Alfreschlo Business Plan by Chloe Farwell

AlfresChlo B us i n e s s P l an

C ontents E xec utive S ummary

M ission S tatement

V alue P ro position

C ustomer S egments C hannels

K ey A ctivities E vents

K ey P artners

K ey R esour c es

C ustomer R elationshi ps M ar keting

C ost S tru cture F inan ces R eferen c es

25 31

E x e c u tive S umm ar y Alfreschlo is a free monthly e-magazine providing information on local markets and producers along with recipes on how to best use seasonal ingredients. Beginning in Kent it is a goal for Alfreschlo to roll out to further counties in England following it’s first three years of trading. Born from an understanding that food can have a major impact on the environment, Alfreschlo believes that they key to sustainable eating is to source local, seasonal produce. It plays to the desire of readers to understand how to use seasonal ingredients in their everyday cooking and where to find them. Stylus report “Google searches for ‘available near me’ have grown by more than 100% globally in the last year, highlighting the importance of omnichannel connectivity and the consumer desire to shop locally” (Baron, 2020) The business is funded by sponsorship and advertising fostering mutually beneficial relationships with local businesses. This enables Alfreschlo to provide readers with free monthly content, recipes and advice. With more specialised features on some businesses each month; focusing on their ethos, current seasonal produce alongside specific recipes paired with their produce. Readers will be able to buy ingredients from the recipes when on the website, which will allow Alfreschlo to make an affiliate commission of 8% from partnered businesses sales. A key aspect in building Alfreschlo’s community will be events. Relationships with local businesses are vital for this as they will provide the venue and catering - receiving 40% of ticket sales for this expense. The events are run at a low profit margin, primarily for building brand image and awareness.

M ission S tatement

V a l ue P ro position Promoting sustainability and supporting the local economy as well as small businesses and producers, Alfreschlo is a monthly e-magazine focusing on the best in season, local food. Benefits are that it is free and easily accessible (online). The idea is to encourage community spirit and teach readers how to best utilise locally available food by turning it into tasty seasonal dishes. Following the pandemic, consumers are “opting for products that support the global environment and their local community” (Stylus, 2020) Aiming to educate those who want to learn while challenging those who want to refine their knowledge and skills, readers experience a sense of independence, evoking confidence and pride when investing time in their cooking. Creating a journey with new ingredients sourced from local suppliers each month; the experience becomes rewarding by benefiting the local economy. The BBC predict “uplift in local and seasonal eating” (BBC, 2020) Alfreschlo aims to target fears around the challenge of sourcing food locally, eliminating food waste and helping to push readers out of their comfort zone cooking the same dishes on a weekly rotation. Everyone needs to eat, some need to cater for certain allergies and taste preferences while not spending too long planning meals and sourcing ingredients. Alfreschlo provides seasonal recipes using produce available locally, helping to inject inspiration and advice into daily routines. Recipes will advise substitutes for specific allergens, eliminating the risk of readers avoiding recipes due to dietary requirements. “While consumers may want to support small businesses, doing so can be difficult.”, “Some might not even know which businesses to support.” (Arndt, 2020) Seasonal, local food offers a reduced carbon footprint, travelling shorter distances, leading to better tasting, healthier and often cheaper food.

C ustomer S egments Alfreschlo has two types of customer - clients and readers. Readers consume free content, through the e-magazine, newsletters, website and social media. Clients pay to sponsor, advertise or have special features in the magazine. This relationship is mutually beneficial - they pay Alfreschlo to broadcast their business. Insider report a rise in “locavore” eating in 2020

(Insider, 2020)

The pandemic amplified a trend of locavore eating, a locavore is “a person whose diet consists only or principally of locally grown or produced food” (Oxford English Dictionary, 2020). Readers will either fit this narrative or aspire to this lifestyle. Mintel (2020), reported there are “28% more adults shopping from local businesses since the start of the COVID-19 outbreak” when broken down, there are “32% more from a gross household income of £50,000+” and “34% more of ABs”. This indicates that readers of Alfreschlo will be of a higher social class. Older customers “are keen to support local farms and suppliers” (Clifford, 2020) 35% of those 45 and over “appreciate freshly prepared food and dishes that feature seasonal ingredients” (Caddy, 2019). Readers will be centred around this age as while the older generation are keen to support local and cook seasonally, 67% of under-35s “plan on cooking more from scratch after the coronavirus outbreak than they used to” (Clifford, 2020). The younger generation are also much more conscious of their impact on the environment (Clifford, 2020), and therefore, the sustainability aspect of cooking with local seasonally grown food would appeal to those under 45 as well as over. “Henry VIII allegedly once sampled a bowl of cherries produced in Kent and was so delighted with the flavour that the county became known as the Garden of England” (Bale, 2020) Initially, clients will be based in ‘The Garden of England’, Kent. Alfreschlo aims to broaden into further counties following the first three years of trading. Covering a specific area allows readers to easily connect with businesses featured as they are local. They will be independently run or small local chains rather than large national or international businesses. This is to maintain the purpose of supporting the local community and economy as well as continuing the sense of sustainability with a small carbon footprint.

Clients

Readers

C h an n el s Alongside the monthly e-magazine and website, readers can follow Alfreschlo on social media such as Facebook and Instagram. This engagement with readers, makes it easier for them to connect with local businesses using these channels. Social media will be used not only for marketing, but to maintain authenticity, start conversations, build a community and nourish business relationships. It is imperative for this reason that there is a synergy between channels from the e-magazine, website and social media platforms. Mintel expects in the long term that “Social media will be further integrated into people’s lives, with demographics that were previously not high users more accustomed to using social media for a variety of purposes” (McGrath, 2020) There is also an option to sign up to a monthly newsletter (via email) from the website which pulls highlights from the magazine such as recipes and “Spotlight On” producers. Using Squarespace as the website host allows easy integration of a newsletter. “The attraction of email newsletters for both creators and readers is the finite nature of the format – approach them like mini-magazines” (Ward, 2019) Local businesses with specialised features, sponsors and those who have partnered with Alfreschlo for events will be provided with QR codes, allowing their customers to scan, swiftly directing them to the most recent Alfreschlo issue. Integrating into the routine of the target market - shoppers supporting local producers. Stylus explains “66% of consumers globally prefer to use mobile apps instead of touch-based alternatives at physical locations” (Baron and Hobbs, 2020) following the pandemic. The website will loop back to these local businesses through affiliate sales when readers shop ingredients from recipes. The various channels are integrated. Social media posts and stories link to recipes and articles on the website. The website allows free downloads of the e-magazine, which is also accessible through QR codes at local businesses, the newsletter highlights key stories from monthly issues which is available to sign up to via the website. This coordinated, harmonious approach will help with awareness of Alfreschlo, displaying benefits of the brand in creating a community based on locally sourced, seasonal food.

W ebs i te

N ews le tter

S oc i a l M edia

K ey A ctivities Content creation and relationship management are the core activities of the business. Alfreschlo is a free monthly e-magazine therefore, content must be produced on a monthly basis. This involves visiting local businesses to network, build and maintain relationships. These visits along with email communication, determine which businesses will run ads in the magazine, which are requesting specialised features and hopefully down the line as the business progresses, who will sign up to sponsor. After a few months, Alfreschlo aims to have special features and ads lined up 3-6 months in advance. It is difficult to plan much more ahead than this due to the format being based on seasonal food. Recipes are developed each month to compliment produce in season locally. These feature in the e-magazine as well as the website, where readers are able to shop the ingredients easily. This provides another small revenue supplement through affiliate sales whereby Alfreschlo receives 8% commission from sales made to local businesses. From the content in the magazine, key articles and recipes are pulled to populate a monthly newsletter sent to any readers who have signed up. Running parallel to all this are the social media accounts. Content and recipes are adapted to these platforms to engage with readers, drawing them to the website to download the latest free issue. It also supports the marketing of Alfreschlo through sponsored posts specifically targeting local consumers at the beginning of each month promoting the new issue. After roughly six months of trading, limited print runs will be provided to partnered local businesses allowing them to give their customers free physical copies of the magazine. This will involve ordering printed copies in bulk, which will be delivered to clients in the visits mentioned previously. By printing physical copies, Alfreschlo is able to provide distribution data to clients wanting to place ads, pay for specialised features or sponsorship. Readers can download the latest issue via the website. The home page is populated with top monthly recipes. The recipe page can be filtered by type of meal e.g. breakfast/dinner, ingredients, suppliers, season and dietary requirement. This is easily managed through key words and tags on each post using Squarespace.

E vents Another significant activity will be organising events. Hosted at partnering local businesses, collaborating with Alfreschlo to give demonstrations, ideas and advice on how to cook with their produce. They receive 40% of ticket sales in return for the venue and catering. The events are a vital aspect in building a community with readers and local businesses alike. Mintel advises “Food, drink and foodservice brands can take advantage of their positions as common interests and passions to which consumers can tie their identities. Brands will then be able to actively bring individual fans together into online communities or organize inperson gatherings” (Zegler, 2019) With Alfreschlo being a start-up, events will grow in frequency and capacity year on year (Covid restrictions permitting at the beginning) with the following schedule expected for the first three years:

Year One ◊ Summer

◊ Christmas

Year Two ◊ Easter

◊ Halloween ◊ Christmas

Year Three ◊ Easter

◊ Summer

◊ Halloween ◊ Christmas

K ey P artners Alfreschloâ&#x20AC;&#x2122;s key partners are local businesses, they are the backbone of the brand. Providing the key source of revenue via sponsorship, ads, and special features. They enable a symbiotic relationship in terms of awareness. There are two options to become a sponsor - six months or one year. For a six month sponsor, Alfreschlo includes the companyâ&#x20AC;&#x2122;s logo on the back page of the magazine, in the footer the newsletter and one free dedicated special feature per month with accompanying recipes and linked ingredients for readers to purchase. For a year long sponsorship Alfreschlo offers the same benefits as the six month sponsorship, with added exposure at Alfreschlo events e.g. through selling their produce and including their logo on any printed marketing material. Advertising is sold to local businesses per half page ad in order to retain authenticity, ensuring not to appear purely promotional. Ads are also more user friendly as they are large enough to convey a genuine message from businesses, rather than only displaying their contact details. Special features are a collaboration between a business and Alfreschlo, discussing their values and produce with a paired recipe and linked shoppable ingredients on the website. Local business partners are vital when it comes to hosting events. For a portion of ticket sales, they provide a venue and food, along with partnering to offer advice on cooking with their seasonal produce. This helps to reduce risk by decreasing costs as events can often be expensive. While events will be run for a small profit in comparison to other revenue streams, the intent is to benefit awareness of Alfreschlo and partnering local businesses. The network of partnering businesses should consistently grow because Alfreschlo will persue fresh content on a monthly basis. Alfreschlo is able to scale the business based on the amount of partnerships. It should be noted that once a relationship with another business is established, it should be maintained as they are such a key component of success.

K ey R e sourc es Alfreschlo will operate from the founderâ&#x20AC;&#x2122;s home, therefore the most important physical resource will be a computer. The best option is a Macbook Pro as it allows portability alongside, the best resolution and operating system to run Adobe software such as InDesign required to create the e-magazine. It would also be used to create and run the website, manage business accounts and communicate with clients and readers, when required, via email. Printed marketing material for events and physical copies of the magazine will be produced close to the time of use consequently, the business will not have the need for storage. In terms of human resources, the business owner will be responsible for layout of the magazine as well as upkeep of relationships with local businesses. A part-time worker will be hired in month three to support populating the newsletter with content from the monthly issue, uploading content to the website and social media as well as the opportunity to support content creation. Freelancers such as photographers are required to aid content creation for special features and events. These expenses are shown as cost of sales whereas the part time worker is permanent and shown as an overhead. The founder has a background in layout and graphic design and therefore has the skills required to produce a website and magazine in house without outsourcing. With Squarespace, the task of creating and running a website with a newsletter is simplified and easy.

C ustomer R elationshi ps Relationships with clients are formed through personal visits from the founder. Contracts will be drawn up for selling advertising, special features and sponsorship, to protect the interests of both Alfreschlo and clients, setting out each parties aims and what is required in return e.g. financial payment. Readers can consume Alfreschlo content without charge as the e-magazine is free to download. Additionally they can interact with the brand on social media and use the website to find a catalogue of recipes. With a free service for readers, it is likely that most queries and communication will be from paying clients - the local businesses. However, management of social media channels will require constant communication, engaging with readers to build the Alfreschlo community. If clients or readers have any queries or complaints, they can contact Alfreschlo through the email provided on the contact page of the website. The owner will personally respond to each email, alongside other daily admin e.g. accounting. Readers will be centred around Kent due to the niche content of the e-magazine being based in this area. This means advice and recommendations from Alfreschlo can be tailored to fit the requirements of readers and clients alike. By supporting small businesses, brands can attract consumers who want to support brands whose values reflect their own (Arndt, 2020) As the business model focuses on supporting local businesses, readers and clients will have similar values to Alfreschlo; wanting to live sustainably, support local and learn how to cook with seasonal produce to create a variety of dishes.

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M a r ke ting Primarily, Alfreschlo’s marketing will run through social media, ensuring sponsored posts are pushed to a specific target market. For example, Facebook allows posts to be targeted to a fixed geographical area, showing sponsored posts to people who fit within a certain age bracket and with specific interests (see Appendix B). “Social media is the way forward” when it comes to marketing following the pandemic.

(Salter,

2020)

When using Facebook, posts are also shared on it’s sister platform, Instagram, at no extra cost (see Appendix B). It allows costs to be fixed for example through choosing how much the business would like to spend per day (which shows an estimated reach e.g. 2.7K-7.9K people per day) as well as specifying how many days the ad should run. This enables the marketing to remain flexible based on Alfreschlo’s available budget. Data provided is also incredibly useful in determining which content is favoured by readers, allowing the company to learn and adapt. Limited print runs of the magazine will be available at certain local businesses after the first six months. This will enable Alfreschlo to provide clear distribution numbers to clients wanting to advertise in the e-magazine. Alongside this, it will provide readers with physical copies if they attend the events or visit featured local businesses partners.

C ost S tru cture Initial funding for the business will be made up of £5000 from the founder’s personal savings, shown as a 0% interest loan repayment over 3 years. Alongside a £2100 investment from the owner’s parents. The bulk of revenue is from sponsorship packages, advertising and affiliate sales, the direct costs for these income streams are subsequently minimal. Alfreschlo will also earn revenue from specialised features and events. Cost of sales in this instance include travel and freelance content creators working on specialised features for local businesses. For events, cost of sales include 40% to the local business offering venue and catering, cost of printing and again, cost of freelance content creation. Most costs derive from overheads such as salaries, printing, accounting and social media marketing. The amount of copies printed each month is calculated by how many businesses receive the magazine and size of events, increasing as the business grows. It is assumed the first year’s overhead costs for Adobe Creative Cloud and Squarespace Basic Commerce website hosting are taking into account student discount. Subsequently, the following years reflect full price figures when the founder is no longer eligible for such discounts. Advertising is charged at £200 per half page. Specialised features are priced at £850 as it is expected they would cover at least two pages which would cost £800 in advertising. However, they include a tailored, in depth article on the business, as well as personalised recipes and a shoppable ingredients list on the website. Six month sponsorship includes six specialised features (which would amount to £5100) along with other benefits. Therefore, it has been priced at £5000. For an even better saving, clients can opt for twelve month sponsorship for £9000 - with further benefits and twelve specialised features (which would total £10,200). Based on the lean cost structure of the business, Alfreschlo breaks even in month three. However, this is due to the sale of the first six month sponsorship. As this is a one off payment for the six months, the business will show a loss again from month five, breaking even again in month nine then consistently making a profit from this point.

Y e a r 1 F inan c es - P r of i t & L o s s A ccount Even though printing does not start until month six of the first year, being a marketing overhead, it shows as a cost from month one due to the fact overheads are input as a yearly cost then spread over twelve months.

Alfreschlo Ltd Profit and Loss Account

Gold Sponsorship (1 year) Silver Sponsorship (6 months) Ad - Per Half Page Specialised Feature Affiliate Comission Event Ticket Total Sales Direct Costs Gross Profit GP %

Overheads: Salaries Website Hosting (Squarespace Basic Commerce) Website Domain Adobe Creative Cloud Subscription Marketing - Social Media Sponsored Ads BT Broadband Travel Production - Cost of Printing Rent (Use of Home) Legal & Professional - Accounting Legal & Professional - Legal Legal & Professional - Insurance Overhead name Overhead name Overhead name Overhead name Total Overheads EBITDA Loan Interest Equipment Depreciation Profit before Tax Corporation Tax Provision: Profit after Tax

Year Ended 31/12/2021 Jan 2021 1 0 0 800 850 33 0 1,683

Feb 2021 2 0 0 800 1,700 52 0 2,552

Mar 2021 3 0 0 1,600 1,700 82 0 3,382

Apr 2021 4 0 5,000 800 1,700 126 180 7,806

May 2021 5 0 0 1,600 1,700 150 405 3,855

Jun 2021 6 0 0 1,600 2,550 164 540 4,854

190

380

512

677

1,493

2,172

3,002

7,294

88.7%

85.1%

88.8%

2,276 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

0 0 1,600 2,550 164 0 4,314

Aug 2021 8 0 0 2,000 1,700 168 0 3,868

Sep 2021 9 0 5,000 2,000 2,550 204 0 9,754

966

570

380

3,178

3,888

3,744

93.4%

82.4%

80.1%

3,130 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,129 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,130 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

Oct 2021 10

0 5,000 2,000 3,400 296 630 11,326

Nov 2021 11 0 0 3,200 3,400 190 945 7,735

Dec 2021 12 0 0 3,200 3,400 340 0 6,940

Total

570

1,222

1,453

760

8,060

3,488

9,184

10,104

6,282

6,180

60,009

86.8%

90.2%

94.2%

89.2%

81.2%

89.0%

88.2%

3,129 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,130 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,129 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,130 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,129 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,130 16 0 16 100 40 63 265 25 200 54 21 0 0 0 0

3,129 20 0 20 100 40 57 269 25 200 56 19 0 0 0 0

35,847 196 0 196 1,200 480 750 3,184 300 2,400 650 250 0 0 0 0

0 15,000 21,200 27,200 1,969 2,700 68,069

3,076

3,930

3,929

3,930

3,929

3,930

3,929

3,930

3,929

3,930

3,935

45,453

-1,583

-904

-928

3,365

-752

-41

-186

-441

5,254

6,175

2,352

2,245

14,556

0 95

0 1,140

-1,678

-999

-1,023

3,270

-847

-136

-281

-536

5,159

6,080

2,257

2,150

13,416

556

1,156

429

408

2,549

-1,678

-999

-1,023

3,270

-847

-136

-281

-536

4,603

4,924

1,828

1,742

10,867

Break Even Point

YEAR 1 Jul 2021 7

Break Even Point

Y e a r 1 F inan c es - M on t h ly C as hf low Monthly Cashflow Sales Receipts Equity Investment received Loan Capital received

228 2,020 2,100 5,000

2 3,062 0

81,683 2,100 5,000

Cash Inflow

9,120

3,062

4,058

9,367

4,626

5,825

5,177

4,642

11,705

13,591

9,282

8,328

88,783

Cost of Sales (direct or variable) Salaries Website Hosting (Squarespace Basic Commerce) Website Domain Adobe Creative Cloud Subscription Marketing - Social Media Sponsored Ads BT Broadband Travel Production - Cost of Printing Rent (Use of Home) Legal & Professional - Accounting Legal & Professional - Legal Legal & Professional - Insurance Overhead name Overhead name Overhead name Overhead name

228 2,276 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

456 2,276 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

456 3,130 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

614 3,129 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

812 3,130 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

1,159 3,129 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

684 3,130 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

456 3,129 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

684 3,130 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

1,466 3,129 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

1,744 3,130 19 0 19 120 48 76 318 30 240 65 25 0 0 0 0

912 3,129 24 0 24 120 48 68 323 30 240 67 23 0 0 0 0

9,671 35,847 233 0 233 1,440 576 904 3,821 360 2,880 782 298 0 0 0 0

Capital Expenditure VAT Return Payment (Receipt) Loan Repayment Capital Interest

4067

3 4,058

139 0

4 9,367

0 175 139 0

5 4,626

6 5,825

139 0

7 5,177

0 2,393 139 0

8 4,642

9 11,705

139 0

10 13,591

0 2,804 139 0

11 9,282

12 8,328

5,372

139 0

1,668 0

Corporation Tax

Cash Outflow

7,670

Net cash inflow(outflow)

1,450

Bank brought forward Bank carried forward

4067

3,831 (769)

4,685 (627)

5,017 4,350

5,041 (415)

5,387 438

7,306 (2,129)

4,684 (42)

4,913

8,498

5,973

5,147

68,152

6,792

5,093

3,309

3,181

20,631

1,450

681

4,404

3,989

4,427

2,298

2,256

9,048

14,141

17,450

1,450

681

4,404

3,989

4,427

2,298

2,256

9,048

14,141

17,450

20,631

Y e a r 2 F inan c es - P r of i t & L o s s A ccount Alfreschlo Ltd Profit and Loss Account

Year Ended 31/12/2022 Jan 2022 13 0 0 2,000 2,550 220 0 4,770

Feb 2022 14 0 0 2,000 2,550 274 675 5,499

Mar 2022 15 0 5,000 2,000 2,550 288 900 10,738

0 5,000 2,800 3,400 346 0 11,546

Sep 2022 21 9,000 5,000 2,800 3,400 341 1,035 21,576

570

984

1,122

570

760

926

1,395

1,530

2,192

1,225

12,414

4,200

4,515

9,616

9,273

5,063

14,140

10,786

5,875

20,181

12,263

8,509

7,223

111,643

88.1%

82.1%

89.6%

94.2%

89.9%

96.1%

93.4%

86.4%

93.5%

88.9%

79.5%

85.5%

90.0%

3,130 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,129 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,130 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,129 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,130 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,129 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,130 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,129 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,130 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,129 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,130 24 2 50 100 40 68 542 25 200 38 21 0 0 0 0

3,129 24 -2 46 100 40 62 538 25 200 32 19 0 0 0 0

37,554 288 20 596 1,200 480 810 6,500 300 2,400 450 250 0 0 0 0

Total Overheads

4,240

4,239

4,240

4,239

4,240

4,239

4,240

4,239

4,240

4,239

4,240

4,213

50,848

-40

276

5,376

5,034

823

9,901

6,546

1,636

15,941

8,024

4,269

3,010

60,795

Loan Interest Equipment Depreciation

0 95

0 1,140

Profit before Tax

371

5,471

5,129

918

9,996

6,641

1,731

16,036

8,119

4,364

3,105

59,655

Corporation Tax Provision:

1,039

975

174

1,900

1,261

329

3,047

1,543

829

590

11,768

Profit after Tax

300

4,432

4,154

744

8,096

5,380

1,402

12,989

6,576

3,535

2,515

47,887

Direct Costs Gross Profit GP %

EBITDA

Jun 2022 18 9,000 0 2,800 2,550 360 0 14,710

YEAR 2 Jul 2022 19

Aug 2022 20 0 0 2,800 3,400 331 270 6,801

Gold Sponsorship (1 year) Silver Sponsorship (6 months) Ad - Per Half Page Specialised Feature Affiliate Comission Event Ticket Total Sales

Apr 2022 May 2022 16 17 0 0 5,000 0 2,000 2,800 2,550 2,550 293 283 0 0 9,843 5,633

Oct 2022 Nov 2022 22 23 0 0 5,000 0 3,200 4,000 4,250 4,250 398 426 945 2,025 13,793 10,701

Dec 2022 24 0 0 3,200 4,250 548 450 8,448

Total 18,000 25,000 32,400 38,250 4,107 6,300 124,057

Y e a r 2 F inan c es - M on t h ly C as hf low Monthly Cashflow Sales Receipts Equity Investment received Loan Capital received

13 5,724

14 6,599

15 12,886

16 11,812

17 6,760

18 17,652

19 13,855

20 8,161

21 25,891

22 16,552

23 12,841

24 10,138

148,871

Cash Inflow

5,724

6,599

12,886

11,812

6,760

17,652

13,855

8,161

25,891

16,552

12,841

10,138

148,871

684 3,130 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

1,181 3,129 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

1,346 3,130 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

684 3,129 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

684 3,130 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

684 3,129 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

912 3,130 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

1,111 3,129 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

1,674 3,130 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

1,836 3,129 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

2,630 3,130 29 2 60 120 48 82 650 30 240 46 25 0 0 0 0

Capital Expenditure VAT Return Payment (Receipt) Loan Repayment Capital Interest

0 4,032 139 0

139 0

0 3,001 139 0

139 0

0 5,030 139 0

0 0

139 0

Corporation Tax Cash Outflow

0 6,702 139 0

1,470 3,129 29 (2) 55 120 48 74 646 30 240 38 23 0 0 0 0

14,896 37,554 348 20 715 1,440 576 976 7,796 360 2,880 544 298 0 0 0 0

139 0

2,549 9,317

18,765 1,668 0 2,549

5,781

5,947

8,285

5,285

5,284

10,543

5,711

8,824

13,138

7,231

6,039

91,385

818

6,939

3,527

1,475

12,368

3,312

2,450

17,067

3,414

5,610

4,099

57,486

Net cash inflow(outflow)

(3,593)

Bank brought forward

20,631

17,038

17,856

24,795

28,322

29,797

42,165

45,477

47,927

64,994

68,408

74,018

20,631

Bank carried forward

17,038

17,856

24,795

28,322

29,797

42,165

45,477

47,927

64,994

68,408

74,018

78,117

Y e a r 3 F inan ces - P r of i t & L o s s A ccount Alfreschlo Ltd Profit and Loss Account

Year Ended 31/12/2023 Jan 2023 1 0 5,000 3,200 3,400 350 0 11,950

Feb 2023 2 9,000 0 3,200 3,400 358 675 16,633

Mar 2023 3 0 5,000 3,200 3,400 394 1,125 13,119

Aug 2023 8 0 0 3,200 4,250 448 0 7,898

Sep 2023 9 9,000 5,000 3,200 4,250 403 585 22,438

760

1,152

1,414

891

1,395

2,003

1,140

950

1,290

2,212

2,108

2,028

17,343

11,190

15,481

11,705

11,286

8,006

17,958

17,600

6,948

21,148

13,806

9,633

9,726

154,487

93.6%

93.1%

89.2%

92.7%

85.2%

90.0%

93.9%

88.0%

94.3%

86.2%

82.0%

82.7%

89.9%

3,604 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,603 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,605 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,603 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,604 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,603 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,604 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,603 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,605 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,603 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,604 24 2 50 100 40 75 662 25 200 0 21 0 0 0 0

3,603 24 -2 46 100 40 75 665 25 200 0 19 0 0 0 0

43,244 288 20 596 1,200 480 900 7,947 300 2,400 0 250 0 0 0 0

Total Overheads

4,803

4,802

4,804

4,802

4,803

4,802

4,803

4,802

4,804

4,802

4,803

4,795

57,625

EBITDA

6,387

10,679

6,901

6,484

3,203

13,156

12,797

2,146

16,344

9,004

4,830

4,931

96,862

0 95

0 92

0 79

0 1,109

Profit before Tax

6,292

10,584

6,806

6,389

3,108

13,061

12,705

2,054

16,252

8,912

4,738

4,852

95,753

Corporation Tax Provision:

1,195

2,011

1,293

1,214

591

2,481

2,414

390

3,088

1,694

900

922

18,193

Profit after Tax

5,097

8,573

5,513

5,175

2,517

10,580

10,291

1,664

13,164

7,218

3,838

3,930

77,560

Direct Costs Gross Profit GP %

Loan Interest Equipment Depreciation

Jun 2023 6 9,000 0 4,000 5,100 376 1,485 19,961

YEAR 3 Jul 2023 7

0 10,000 3,200 5,100 440 0 18,740

Gold Sponsorship (1 year) Silver Sponsorship (6 months) Ad - Per Half Page Specialised Feature Affiliate Comission Event Ticket Total Sales

Apr 2023 May 2023 4 5 0 0 5,000 0 3,200 4,000 3,400 4,250 352 386 225 765 12,177 9,401

Oct 2023 Nov 2023 10 11 0 0 5,000 0 3,600 4,400 5,100 5,100 473 576 1,845 1,665 16,018 11,741

Dec 2023 12 0 0 4,400 5,100 724 1,530 11,754

Total 27,000 35,000 42,800 51,850 5,280 9,900 171,830

Y e a r 3 F inan ces - M on t h ly C as hflow Monthly Cashflow Sales Receipts Equity Investment received Loan Capital received Cash Inflow Cost of Sales (direct or variable) Salaries Website Hosting (Squarespace Basic Commerce) Website Domain Adobe Creative Cloud Subscription Marketing - Social Media Sponsored Ads BT Broadband Travel Production - Cost of Printing Rent (Use of Home) Legal & Professional - Accounting Legal & Professional - Legal Legal & Professional - Insurance Overhead name Overhead name Overhead name Overhead name Capital Expenditure VAT Return Payment (Receipt) Loan Repayment Capital Interest

1 14,340

2 19,960

3 15,743

4 14,612

5 11,281

6 23,953

7 22,488

8 9,478

10 19,222

11 14,089

12 14,105

206,197 0 0

14,340

19,960

15,743

14,612

11,281

23,953

22,488

9,478

26,926

19,222

14,089

14,105

206,197

912 3,604 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,382 3,603 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,697 3,605 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,069 3,603 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,674 3,604 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

2,404 3,603 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,368 3,604 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,140 3,603 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

1,548 3,605 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

2,654 3,603 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

2,530 3,604 29 2 60 120 48 90 794 30 240 0 25 0 0 0 0

4,939

6,959

6,732

8,423

139 0

135 0

139 0

Corporation Tax Cash Outflow

9 26,926

139 0

2,434 3,603 29 (2) 55 120 48 90 798 30 240 0 23 0 0 0 0

11,768

20,812 43,244 348 20 715 1,440 576 1,080 9,532 360 2,880 0 298 0 0 0 0 0 27,053 1,664 0 11,768

11,032

6,562

6,879

13,208

6,855

7,584

13,281

6,320

18,498

16,257

7,711

7,603

121,790

3,308

13,398

8,864

1,404

4,426

16,369

9,207

3,158

8,428

2,965

6,378

6,502

84,407

Bank brought forward

78,117

81,425

94,823

103,687

105,091

109,517

125,886

135,093

138,251

146,679

149,644

156,022

78,117

Bank carried forward

81,425

94,823

103,687

105,091

109,517

125,886

135,093

138,251

146,679

149,644

156,022

162,524

Net cash inflow(outflow)

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Clifford, E. (2020). The Impact of COVID-19 on Food and Drink - UK - June 2020: Which Behaviours Will Change in the Mediumterm?: Proactive environmentally-friendly habits will rebound. Mintel. Available from https://reports.mintel.com/display/1024799/ [Accessed 23 December 2020]. McGrath, R. (2020). Social Media: Inc Impact of COVID-19 - UK - July 2020: Market Drivers: Long term. Mintel. Available from https://reports.mintel.com/display/1030367/ [Accessed 23 December 2020]. Morano-Williams, E. (2020). Decoded Future 2020. Stylus, 16 June. Available from https://www.stylus.com/decoded-future-2020 [Accessed 15 October 2020]. Oxford English Dictionary. (2020). Meaning of locavore in English. Lexico. Available from https://www.lexico.com/definition/ locavore [Accessed 23 October 2020]. Salter, E. (2020). Analyst Briefing: Social media is the way forward for retail marketing after COVID-19. London: GlobalData. Available from https://retail.globaldata.com/Analysis/details/analyst-briefing-social-media-is-the-way-forward-for-retailmarketing-after-covid-19 [Accessed 21 December 2020]. Schild, D. (2019). 10 food and restaurant trends that will define how people eat in 2020: There will be an increased interest in “locavore” eating in 2020. Insider, 11 November. Available from https://www.insider.com/food-restaurant-trend-outlook2020#there-will-be-an-increased-interest-in-locavore-eating-in-2020-1 [Accessed 23 October 2020]. Ward, C. (2019). How to succeed in online media: Future Insights: Think Like a Magazine. Stylus. Available from https://www.stylus. com/how-to-succeed-in-online-media [Accessed 22 December 2020]. Zegler, J. (2020). 2021 Global Food & Drink Trends: What’s next: establish communities where consumers can form new connections