INSABA BW Fresh Fruit Juice Business - 20070809

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     Fresh Fruit Juice Business Proposal

    Business DescriptionFresh fruit juice business

    ProponentArnold Tshwaranang Moleofi is a young motivated entrepreneur who is interested in running afresh fruit juice business. He has done a Business Studies course and has started a Car Washfinanced through own resources, which is run by family members. He does not have a bankaccount but is considering opening one. Mr Moleofi has no experience with formal loans but iswell acquainted with cost calculations and marketing since this was part of his professionaltraining.

    LocationThe fresh fruit juice business is mobile and can be located at shopping malls, bus ranks, trainstations, public and sporting events and other locations where there is a likely market for selling

    fresh fruit juice.

    Business FactorsIn Botswana there are a great number of street hawkers operational, which are informalbusinesses selling a range of goods from sunglasses, hot lunches, soft drinks to ice cream.However, fresh fruit juice can only be obtained in up-market restaurants. A hawker’s license isrequired to operate in public places, which can be obtained from City and Town Councils.

    The proposed fresh fruit juice business will sell a rangeof juices and non-alcoholic cocktails that are prepared

    on the spot using an electric juicer or blender. Bottledwater, lime, milk or cream can be added depending ontaste.

    Cooling of the drink is achieved by adding ice cubes orshaved ice from a cooler box. There is no provision forelectrical cooling. Also, ice cream is not sold sincethere is already a lot of competition for this product.

    The mobile unit will be similar asshown in the pictures. Theelectric juicer operates from abattery and inverter that arelocated at the bottom of thecontainer. There will be a 10Wlight provided so that the unitalso can operate in the evening.The battery is charged through a50Wp solar panel. In thecontainer is also a 20 litre waterbottle with a small pumpproviding clean water.Fresh fruits, disposable cups,

    straws, ingredients and a coolerbox are also stored in the unit.

    Draft: 9 August 2007

    Examples of Juices and Cocktails

    Orange, Guava, Granadilla, Apricot,Peach, Mango, Peach and Orange,Mango and Orange, Papaya, TropicalPunch, Pineapple, Strawberry, WaterMelon, Apple, Grape, Paw-Paw,Banana, Lime, Tomato, Litchi, Carrot

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    Pre-AssessmentThe general feasibility of the business idea is established in a pre-feasibility assessment. Anestimation is given of business requirements and costs.

    Equipment:  Inventory: P1,600 Stall on wheels, chair, umbrella, stand, water containers,

    wash basin, radio with loudspeaker  Equipment: P500 Juicer, small pump  Solar system: P3,200 50Wp solar panel, battery, regulator, inverter  Advertising: P1,200 Advertising displays, price list, business cards

    Total equipment cost is P6,500. Furthermore disposable items such as cups, drinking straws, etcare required during production.

    Production:A quick estimation of the required production is based on the following parameters.

    The highlighted parameters are variables. The expense per glass is an estimate. Based on theabove figures, the operator has to sell 64 glasses of fresh juice per day (300 days per year) tocover expenses and pay back the investment.

    Operational expenses:  Disposables that are accounted for in the unit cost.  Storage space is rented for the equipment. Estimated costs P50/month.  The salary of the operator is P1000/month.

    Investment live span is taken as 5 years. The solar panels have an estimated life span of 20years but there is a risk that they may get stolen.Table1 (pre-assessment) contains all above data. Sensitivity analysis with Table 1 shows the

    impact of the various cost factors. Most sensitive elements are price per unit and cost per unit. Asensitivity analysis has been carried out using the goal seek function in excel. When selling 65glasses of fresh fruit per day, the payback period is 1 year with ROI of 80%, whereas selling 87glasses per day gives a payback period of ½ year and ROI of 180%. It can be concluded that theproposed business has the potential of being profitable.

    Market AssessmentThere are currently no mobile fresh fruit juice vendors operating in the country. The only placeswhere fresh fruit juice may be obtained are up-market restaurants. It is believed that with theincreased awareness of fitness and health there is a market for fresh juice.

    Operator income 1,000 P/month

    Payback 600 P/monthIncome to be generated 1,600 P/month

    Days working per month 25 days/month

    Profit to be made per day 64 P/day

    Selling price per glass 4 P/glass

    Expense per glass 3 P/glass

    Profit per glass 1 P

    Glasses of juice per day to sell 64 glasses/day

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    Fresh fruits can be obtained from a number of supermarket outlets such as Fruit and Veg City,Payless, Choppies, and others. When purchased fresh, fruits will hold for a number of days.Table 2 shows a comparison between the fresh fruit juice business using a RE system and thesame business recharging the battery from grid electricity through a commercial operator. Thecost of charging the battery, including transportation is estimated at P10 per charge. Thecomparison shows that it is more cost effective to charge the battery with solar energy.

    Operational PlanThe business strategy relies on the special appeal of fresh fruit consumption to the customers, asa healthy product. It is important to generate a brand for the fresh fruit business. The businessshould be run in a professional manner in order to succeed. The operator should wear a uniformand cleanliness of the stall and personal hygiene would be critical.

    Table 3 gives the cash flow during the first three years of operation. The cash flow analysisindicates clearly, how much financing would be required. Under the prevalent conditions, capitalinfusion of P6500 would be sufficient. The graphs visualize this business development for thefirst year, and for three years, respectively.

    Finally, Table 4 gives the profitability forecast and balance for the business start-up.

    From the Sensitivity Analysis below it becomes clear that he selling cost of a glass of juice aswell as the variable cost -being the cost of ingredients- are two critical success/failure factors.Since the maximum selling price is determined by competing soft drinks, it is of essence tocontrol the costs of the ingredients to make the business a success.

    Sensitivity Analysis

    -400%

    -300%

    -200%

    -100%

    0%

    100%

    200%

    300%

    400%

    -20% -10% 0% 10% 20%

    percentage change of parameter

      p  e  r  c  e  n   t  a  g  e  c   h  a  n  g  e  o   f   R   O   I

    Capital Investment

    Investment Lifespan

    Units/annum

    Price/unit

    Variable cost of sale/unit

    Cost of energy/unit

    total fixed costs

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    Table 1: Pre-Assessment of the fresh fruit juice business described above

    INSABA Preassessment of Project Proposals

    Country: Botswana

    Pilot Region: Gaborone / Main Mall

    RE Technology: Solar PV Electricity

    Business Idea:

    Proponent name, contact Mr. Arnold Tshwaranang Moleofi

    Years of experience as owner of business 1

    Number of employees w/contract 1

    Proponent uses bank acount (yes=5, No=0) 0

    Experience with formal loan (received=5, applied=3, no=0) 0

    Experience in cost calculations, business (no=0, several=5) 5

    Practice in maintaining/operating equipment (RET) (none yet=0, regularly=5) 3

    Total 10

    Calculation of ROIDetermination of parameters Definitions

    Investment Capital Inventory

    Stall on wheels, chair, umbrella, stand, water

    containers, wash basin, radio with loudspeaker

    Investment Capital Equipment Blender, small pump

    Investment Capital PV solar system 50Wp solar panel, battery, regulator, inverter

    Investment Capital Advertising Advertising displays, price list, business cards

    Investment Capital Total of shop, inventory, equipment and PV Total cost of investment

    Investment

    LifespanConservative average life

    Life of the investment - i.e. period before it must

    be replaced

    Production Glasses sold per day

    Production Glasses sold per year 300 days per year

    Price/unit Average sales price per glass

    Revenue BWP This is net revenueVariable cost/unit Average cost per glass Cost of fruit, ice, disposable cups, straw, etc.

    Cost of energy/unit No other energy Costs of power, fuel added to variable cost

    Fixed cost Rent for storage space to store equipment Rent per year

    Fixed cost Hawker license

    Fixed cost Replacement of the battery 3 yrs of battery lifetime

    Fixed cost Annual salary for operator Wages

    Fixed cost Salary for owner Wages

    Total fixed costsAnnual indirect costs such as rent, telephones,

    salaries

    Amortization/unit: 0.07 1,300Amount needed per unit to cover investment in

    lifetime

    Direct costs per

    unit:3.07 59,800

    Variable costs plus amortization plus cost of

    energy

    Gross Margin/unit 0.93 Sales price per unit less the direct costs per unit

    Fixed costs/unit 0.66Total fixed costs divided by the number of units

    produced

    Total costs 3.73 72,750 Direct costs plus fixed costs

    Net Margin 0.27 5,250 Revenue less total costs

    ROIReturn on Investment = net margin divided by

    capital investment

    Payback period

    years

    Capital investment divided by cash flow until intial

    expenses are compensated by the net margin

    Fresh Fruit Juice Stall using PV Solar Electricity

    3,200

    100

    81%

    12,950

    600

    0

    250

    4.00

    78,000

    Using the goal seek function it can be

    established that when selling 66 glasses of

    fresh fruit juice per day, the payback period is 1

    year and ROI is 80% When 86 glasses per day

    are sold the payback period is half a year and

    the ROI is 180%

    Fresh Fruit Juice

    6,500

    5

    19500

    1,600

    500

    65

    1,200

    3.00

    0

    12,000

    0.99

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    Table 2: Competitive Analysis: Comparison between the fresh fruit juice business using solar PVelectricity and the same business recharging the battery grid electricity

    INSABA Verification & Market-Assessment of Project Proposals

    Country: Botswana

    Pilot Region: Gaborone

    RE Technology: Solar PV ElectricityBusiness Idea:

    Market Context : describeMarket Size & Potential

    Market Need, Risk

    Competitor

    Competing Technology

    Appropriateness of RET

    Market Segment

    Main Differentiator

    Sustainable Production

    Fresh Fruit Stall with solar PV electricity

    Calculation of Competitiveness Compared to battery charged from gridDescription of Alternative

    Investment Capital Battery charged with grid electricity instead ofsolar PV electricity

    Investment

    LifespanEquipment lifetime

    Production Energy source does not effect turnover

    Price/unit Energy source does not effect sales price

    Revenue BWP

    Variable cost/unit

    Cost of energy/unit

    Battery is charged at a commercial charging

    centre once every day at a cost of P10 per

    charge including transport

    Fixed costs Fixed costs are not effected by how the batteryis charged

    Total fixed costs Total fixed costs

    Amortization/unit: 0.07 1,300 0.04 780

    Direct costs per

    unit:3.07 59,800 3.19 62,280

    Gross Margin/unit 0.93 0.81

    Fixed costs/unit 0.66 0.66

    Total costs 3.73 72,750 3.86 75,230

    Net Margin 0.27 5,250 0.14 2,770

    ROI

    Payback period

    years

    Solar Pv Grid electricity

    Fresh Fruit Juice Stall using PV Solar Electricity

    Presently there are no mobile fresh fruit juice vendors operating. The only places where

    fresh fruit juice may be obtained are up-market restaurants. It is believed that with the

    increased awareness of fitness and health there is a market for fresh juice. Probably

    little to no market available in villages. The same business model is replicable for

    different parts of the country.

    The idea of buying a fresh and healthy drink may not catch on. Many people see a can

    still as a fashionable drink.

    See above

    Charging the battery with grid electricity. Hand press for orange juice.

    Using RE a radio can be operated attracking customers and light, so that working

    hours are extended.

    Using RE creates a business opportunity that previously did not exist.

    Fresh fruit juice is healthier and more tasteful than juice from cans.

    Battery needs recycling but thsi also applies to system that does not use RE

    6,500

    5

    3,900

    5

    19,500

    12,950

    81%

    0.99

    12,950

    71%

    1.10

    19,500

    12,950 12,950

    4.00

    78,000

    3.00

    0.1538

    4.00

    78,000

    3.00

    0

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  • 8/17/2019 INSABA BW Fresh Fruit Juice Business - 20070809

    7/9

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  • 8/17/2019 INSABA BW Fresh Fruit Juice Business - 20070809

    8/9

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  • 8/17/2019 INSABA BW Fresh Fruit Juice Business - 20070809

    9/9

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       d  e  p  r  e  c   i  a   t   i  o  n

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       T   O   T   A   L   E  x

      e  n  s  e  s