand v ia ATM Silver, and ATM Gold is Rp. 1 million. * 28 May 1998, BCA officially became â€Å"patient† of Badan Penyehatan Perbankan Nasional (BPPN). Bank of Indonesia inject funds up to 200 percent of BCA’s capital. Badan Penyehatan Perbankan Nasional (BPPN) took over the authority of directors and commissioners of BCA and form a team led by Director of Bank BRI, DE Setiyoso. 25 August 1998, Government announced that the deadline of completion of Bantuan Liquiditas Bank Indonesia (BLBI) by the old owner is 21 September 1999. * 22 September 1998, Head of BPPN, Glenn MS Yusuf, states that Salim Group accept the obligation to pay Rp. 35 trilliun to his side. With this agreement, the shares of the Salim Group transferred to BPPN with its cash and property. The government has 92. 8 percent shares of BCA and the rest is owned by Salim Group and several other parties. * 29 September 1998, Head of BPPN, Glenn MS Yusuf, said the government will inject capital considered sufficient to meet the category of healthy banks. This funding will be converted into shares of government. * 23 April 1999, BPPN said government would sell its share in BCA to the public and after that the shares will be offered to the strategic investors. * 4 February 2000, BCA register its plan for sell the shares to Badan Pengawas Pasar Modal. BCA plans to sell 42 percent of its share. * 22 February 2000, BPPN suddenly delaying the implementation of BCA share offering to the fiscal year 2000 (April – December 2000) with reason that the BCA’s IPO preparation need more time. 3 March 2000, BPPN declared that BPPN unsure to get Rp. 3 trillion from these stock offering. * 10 April 2000, President Director of BCA, DE Setijoso, declared the maximum number of shares of BCA’s share that offered by Badan Penyehatan Perbankan Nasional (BPPN) reached 883. 2 million shares. While the range of BCA’s share on IPO ranges from Rp. 1. 350 – Rp. 1. 750 per sheet. It means, the maximum acquisition target of BPPN r eached Rp. 1. 5456 trillion about half of the target. * 27 April 2000, BPPN officially returns BCA from BPPN to BI. With this return to BI BCA, then BCA became the first bank that came back from recovery state of BPPN. From the history of BCA from 14 November 1997 to 27 April 2000, we can conclude that reason for BCA to go public is because of the crisis that happened in BCA that happen 2 times that caused by: 1. Soedono Salim alias Liem Sioe Liong, its majority shareholder, rumored dead. 2. The riots in May 1998. So that BCA need to go public to get fund injection to recover the financial condition of BCA. Bibliography Geddes, Ross. IPOs and equity offerings. Burlington : Butterworth-Heinemann, 2003. financeglossary† Great Investor Network. 7 January 2011 â€Å"::BCA::† PT. Bank Central Asia. 7 January 2011 â€Å"Tempointeractive. com – Perjalanan BCA sejak 1997† Tempo Interaktif 26 Februari 2002. 7 January 2011 â€Å"Initial Public Offering† Wikipedia. 7 January 2011 â€Å"Bank Central Asia† Wikipedia. 7 January 2011

Comparing Different Education Systems Essay

The performance of the education system is an issue that causes much controversy in society. The educational system has many ways to teach in the schools but our society is always wondering if these methods are the best. We live in a country where the education is one of the first values and we are responsible about how education is taught in our schools. In the pursuit of improving this ways society tends to compare our education level with other countries and their teaching methods. The education is facing lot problems nowadays and has to be resolved. First I will discussed the arguments of the Article ’’ Why the other countries Teach Better’ ’by The New York Times Editorial Board. This article claims that United States scored lower compared to the other 12 nations. According with the survey Organization for Economic Cooperation and Development the argument of The New York Times Editorial Board match with this results and teachers have a lot to do improv ing their jobs. The teachers training are one of the big problems that our education have and this problem can be resolved if they receive better preparation. According to the article Finland have a good place in the areas of literacy and math because they have schools, which offer a high level of education, and they have equal opportunity in education for poor and rich students. Also, the students have to take many important classes like physics, chemistry, and biology. Philosophy, music and they have to learn two foreign languages. In my opinion being bilingual, open the doors for many opportunities in the job industry. The article argued that the training system of Finland is a leader over other countries including us because their teachers are subject to a regime of very high preparation compared with other countries. Furthermore, the article argues that in Finland teachers choose their careers not thinking about the money that they will receive for do their job and they earn more money than U.S professor. However, another interesting claim in the article is about how Canada manages their educational system to get good results. Canada has a good level of education their teachers have a higher educative standards. In difference to U.S. who supports the schools depending on the level of taxes  that the area generates, Canada has equality between schools no matter the taxes that the area generates. Promoting equality and good financial administration, Canada has taken a good place in education over the time. Another important argument is how China fights against elitism to give all students the same education without differences among students from different economic levels. Also, in China integrate migrant students as part of the student strength and they considered as important part of the future of the country. According to the article the American educational system, could improve the education level if we learn from de other countries that are in a high level. In contrast to the article â€Å"American Schools in Crisis?† by Diane Ravitch she claims that the media give to people wrong information about the problem in the U.S education system and they claim that teachers are not the problem. One of the important points of the article is about the scores in education that U.S got over the years Diane Ravitch argues that America is not losing level in education because they are in the same level comparing with other years. She have an interesting point when she said â€Å"They said the same thing in 1957 when the Soviet Union sent its Sputnik into orbit and â€Å"beat us† by being first. At the time, the media were filled with dire predictions and blamed our public schools for losing the space race. But we’re still here, and the Soviet Union is gone.’’ This can be a prove about that maybe U.S is not doing an excellent work but at least the thing works in some ways. In addition, Diane Ravitch said that our teachers have one of the most difficult works in the country because they have to teach migrants students who don’t know how to speak, write and read English and this make more difficult they way to teach, how to teach in the same level of education students who don’t know English. Also, the time are changing an the teachers have to fight with technology which the article claims that it is big distraction for the students. Another important argument in the article is about that the big problem of the education system is the way that the government has to change the rules and how introduce new laws or reforms. The government expectation are unrealistic they want that 100 percent of the students improve their grades thing that is impossible. When the government does not get the results that, they want many schools privatized or close and teachers lose their jobs. The big problems in the American education system are the bad administration. There  are many ways to teach and find the best is almost impossible nobody knows which one is better but people always are looking for improve. I believe that in the future these problems will be resolved and that the education system will find ways to improve schools. In addition, I think that we can learn and share some ways to teach with other countries and create a significant change in our schools.

My First Day at Collage

This was one hell of a day. On this day I had times when I felt like going back home. Embarrassing situations were also a part of this good and bad day. Nevertheless hope was still gained and a good laugh from the day that had events which were unexpected. I guess being new at a school is never always a good experience. When I arrived at Limkokwing University I was immediately filled with joy. This is because of design of the school that had a lot of high rising buildings which were encircled by an amazing garden. Also, when I stepped through the gate just as I thought the marvel was close to an end, I saw a shiny black Rolls-Royce Phantom for the first time in the parking lot and the pleasure continued. Then I arrived at the area that is called the Plaza. The Plaza is a place which has most of the school offices, restaurants and other facilities. The area looked nice and it had a lot of people who were from different regions who at the same time were also having different agendas . Some of the people were satisfying themselves with delicious food, others were in the gym burning calories from their bodies and the rest were going to different places. After the great viewing I looked at my watch and saw that I was ten minutes late for my lesson so I rushed out of the Plaza and asked someone where the Foundation in Business class was and that was when the problems began. The person told me that they had just dropped off their son in the foundation class and that the class is the one written number ninety-eight in the last building. This information relieved me and then I went to the exact place that I was told. As soon as I arrived in the class things went up side down, this is because the things that the lecturer was teaching us seemed to be complicated. I began questioning myself if I should carry on with school in my life because I was not grasping on what was being taught. As the lesson continued, despite the complex information that we were being given, I told myself that I am not a quitter and I will be able to manage. It was only when I went to see the timetable after the lesson that I realized that I realized that I was actually in a third year degree class. Being aware of this mistake it boosted my motivation and I was back on track in terms of my goals in life. After the situation I went through I was now hungry and I went to the Plaza. When I got there I saw a sign written Makan Lah! Restoran and it looked like a restaurant so I proceeded there. I got to the counter and told the person ho was attending to the customers that I would like to have quarter chicken with rice, this was understood. The problem came when I wanted to pay for the food and the attendant told me that I was supposed to give him a receipt instead then I was shocked. The lady who was standing beside me then told me that you have to pay for your order at the payment area first which was on the other side then I would receive my order. That issue was cleared, I got my food and began doing what I came there for. When I was done eating I did not know that we were supposed to leave our plates on the table when we were done eating, so I took it back to the restaurant and I felt embarrassed when I was told that we could just simply leave them on the table. So I had to walk back to my table and put it there. This was an interesting first day for me whereby I had to learn with people who were way older than me just because of wrong directions. Also, I got confused when I was ordering lunch. Otherwise the school to me is an interesting place that has interesting people. The environment is great for building peoples futures.

Meat Vending Business Plan

EXECUTIVE SUMMARY Business Name:WENDORS Meat Vending Business Address:BISU Bilar Campus – Zamora, Bilar, Bohol Nature of Business:Meat Vending Form of Ownership:Sole Proprietorship Proponents: Wendell Doria VISION A high quality business that forefronts in providing excellent services to the customers and to be one of the top most well known producer of meat not just in our town but all over Bohol and the Philippines. MISSION To satisfy the customers needs and keeping the strong relationship with the customers as well as improving the services we offer. GOALS 1.Maintain the good reputation of the business. 2. To meet the reasonable net profit by the end of the year. 3. To meet the highest satisfaction rate from the customers. 4. To offer the best quality meat. Business overview Meat offers valuable nutrients including protein, iron, zinc and b vitamins. (according to the American meat institute. ) Your body needs proteins to build healthy muscles, bones and skin as well as pro duce hormones and synthesize vitamins . Meat provides you with home-iron a type of iron that is easier for your body to absorb and not found in non meat sources like veggies and beans.Zinc helps your immune systems function properly while the B vitamins group helps regulate the immune systems an release energy. Pork is the edible flesh of domesticated hog or pig. It is the meat from the pig/swine/hog meant to be eaten fresh. Consumption of pork in moderate quantities is helpful in gaining energy. It is good for skin, eyes, nervous system, bones and mental performance. Intake of pork also ensures better immunity to body due to presence of essential antioxidants. The colours of the meat and the fat of pork are regarded as more appetizing, while the taste and smell are described as sweeter and cleaner.It is also considered easier to digest. In rural tradition, pork is shared to celebrate important occasion and to form bonding. Pork is a choice of protein that can satisfy both the gourm and and diet-conscious consumer. Pork has been a very popular source of food all through antiquity. Pork isn't fatty meat – in fact, it's one of the leanest meats available. Pork is also an important source of iron, zinc and protein. Pork is a food choice that is just as good for little ones as for adults and teenagers.Its high nutritional value contributes to kids' higher need for proteins, minerals and vitamins throughout their growth, and reinforces their immune system. Following are some the significant nutritional facts with regard to pork: * Pork has a high mineral content of Phosphorus, Selenium, Sodium, Zinc, Potassium and Copper. * The two minerals which are present in good quantities are Iron and Magnesium, while Calcium and Manganese are found in traces only. * Pork is highly enriched with Vitamin B6, Vitamin B12, Thiamine, Niacin, Riboflavin and Panatothenic Acid.However, Vitamin A and Vitamin E are found in very small amounts. MARKETING ASPECT Market Situation Po rk is in high demand especially in the school days since the target market are the restaurants, faculty and staff, students, canteen and household consumers in and out of the school campus. The restaurant owners are of high percentage of demand because the students prefer to buy viands in the restaurants and canteen in every meal than cooking for their own. And because of that, they are in need of pork for their additional menu as their source of income as well. Market NeedsThe project provides consumers quality pork and lechon that suit their daily intake. This aims to fulfil the benefits important to consumers. It will also provide quality, leaner and fresh pork as a staple food and delivers once a week to the target market that the venture would be a steady supplier Target Market The target market are those individuals who would like to eat meat. The possible customers are restaurant owners, canteen, faculties and staff, students, household customers who are willing to buy and pa y at a reasonable price. Target Demand Figure 1. Target Demand Supply of Raw MaterialsThe owner will purchase pig weighing 60-110 kgs for every slaughter from family backyard raisers and Carmen Public Market every week. To assure for a steady supply, the venture will find a steady supplier and purchase it three days before the operation. Supply of the Proposed Product The WENDORS vending business will supply once a week to the target market like restaurant and canteen, specifically every Tuesday for regular schedule. The venture also accepts orders.. Product Offering The proposed meat vending will sell pork and other parts. It will be deliver directly to the target market .The main target markets are the restaurant owners and canteen, faculty and staff. It will also offers by-products of pork such as the head, intestines, liver and feet. Marketing Strategy The venture applies some strategy in marketing the product. The most risky of putting up this kind of business is the collection of sales. The business cannot assure of 100% cash even though that the venture will make a policy that it should be in cash basis. So the venture will allocate an amount in case of the delay of payment. Venture will fairly entertain customers and practice a personalized service to its customers and try to believe on the aying customers are always right. . Marketing Mix The proposed business is comprised of the following approaches to product, price, place of distribution and promotion. Product. Pork and some parts of the pig such as the head, liver, intestines and feet are the main products to be offered to the potential target market. Pricing. It should have reasonable pricing in order to develop market. The customers who paid in cash bases can avail discounts of 10% for the pork and other part. The customers who apply credit and instalment basis will be given 7 days to pay. The pricing will greatly depend on average market price.Place of Distribution. The product can reach to the customers through direct selling. The product will be delivered to the possible target market in the scope area. Promotion. The venture will use posters and stickers. It will also engage in canvassing to the target market for the next operation. SWOT Analysis Strengths * Presence of skilled workers * Right location * High demand * High quality meat * High level of personalized service Weaknesses * Limited current wholesale accounts. * No display area or permanent location. * The supply of meat is seasonal. * High percentage of debt or in credit term. Opportunities * Few competitors Possibilities of good profit * High demand Threats * Shortage of raw materials at a given time * Increasing economic status * unfavorable government law * Swine deceases Channel of Distribution Figure 2. Channel of Distribution (Direct Selling) Table 1. Pricing Strategy Pork| Cash Basis (P)| Credit Basis(P)| Head| 100. 00| P110. 00| Meat with bones| 170. 00| 180. 00| Liver| 170. 00| 180. 00| Intestines| 80. 00| 90. 00| Feet| 120. 00| 130. 00| Demand and Supply Analysis Monthly Demand| | June| July| Aug. | Sept. | Oct. | Nov. | Dec. | Jan. | Feb. | March| April| May| | n| 2| 2| 2| 2| 3| 3| 4| 3| 2| 2| 2| 2| | | 90| 90| 90| 90| 90| 90| 90| 90| 90| 90| 90| 90| | Q| 180| 180| 180| 180| 270| 270| 360| 270| 180| 180| 180| 180| | Note: the table represents the monthly demand for pork (averaging) where  Ã‚  n  Ã‚  Ã‚  =  Ã‚  Ã‚  number  of  pigs q  Ã‚  Ã‚  =  Ã‚  Ã‚  no. of kilos Q  Ã‚  Ã‚  =  Ã‚  Ã‚  represents  total  demand  for  your  product. Table 6 Projected Monthly Sales(P)| Months| sales| January| 36,396. 00| February| 24,264. 00| March| 24,264. 00| April| 24,264. 00| May| 24,264. 00| June| 24,264. 00| July| 24,264. 00| August| 24,264. 00| September| 24,264. 00| October| 36,396. 00| November| 36,396. 00| December| 48,528. 00| TOTAL| 351,828. 00|Note: the above table represents the monthly sales TECHNICAL ASPECT Operation Strategy Since the proprietor ha d no experience about slaughtering a pig he decided to hire an expert person in this field . The proponent had talk to Mr . Edie Mangayaay to help us in this matter. He is the one to slaughter the pig with the agreed salary of P5. 00/kg of live pig. It is not necessary to build our own slaughter house because it is quite expensive and time costly, we have agreed that the operation will be done in proponents house . The place is so appropriate for slaughter because of its abundant water supply and large area.The proponents will directly deliver the product to the target market once a week. . Production Process Buying . The venture will first purchase live pig as a raw material for operation. The purchaser will go to the suppliers every week and negotiate the price per kg. of live weight. Then it will be transported for slaughtering and roasting. Slaughtering. It will be done in the butcher’s house. Since, the proponents are not expert in this activity; the venture will hire an expert slaughterer. Packing. After slaughtering the pig, it will be chopped in any cuts as what the orders required.It will be packed in plastic cellophane after weighing. Distribution. The packed pork will be delivered and distributed to the target market according to their order and suggested cuts and part of pig. Figure 3. Production Process Table 2. Total Labor Requirement. Position| Number| Monthly Salary (P)| Total Annual Salary(P)| Manager/Cashier| 1| 500. 00| 6,000. 00| Distributor/Canvasser| 1| 400. 00| 4,800. 00| Purchaser/Collector| 1| 400. 00| 4,800. 00| Total| 4| P 2,500. 00| P15,600. 00| (note: operation is twice a week) Table 3. Fixed Investment and Depreciation Charges Equipment/tools| Qty. Price/unit (P)| Total (P)| Life Span| Depreciation cost (P)| Monthly depreciation| Weighing Scale| 1| 1,200. 00| 1,200. 00| 3| 400. 00| 33. 33| Styrofoam box| 2| 500. 00| 1,000. 00| 1| 1,000. 00| 83. 33| Good knife| 1| 450. 00| 450. 00| 1| 450. 00| 37. 50| TOTAL| | | P2,650. 00| | P1,850. 00| 154. 16| Table 4. Operation Schedule. Days| Time| Activities| Monday| 8:00 a. m. -10:00 a. m. | Slaughtering of pig| Wednesday| 3:00 p. m. -5:00 p. m. | Roasting| Note: The table above is the regular schedule of the operation. Table 2. Cost of Operation. | Monthly (P)| Direct Material| 17,100. 00| Direct Labor| 900. 00|Transportation | 1,360. 00| Communication | 300. 00| Total cost of operation| P19,660. 00| Table 3. Administrative and Selling Expenses. | Monthly(P)| Depreciation of operating equipment| 154. 16| Supplies| 133. 00| Total selling and administrative expense| P 287. 16| Table 7. Supplies for the whole year Expense Description| Units| Unit Cost (P)| Total Cost (P)| Journal, Ledger, Record book| 4 packs| 35. 00| 105. 00| Calculator| 1 pc| 150| 150. 00| Ball pens| 15pcs| 5. 00| 75. 00| Pencils| 6 pieces| 6. 50| 39. 00| Bond Paper-Short| 1ream| 220. 00| 220. 00| Stapler| 1 pc| 72. 00| 72. 00| Staple Wire| 5 boxes| 12. 0| 60. 00| Liquid Eraser| 3 pieces| 40. 00 | 120. 00| Plastic Cellophane| 25 packs| 30| 750. 00| Total| | | P1,591. 00| Note: The above office supplies are to be used for one year. Communication (Cellular Phone) This is necessary to maintain good connection with the customers and the proprietor itself so that there will be a good relationship between them. It is one of the best asset of the venture in enhancing their customer service and personalized relationship with the customer because this will help a lot in achieving their goals and aside from that it will help a lot in communicating each employees. This would help customers and the owners in the distribution of the products. The venture will used Talk N’ Text Network with an estimated monthly bill of P300. 00 load. Transportation The business earnings depend on the distribution and selling of the finish products. To reach the customer’s location or selling areas, the cost of transportation will be allocated. Good channel in the transportation of the produ cts lies the business growth. It’s only delivering once a week and purchase raw material once a week. Table 8. Transportation Expense Transportation Expense| Rate per kg. nd head (P)| Kgs and no. of person| Weekly Expense (P)| Monthly Expense (P)| Pork:Freight of the Purchased Pig for slaughter| 1. 00| 90 kgs| 90. 00| 180. 00| Transportation of the Purchaser| 150. 00| 1| 150. 00| 300. 00| Distributors/Collectors Transportation| 100. 00| 1| 100. 00| 200. 00| TOTAL| | | P340. 00| P680. 00| Table 9. Projected Monthly Sales of Pork Sales of a 70 kgs. of pig| Pork| Percentage| Weight, kg. | Price/kilo (P)| Weekly Sales(P)| Monthly Sales(P)| Meat w/ bones| 65%| 45. 5| P170. 00| P7,735. 00| P30,940. 00| Head| 8%| 5. 6| 100. 00| 560. 00| 2,240. 00| Liver| 3%| 2. | 170. 00| 357. 00| 1,428. 00| Intestine| 5%| 3. 5| 80. 00| 280. 00| 1,120. 00| Feet| 6%| 4. 2| 120. 00| 504. 00| 2,016. 00| TOTAL| 87%| 60. 9| | P9,436. 00| P37,744. 00| Sales of a 100 kgs. of Pig| pork| Percentage| Weight k gs. | Price/kilo(P)| Weekly sales(P)| Head| 8%| 8| 100. 00| 800. 00| Meat /bones| 65%| 65| 170. 00| 11,105. 00| Liver| 3%| 3| 170. 00| 510. 00| Intestine| 5%| 5| 80. 00| 400. 00| Feet| 6%| 6| 120. 00| 720. 00| TOTAL| 87%| 87 kg. | | 13,535. 00| Sales of a 80 kilos of pig| Pork| %| Weight kg| Price per kilo(P)| Weekly sales(P)| Head| 8%| 6. 4| 100. 00| 640. 00|Meat/bones| 65%| 52| 170. 00| 8,840. 00| Liver| 3%| 2. 4| 170. 00| 408. 00| Intestine| 5%| 4| 80. 00| 320. 00| Feet| 6%| 4. 8| 120. 00| 576. 00| Total| 87%| 71. 2 kg. | | 10,784. 00| | | Sales of a 90 kilos of pig| Pork| %| Weight kg| Price per kilo(P)| Weekly sales(P)| Head| 8%| 7. 2| 100. 00| 720. 00| Meat/bones| 65%| 58. 5| 170. 00| 9945. 00| Liver| 3%| 2. 7| 170. 00| 459. 00| Intestine| 5%| 4. 5| 80. 00| 360. 00| Feet| 6%| 5. 4| 120. 00| 648. 00| Total| 87%| 78. 3kg. | | 12,132. 00| | | Purchases Months| Purchases| January| 25,650. 00| February| 17,100. 00| March| 17,100. 00| April| 17,100. 0| May| 17,100. 00| June| 17,100. 00| July| 17,100. 00| August| 17,100. 00| September| 17,100. 00| October| 25,650. 00| November| 25,650. 00| December| 34,200. 00| TOTAL| 247,950. 00| | | Note: the following are the purchases of live pig every month @P95 per kilo. | | Proportion of a Live Hog Not all of the pig is edible pork. On average, about 87% of a hog make it from the pen to the pan. A 70-kg hog will yield approximately 60. 9 kgs of retail cuts. Around 13% of a hog’s live weight is inedible product removed during the slaughter and dressing procedure bringing our 70 kgs. live hog to 60. kgs. dressed. The other internal organs, hair, blood, and other inedible products account for most of this loss. Once the carcass is sanitarily dressed, it is hung on a rail and placed into a cooler where it is quickly chilled after cutting. ORGANIZATIONAL ASPECT Legal Form The proposed business will be in a sole proprietorship form. It is a business in which the owner is also the employees at the same time. And because of multi task the proprietor hires an part – time employee. The duties is divided according to their expertise/stability and have equal input to major decisions.The venture is owned by Wendell B. Doria. Organizational Structure Figure 4. Organizational Structure Responsibility Matrix Position| Qualifications| Responsibilities| Owner | | * Formulate short term and long term plans, * develops strategies to guide employees towards attaining goals and objectives, *makes major decisions concerning the operations, *implement policies assigns tasks to be accomplished by employees * the owner is the same time the cashier and bookkeeper| Distributor-| * hardworking and industrious| * deliver the products to the target market| Canvasser/Purchaser – . * hardworking, * know to negotiate other people, * physically fit| * canvass orders for the next operation and * purchase raw material| Collector-. | * industrious *hardworking * know basic Mathematics| * collect receivables| Butche r/Labor- Mr. Edie Mangayaay| * physically fit, *hardworking, expert on slaughtering and roasting, * has experience on the said activities| * slaughter the pig * roast the pig, * cut the pork and roasted pig | Table 14. Project Timetable Activities| Days| 1| 2| 3| 4| 5| 6| 7| 8| 9| 10| 11| 12| 13| 14| Preparing Business Plan| | | | | | | | | | | | | | | Acquiring funds| | | | | | | | | | | | | | | Securing Business permit| | | | | | | | | | | | | | | Purchasing of equipment and supplies| | | | | | | | | | | | | | | Purchasing of raw material| | | | | | | | | | | | | | | Start of operation| | | | | | | | | | | | | | | Government and Legal Requirements The following are the fees to the government for the permits ; clearances: Table 15. Licenses and Permit Type of business license/permit/registration| Fees (P)| Mayor’s Permit| 800. 00| Police Clearance| 100. 0| Barangay Clearance| 100. 00| TOTAL| P 1,000. 00| FINANCIAL ASPECT Financial assumptions: 1. Revenue: all revenue are der ived from the sale of meat 2. Cost of raw material, supplies ; salaries remains constant throughout the period. 3. Labor ; Transportation expense will depend on the number of kilos slaughtered 4. The business assumes cash basis but also accept credit within a limited period. Project Cost I. Pre-Operating Expense Business Plan Preparation1,000. 00 Business Permit and Licenses1,000. 00 Total Pre-Operating Cost 2,000. 00 II. Fixed Assets RequirementTools and Equipment 2,650. 00 Total Fixed Assets Requirement 2,650. 00 III. Working Capital Requirement-1 month operation Transportation 680. 00 Communication 300. 00 Supplies Expense 133. 00 Salary Expense 2,500. 00 Purchasing of Pigs: 90 kgs. X 2 Live weight @95 kgs. 17,100. 00 Labor Expense 900. 00 Total Working Capital 21,613. 00 TOTAL PROJECT COST P 26,263. 00 Income Statement ?| June | July | Aug. | Sept. | Oct. | Nov. | Dec. Jan. | Feb. | Mar. | April | May | TOTAL| Sales | 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00| 36,396. 00| 36,396. 00| 48,528. 00| 36,396. 00| 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00| 351,828. 00 | Less cost of goods sold | 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| 25,650. 00| 25,650. 00| 34,200. 00| 25,650. 00| 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| 247,950. 00 | Gross Profit | 7,164. 00| 7,164. 00| 7,164. 00| 7,164. 00| 10,746. 00| 10,746. 00| 14,328. 00| 10,746. 00| 7,164. 00| 7,164. 00| 7,164. 00| 7,164. 00| 103,878. 00| Less Expenses| ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | 0. 0 | Sell ; Admin Exp. | 4,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 33,596. 00 | communi| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| ? | Depreciation| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| ? | Transpo expense| 680. 00| 680. 00| 680. 00| 680. 00| 1,020. 00| 1,020 . 00| 1,360. 00| 1,020. 00| 680. 00| 680. 00| 680. 00| 680. 00| 9,860. 00 | Labor Expense| 900. 00| 900. 00| 900. 00| 900. 00| 1,350. 0| 1,350. 00| 1,800. 00| 1,350. 00| 900. 00| 900. 00| 900. 00| 900. 00| 13,050. 00 | Total Expenses| 6,667. 16| 4,667. 16| 4,667. 16| 4,667. 16| 5,457. 16| 5,457. 16| 6,247. 16| 5,457. 16| 4,667. 16| 4,667. 16| 4,667. 16| 4,667. 16| 61,955. 92 | Net Profit | 496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 5,288. 84 | 5,288. 84 | 8,080. 84 | 5,288. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 41,922. 08 | Note: The table shows the monthly net income Cash Flow ?| Pre – Op | June | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | Apr | May | CASH INFLOW | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? Owners Equity | 26,263. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Cash Sales | ? | 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00| 36,396. 00| 36,396. 00| 48,528. 00| 36,396. 00| 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00 | Total cash Inflows | 26,263. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | 36,396. 00 | 36,396. 00 | 48,528. 00 | 36,396. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | CASH OUTFLOW | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Pre Op. | 2,000. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? Fixed Asset | 2,650. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Purchase | ? | 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| 25,650. 00| 25,650. 00| 34,200. 00| 25,650. 00| 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| Labor exp. | ? | 900. 00| 900. 00| 900. 00| 900. 00| 1,350. 00| 1,350. 00| 1,800. 00| 1,350. 00| 900. 00| 900. 00| 900. 00| 900. 00| Selling and admin | ? | 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| Transpo | ? | 680. 00| 680. 00| 680. 00| 680. 00| 1,020. 00| 1,020. 00| 1,360. 00| 1,020. 00| 680. 00| 680. 0| 680. 00| 680. 00| Total Cash outflow | 4,650. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | 30,953. 00 | 30,953. 00 | 40,293. 00 | 30,953. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Net Flow cash | 21,613. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | 5,443. 00 | 5,443. 00 | 8,235. 00 | 5,443. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | Add. Beg. balance | – | 21,613. 0 | 24,264. 00 | 26,915. 00 | 29,566. 00 | 32,217. 00 | 37,660. 00 | 43,103. 00 | 51,338. 00 | 56,781. 00 | 59,432. 00 | 62,083. 00 | 64,734. 00 | Ending cash balance | 21,613. 00 | 24,264. 00 | 26,915. 00 | 29,566. 00 | 32,217. 00 | 37,660. 00 | 43,103. 00 | 51,338. 00 | 56,781. 00 | 59,432. 00 | 62,083. 00 | 64,734. 00 | 67,385. 00 | BALANCE SHEET ?| Pre-op. | June | July | Aug. | Sept. | Oct. | Nov. | Dec. | Jan. | Feb. | Mar. | April | May | Cash | 21,613. 00 | 24,264. 00 | 26,915. 0 | 29,566. 00 | 32,217. 00 | 37,660. 00 | 43,103. 00 | 51,338. 00 | 56,781. 00 | 59,432. 00 | 62,083. 00 | 64,734. 00 | 67,385. 00 | Fixed Asset | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | Depreciation | ? | (154. 16)| (308. 32)| (462. 48)| (616. 64)| (770. 80)| (924. 96)| (1,079. 12)| (1,233. 8)| (1,387. 44)| (1,541. 60)| (1,695. 76)| (1,849. 92)| Total current assets | 24,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 40 | 65,688. 24 | 68,185. 08 | Pre operating exp. | 2,000. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Total assets | 26,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 0 | 65,688. 24 | 68,185. 08 | Liabilities and owners equity | ? | ? | ? | . | ? | ? | ? | ? | ? | ? | ? | ? | ? | Total Liabilities | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Owners Equity | 26,263. 00 | 26,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 40 | 65,688. 24 | Income | ? | 496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 5,288. 84 | 5,288. 84 | 8,080. 84 | 5,288. 4 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | TOTAL LIABILITY AND CAPITAL | 26,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 40 | 65,688. 24 | 68,185. 08 | RETURN ON INVESTMENT ROI = NET INCOME/TOTAL INVESTMENT x 100 =41,922. 08/26,263. 00 =1. 665 x 100 =160% PAYBACK PERIOD PP = Total Investment /Annual ave. Income =26,263. 00/41,922. 08 =0. 63 years Break Even Analysis=F/CMuF / CMr =3,337. 16 / 33. 803,337. 16 / =98. 73klsPhp. 13,295. 46

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