Documentos de Académico
Documentos de Profesional
Documentos de Cultura
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Our Vision and Statement
1.1 Vision
Our over all vision is to have:
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Research & Analysis
Since its introduction, the vehicle has evolved into something other than just a
means of transport. Car owners and enthusiasts have been searching for ways to make
there vehicles unique, and stand out from the crowd. This is particularly common
among younger drivers. Competitions such as Auto-Salon have provided a means for
car enthusiasts to show off there unique cars, with modifications done not only to the
engine, but also the interior and stereo systems. This growing culture has also lead to
the development of car forums- web sites set up where motor enthusiasts can
communicate, share and compare there vehicles.
A lot of positive aspects have risen from these forums. Many cruises have
been organised, for both fun and for charity. Most recently the 2008 cruise for kids
encouraged drivers to take there vehicles to the street in order raise money for the
children’s hospital.
Off the streets, the car culture is just as strong. The Holden v. Ford rivalry is a good
example. V8X (2007) reported that motorsports had the third highest attendance
rating, attracting 1.6 million spectators. The majority aged between 18- 45 years.
Raceways around NSW and Australia hold open events where drivers can bring there
vehicles to test their limits. Western Sydney International Drag way (WSID) holds
these events on Wednesday nights. We aim to develop a promotional vehicle in which
we can run at the track and immerse ourselves in this rapidly growing culture.
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2.2 Environmental Analysis
The two main type of environmental issues associated with this type of
industries include
• Pollution from Waste: concern with the storage and disposal of waste oil,
oily wastewater, brake fluid, coolant and other liquids; the disposal of vehicles
parts; and the spillage of oils and other liquids when carrying out general
servicing and repair work.
• Pollution from Emissions: impacts on both local and global levels. Locally, it
causes air pollution, whereas globally, it is a source of greenhouse gas
emission
For full detailed analysis on the issues refer to appendix 2a.
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2.4 Economical Analysis
High performance vehicles have also been known to use a lot more petrol than
normal vehicles which has deterred many people from buying them. However there
has been ongoing development to make high performance vehicles more fuel efficient
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which will increase their sales hence lead to an increase in our focused market. An
example of this technology is a proposed development by Nissan to create a
hydrogen-fuelled cell high performance car which is one of the first projects to try to
make high performance vehicles more fuel efficient and environmental friendly.
All these performance mechanics sell similar products for a vehicle, including
upgrades for the engine, electronics, suspension, transmission, wheels and other
accessories. As well as providing products, they offer other services such as smash
repairs, towing services, and vehicle inspections.
Most of these companies have been around for some time, meaning they have
established a customer base and well known status among car enthusiasts. Take MRT
Performance for example, prior to opening up a store to the general public, MRT
designed and raced rally cars. They had won several NSW and ACT titles in the late
1980’s to early 90’s.
CRD has done something similar. In the early 1990’s CRD took a small 1.3L
Suzuki swift, and managed to enhance the 4 cylinder engine to pump out
approximately 400 Hp. CRD has continued its developments and now own several of
the worlds fastest production cars.
Queen Street Racing is the biggest and most recognised business within this
market. Currently they have been invited to participate in a television show on fox8
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called ‘Blood, Sweat and Gears.’ This was an invitation which they had accepted.
This provides a huge advantage as they now have the opportunity to gain free
publicity and target a larger audience, giving them the opportunity to further expand
there customer base.
Bel Garage has adopted a different approach. Unlike the previous mentioned
competitors, Bel did not begin operations with a racing background, but as a smash
repair mechanics. Soon after, it had expanded its operations into modifying vehicles,
and has had many of its vehicles in most car magazines.
Although they have strong and leading reputations among car enthusiasts,
proving to be strengths, there are weaknesses where we at U-Spec performance hope
to capitalize. This weakness is what we call car discrimination. Bel Performance for
example, only deals with late make Japanese vehicles- primarily Mitsubishi, Nissan,
Toyota and Honda. MRT also discriminates against a majority of vehicles, only
accepting certain vehicle makes to uphold its rally image. A majority of the vehicles
which they work on are the Mitsubishi Evolution series, and Subaru WRX.
Queen Street Racing caters to all vehicles, no matter the make and model.
However with there participation in the Foxtel program, they need to do considerable
work on there project vehicle to make sure it can meet the needs of the show. This
means that more staff and time will be spent on the vehicle and less on customers.
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Business Goals & Objectives
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3.3 Management Objectives
3.3.1 Short-term objectives
• Better training for all employees for better customer service/care
• More efficiency in each of the servicing jobs
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• To start generating profit within 5 years of operation
• To remain liquid and have enough capital to further grow business
Strengths
• Large number of car enthusiasts: as there are a large number of car
enthusiasts around and who want their car to be properly looked after.
• Providing more then one service: not just a servicing centre but also a retail
outlet for all the best performance parts
• Highly skill/experienced staff
• Offering all the top brands in autocare
• Cater to customers orders: We also any performance part requested by out
customers.
• Location: Parramatta is located in the centre of Sydney making it accessible
to a majority of people in surrounding areas.
• Management: Both Bob and John possess all the necessary skills needed to
manage the business successfully. They have both previously worked for
other mechanics, gaining valuable experience.
• Latest technology infrastructure: Since the business is relatively new, it has
purchased all the latest equipment. This is not only beneficial to the
customers, but will also benefit the company in terms of keeping track of
inventories.
Weaknesses
• Catering to only a limited number of people.
• Un-expectance: Newly running company which has been established as well
as their competitors who are already established. New management may incur
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problems that they might not have thought of when preparing the business
plan.
• New staff required: Recruit and training staff to meet the required level of
service.
• Limited funding: There is a certain amount of capital available to purchase
the company as well as investing within to improve its status.
Opportunities
• Expansion: expand into other types of services, eg. Mobile mechanic, panel
beating, spray painting/ air brushing.
• More services: the new hybrid car and other car services
• Car Audio and electronics: add car audio and electronics work
• Apprentice: take on some apprentices can help us in gaining some benefits
such as governments grants.
Threats
• Petrol prices: is the biggest treat as people are using more public transport
more and more these days, as petrol prices keep increasing.
• New competitors: may enter the industry.
• Existing Competitors: Currently there a number of existing competitors in the
market. Most of which have obtained sponsorship from part manufacturers,
allowing them to obtain parts at lower cost.
• Price war from major competitors: Large competition means that there will
always be price wars. This will have a dramatic effect on revenue.
Management will need to be concentrating on keeping costs low so that the
expenses don’t eat away at the profit.
• More legal regulation: There needs to be a sense of discipline in the
workplace. If somebody gets hurt due to negligence, then there will be a large
compensation payout which could skyrocket insurance premiums and destroy
the company.
• Taxes: new taxes are being introduced for purchasing cars
• Pollution: environment regulations for modified cars and OH&S issues in
regards to the workshop.
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• P-Plate regulations: the laws stopping P-platers from driving high
performance cars.
• Price war from major competitors: Large competition means that there will
always be price wars. This will have a dramatic effect on revenue.
Management will need to be concentrating on keeping costs low so that the
expenses don’t eat away at the profit.
• Technology advances from competitors: there will be new equipment that
will be constantly available, and a well managed gym should keep up to date
with technology. New equipment may be required, and it will require a fair bit
of capital to purchase.
• More legal regulation: There needs to be a sense of discipline in the
workplace. If somebody gets hurt due to negligence, then there will be a large
compensation payout which could skyrocket insurance premiums and destroy
the company.
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Marketing Plan
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maintenance done to their cars on a regular basis and continues improvements such as
modifications. Since we know all about modification customers won’t hesitate to let
us work on their cars. The location is a major factor as well, as Parramatta is located
in the centre of Sydney
.
4.4.2 Trends:
People will argue that the trends are changing and that now people are not
after high performance cars as petrol prices are so high and the P-Plate restrictions in
place, but research shows that car enthusiasts will still spend money on their cars (as
shown in the surveys conducted and interviews also conducted, refer to appendix 5a)
that sales of sports cars is still stable and that business is good for them, “it is because
most car enthusiasts either have more then one car so they will have one as a project
and one run around car, or young people just want looks and performance and they
will spend money to do so” said Garry from Top Secret Imports Blacktown.
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4.5 Advertising & Promotions
From the research and the interviews conducted (see Appendix4a, 4b) we have
found that these are the most affective ways of advertising for this type of business.
4.5.3 Directories: Advertise in the Yellow pages will help the business to start
off as a mechanic service also promote the niche side of the business. This was
considered but taken out as the costs of the advertising is very costly (around $20000)
and we are only targeting a certain type of people, so it would be more affective to do
something else with those funds.
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4.5.4 Events: Hand out brochures at events such as
• Nightshift: Free (but have to register with event organisers) (www.night-
shift.com/)
• Auto Saloon: Free (but have to register with event organisers)
(www.autosaloon.org/terams)
• Drag day Eastern Creek:
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Size: 45cm x 10cm from http://www.stickerart.com.au/- saying U-Spec
Performance (appendix 4d for design) as used and recommended by Top Secret
Imports and MRT Performance
Cost: $5 each for 200 stickers to start with.
• Word of mouth- by offering the best service possible, Recommended by
Top Secret Imports and MRT Performance
• Measuring success of selling not just by sales volume but also by customer
satisfaction.
• When selling, emphasise customer’s benefits, not just the product features.
• Following up customer service should be a part of every sale such as keeping
customer informed of the progress of their order.
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4.6.3 Prancing strategy to be used
U-Spec Performance will be using to start of with a combination of Skimming
and Market Penetration pricing as to get an advantage over its competitors.
• Market Penetration pricing will be used for general mechanic services such
as general repairs and servicing etc as there are so many workshops/
mechanics offering these services. (refer to Appendix 4e for General Service
Prices)
• Skimming pricing will be used for the “performance” repairs and upgrades as
we are only one of a few who do these. There is no prices pre-determined as it
depends on a variety of variable for example type of car, part, brad, amount of
work to be done etc. (refer to Appendix 4e for modification install estimate
prices-BYO parts)
• Discounts (multiple-unit pricing) - offer discounts for buying for then one
service and/or product or example buy a performance part from us and also get
us to install it which inturn will work out cheaper for the customers.
• Bundling- offer such deals like “2 for 1” (buy 2 for the price of 1) also for the
services bundle deals for example you get more then one service from us offer
discounts or free extras such as with any major wheel or suspension work get
free alignment and balancing etc.
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4.7 Distribution Strategy
4.7.1 Channels of Distribution
For the shop front we will be using the “Wholesaler to Retailer to Consumer”
approach as we will be getting products direct from the manufacturers/suppliers of the
brands, this way we will be able to offer them at a lower price.
There are no major products being sold in this business therefore distribution
and logistics are not of a huge concern. The accessories and parts will be delivered to
the business via logistics companies such as Toll every week or when ordered as we
are using Just-in-Time (JIT) and based on customer order as we wont be stocking
much stock on location due to a extensive range to products and that we are not only a
sales shop . For supplies needed for the shop there will be deliveries each week based
on need using JIT. Just-in-Time manufacturing has been chosen as it is a systems
approach to developing and operating a manufacturing system as it aims to eliminate
waste as it requires equipment, resources and labour are made available only in the
amount required and at the time required to do the job. In short, JIT means making
what the market wants, when it wants it (eg. customer orders). JIT has been found to
be so effective that it increases productivity, work performance and product quality,
while saving costs. JIT is also used by Top Secret Imports Blacktown (Appendix 5a)
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Management Plan
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• Has knowledge of OH&S principles and practices
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It has been decided that both owners will be working full time fulfilling their
roles as the managers, as mechanics, and as service receptionists when required.
There will be three extra employees, two of which are highly skilled and trained
mechanics, and the other is highly knowledgeable on performance parts and will be
the service receptionist.
Manager/Director
(Bob & John)
Mechanics
(Brad Taylor) Service Receptionist
(Jack Thomas) (Tom Anders)
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Duties:
• Vehicle servicing
• All vehicle maintenance
• Performance upgrades
• Fault diagnosis
• Registrations inspections
• Customer service
Remuneration: $32,000 per annum + commission.
Job description
Position: Service Receptionist
Duties:
• Customer care/service
• Booking in client’s cars
• Performance upgrades advice
• Performance parts support
• Transactions and cash handlings
• Data entry
Remuneration: $15 - $17 per hour.
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tested over a long time to show their skills and abilities. New employees can be
terminated at any time based within the period mention above if they are not
performing up to the required standards.
5.6.3 Remuneration
Both owners are going to work full time and will receive share profit equally,
and will receive same salary of $48,000. While employees, when recruited their
salaries/wages will be decided based on their work and will be paid at market rate.
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5.7 Professional Advisers
Occupation Details
Accountant Champions
Level 3, 107 Phillip Street, Parramatta 2150 NSW
Ph: (02) 9635 7700
Bank St George Bank, Parramatta Branch
126 Church Street, Parramatta 2150 NSW
Insurance Broker Security Industry Insurance Brokers
27 Fennel Street, North Parramatta 2151 NSW
Ph: (02) 9630 8212
Solicitor Baldock Stacy & Niven Solicitors
Level 4, 91 George Street, Parramatta 2150 NSW
Ph: (02) 9891 6444
5.7.1 Accountant:
• Preparation of the annual reports and tax returns
• Provide financial information
• Assessment in the fair price of the business
5.7.2 Bank:
• Provide account service
• Provide loan products
• Provide banking of cheques, money orders and cash
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5.7.4 Solicitors:
• Representation in all legal matters and negotiations
• Advice on general legal matters
• Preparation of contract and legal documents
These requirements are legally enforceable and carry heavy penalties in failing
to comply with such regulations. To ensure that the business complies with such
regulations, we will adopt codes of practice. Such codes to be adopted include regular
consultations with OH&S officers, risk assessments, preparation of Material Data
Safety Sheets (MSDS), working in confined spaces (AS2865-1995), licensing and
qualification, noise and workplace injury and disease recording.
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Operation Plan
6.1 Business Name
The business will trade under the registered name of “U-Spec Performance
Pty. Ltd.”.
The benefit of using a trading name includes:
• Helping the business to project the desired outcomes for customers as ‘U-
Spec’ is an abbreviation for Unique Specifications
• It is a easy and catchy business name
• It can describe the business activity and it can give the business a professional
and credible appearance.
6.3.1 Location
U- Spec Performance will be located at 69 High Street, Parramatta. This
location is convenient for customers who are required to leave there vehicles
overnight, as it located minutes away from Parramatta station. (Refer to Appendix 6a
for site map)
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6.3.2 Transportation Networks:
Parramatta is located in the centre of Sydney, making it very accessible to
people located all over Sydney. Parramatta is connected with major high ways and
motorways i.e. The M4, M7 and Great western Highway. These networks are vitally
important for the trade of goods and services. Parramatta is surrounded by a number
of car dealerships, making it a convenient location in terms of raising awareness of
our business.
Building Contents
Description Strata Factory Unit Total NLA: 415 m2
Building Area: 415 m2
Property Type: Strata Factory Unit
Zoning 4(b) Light Industrial
Uncovered Parking: 12
Total Parking: 12
(search-www.ljhooker.com.au)
(See appendix 6b….for images)
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Layout
Dyno Machine
car lifts/
servicing
areas
Workshop Entrance
Desk
Service
Staff
Waiting Area lounge
and
kitchen
Storage
Second Floor: Room for
Office, storage. delivered
parts
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6.4 Operational Process
6.4.1 Operating Hours
U-Spec Performance will operate in Parramatta, where we will set up both a
workshop, and retail outlet (see appendix for layout). Operating hours will range from
9am – 6pm, Monday to Friday, and 9am to 2pm on Saturday.
Certain vehicle parts may require a modification permit. If any alteration made
to a vehicle requires such a permit, we will have the vehicle inspected by the relevant
authority (see appendix 6c). Any costs associated with this will be passed on to the
customer.
It is expected that once customers purchase the item from us, we will be the
entity which will install the part/s. As a result we will also be providing mechanical
services, with the aim of getting the optimal performance out of your vehicle. We can
do a range of tasks such as dyno tuning, ECU tuning and installation, engine building
and repairs, suspension upgrades, transmission and drive-train upgrades, forced
induction conversions and turbo and supercharge installations.
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our mechanics will suggest an alternative. Once the customer agrees with the
purchase, the item will be ordered. Insurance is automatically charged on the item,
unless specified by the customer. Once the part is received, the customer will be
notified to bring their vehicle to our location.
The customer will be charged for the cost of the item (including delivery and
insurance) as well as labour. If necessary, he/she will also be given a separate bill (as
required by ATO Law) for obtaining a vehicle modification permit.
(Refer to appendix 6d for flow chart and appendix 6e sample order form)
6.4.4 Quality Control
To reduce any unnecessary purchase of supplies, we will implement three
main measures. The first measure is restricting access to the computer system via
password protection. The second measure involves payment to suppliers. Any
payments made to suppliers will require multiple signatures on cheques (i.e. the
owners’ signatures’). Where an owner is absent, this authority is delegated to the
receptionist. As the business grows, more internal control measures will be
implemented based on the contingencies faced. The third and final measure is an
identification policy. Customers must provide identification before claiming there
order.
6.4.5 Suppliers
In terms of providing the inventory, we will employ the services of 3 different
suppliers: Automotive Components Limited, TurboWhole-salers.com, and
Performance Wholesale Australia Pty Ltd. All three businesses are located with in
Australia improving delivery time and the distribution channels.
These three wholesalers also provide the range of products we aim to sell in
our retail department. Together they also cover parts for all vehicles (Nissan, Toyota,
and Honda etc.) made within the last 10- 15 years.
For more information on our suppliers refer to appendix 6f
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Supplies will be purchased based on the demands from customers. Using JIT will
mean frequent purchases and deliveries. This means that communication both up and
down the supply chain is crucial (Broyles et al 2005).
All tools and equipment are purchased from different suppliers at varied costs.
Hand tools, jacks, and gauges are purchased from Transquip Direct at a total
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estimated price of $2,900. Absorb Environmental Solutions will provide
environmental equipment and storage cabinet for approximately $7,000. Dyno
machine has a value of $29, 950, and will be leased at $669 per month. Vehicle hoists
provided by Lift King Australia holds a maximum of 4.5 tonnes, and cost $3,500
each. Hoists are portable and do not need council approval for use.
Other office supplies will consist of kitchen items such as food, coffee
machine etc. We have set a budget of $1,000 per month.
Utilities $3,960
Telephone and Internet $387
Other exp (Efpos & Postage) $792
Total General Expenses $5,139
Running costs of the business:
6.4.9 Insurance:
U-Spec Performance will take out insurance cover from Capricorn Mutual
(http://capricornmutual.millstream.com.au/); a subsidiary of Capricorn Society Ltd.
Capricorn Society has been known to provide assistance to automotive businesses
from auto electricians and mechanical workshops.
Insurance will be taken out to provide cover for the building and it contents, personal
accident and illness, and liability insurance (product and public). The insurance cover
will total $1750 per month. Workers compensation figures will be based on the
industrial relations guideline (being 2.787% ) of gross wages.
(www.industrialrelations.nsw.gov.au) (appendix 6g cover options)
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6.5 Legal Requirements & Regulations
Before attaining any of our goals, legal requirements need to be met before the
business commences. These requirements will continue to be met during the course of
the operations. These requirements are as follows:
• Registering the business with the NSW Department of Fair Trading
• Applying for, and obtaining a tax file number with the Australian Tax Office
• Obtain council approval for the site we intend to use for operations.
• Waste Permit from the Parramatta Council
• Australian Business Number (ABN) and Business Activity Statement (BAS)
• Operating Permit from Work Cover NSW
• Occupational Health and Safety (OH&S) assessment on the site. Also obtain a
safety permit from the National Occupational Health and Safety Commission.
• Public Liability/ professional indemnity/ product liability insurance
• Insurance for building and contents
• Insurance cover for employees- workers compensation and superannuation.
6.5.1 Occupational Health & Safety Regulations
Refer to section 5.9
6.5.2 Environmental Regulations
Today, more than ever people are looking towards businesses that are
environmentally friendly. Environmental issues raised have forced councils to
develop regulations for businesses. To minimize pollution, the workshop will be
required to carry a number of items (refer to section: tools and equipment).
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• VSI 06- Guidelines for light vehicle modifications (Nov 2007)
• VSI 07- Australian Design Rules (Nov 2007) and
• VSI 37- Reporting of Vehicle Defects (Nov 2007)
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Financial Plan
7.1 Establishment and Funding
There are several options to finance the initial costs of the business, approximately
$400000, which will be operated as a small proprietary company with the whole or a majority
share of the company owned by Bob and John Smith. The recommended strategy for
financing the business is detailed below along with an alternative option that the business
may consider.
Advantages:
• Owners do not have to give up equity
• Is generally more readily available
Disadvantages:
• Interest expenses
• May require collateral like residential properties
Details: (further details can be viewed in the appendix 7a)
• Institution: Westpac Banking Corporation
• Loan Amount $200000
• Loan Period: 3 years
• Interest Rate: Fixed rate at 8.90% pa
• Annual Repayment $78,870.18
7.2 Loan Repayment Schedule
Annual Payments
To To Year-End
Year Total Interest Principle Principle
0 $200,000.00
$78,870.1 $17,800.0
1 8 0 $61,070.18 $138,929.82
$78,870.1 $12,364.7
2 8 5 $66,505.42 $72,424.40
$78,870.1
3 8 $6,445.77 $72,424.40 $0.00
Advantages:
Can be convenient and available quickly
Other owners can contribute to help the business
Disadvantages:
Can limit the control you have over your business and profits you receive
Extra pressure on business and yourself since it is not just your own money
7.3 Projected Income Statement- Year 2010
Projected Income Statement for U-Spec Performance Pty. Ltd.
for the year ended 30 June 2010
Septembe Februar
July August r October November December January y March April May June Total
Revenue
Sales Revenue $16,200 $16,200 $16,200 $17,400 $17,400 $17,400 $18,600 $18,600 $18,600 $19,800 $19,800 $19,800 $216,000
Services Revenue $10,800 $10,800 $10,800 $11,600 $11,600 $11,600 $12,400 $12,400 $12,400 $13,200 $13,200 $13,200 $144,000
Total Revenue $27,000 $27,000 $27,000 $29,000 $29,000 $29,000 $31,000 $31,000 $31,000 $33,000 $33,000 $33,000 $360,000
less Costs of Goods Sold $10,800 $10,800 $10,800 $11,600 $11,600 $11,600 $12,400 $12,400 $12,400 $13,200 $13,200 $13,200 $144,000
Gross Profit $16,200 $16,200 $16,200 $17,400 $17,400 $17,400 $18,600 $18,600 $18,600 $19,800 $19,800 $19,800 $216,000
Expenses
Operational Expenses
Marketing $3,098 $2,017 $2,017 $2,017 $2,017 $2,017 $1,467 $1,467 $1,467 $1,467 $1,467 $1,467 $21,985
Rent $7,600 $9,500 $7,600 $7,600 $9,500 $7,600 $9,500 $7,600 $7,600 $7,600 $9,500 $7,600 $98,800
Wages and Salaries $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $7,707 $92,480
Maintenance $370 $370 $370 $370 $370 $370 $370 $370 $370 $370 $370 $370 $4,434
Insurance $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $1,965 $23,580
Legal Fees $400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400
Depreciation $308 $308 $308 $308 $308 $308 $308 $308 $308 $308 $308 $308 $3,695
Total Operating Expenses $20,482 $20,901 $19,001 $19,001 $20,901 $19,001 $20,351 $18,451 $18,451 $18,451 $20,351 $18,451 $233,794
General Expenses
Utilities $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Telephone and Internet $129 $129 $129 $129 $129 $129 $129 $129 $129 $129 $129 $129 $1,548
Postage $216 $216 $216 $232 $232 $232 $248 $248 $248 $264 $264 $264 $2,880
Total General Expenses $1,345 $1,345 $1,345 $1,361 $1,361 $1,361 $1,377 $1,377 $1,377 $1,393 $1,393 $1,393 $16,428
Other Expenses
Interest Expense $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $17,800
Total Other Expenses $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $1,483 $17,800
Total Expenses $23,310 $23,729 $21,829 $21,845 $23,745 $21,845 $23,211 $21,311 $21,311 $21,327 $23,227 $21,327 $268,022
Net Profit ($7,110) ($7,529) ($5,629) ($4,445) ($6,345) ($4,445) ($4,611) ($2,711) ($2,711) ($1,527) ($3,427) ($1,527) ($52,022)
7.4 Projected Balance Sheet – Year 2010
Projected Balance Sheet for U-Spec Performance Pty. Ltd.
as of 30 June 2010
Septembe Februar
July August r October November December January y March April May June
Assets
Current Assets
Cash at Bank $324,820 $312,600 $302,279 $293,143 $282,107 $272,971 $263,669 $256,266 $248,864 $242,646 $234,528 $228,310
Inventory $1,080 $1,080 $1,080 $1,160 $1,160 $1,160 $1,240 $1,240 $1,240 $1,320 $1,320 $1,320
Total Current Assets $325,900 $313,680 $303,359 $294,303 $283,267 $274,131 $264,909 $257,506 $250,104 $243,966 $235,848 $229,630
Noncurrent Assets
Garage Equipment
Vehicle Hoists $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 $7,000
less Acc. Dep. (10% pa ) ($58) ($117) ($175) ($233) ($292) ($350) ($408) ($467) ($525) ($583) ($642) ($700)
Dyno Machine $29,950 $29,950 $29,950 $29,950 $29,950 $29,950 $29,950 $29,950 $29,950 $29,950 $29,950 $29,950
less Acc. Dep. (10% pa ) ($250) ($499) ($749) ($998) ($1,248) ($1,498) ($1,747) ($1,997) ($2,246) ($2,496) ($2,745) ($2,995)
Mechanic Tools $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000
Office Equipment and Supplies $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Computer and Cash Register System $5,429 $5,429 $5,429 $5,429 $5,429 $5,429 $5,429 $5,429 $5,429 $5,429 $5,429 $5,429
less Acc. Dep. (20% pa ) ($90) ($181) ($271) ($362) ($452) ($543) ($633) ($724) ($814) ($905) ($995) ($1,086)
Total Noncurrent Assets $62,981 $62,582 $62,184 $61,785 $61,387 $60,989 $60,590 $60,192 $59,793 $59,395 $58,997 $58,598
Total Assets $388,880 $376,262 $365,543 $356,089 $344,654 $335,119 $325,499 $317,698 $309,898 $303,361 $294,844 $288,228
Liabilities
Current Liabilities
Accounts Payable $1,080 $1,080 $1,080 $1,160 $1,160 $1,160 $1,240 $1,240 $1,240 $1,320 $1,320 $1,320
Total Current Liabilities $1,080 $1,080 $1,080 $1,160 $1,160 $1,160 $1,240 $1,240 $1,240 $1,320 $1,320 $1,320
Noncurrent Liabilities
Loan Payable $194,911 $189,822 $184,732 $179,643 $174,554 $169,465 $164,376 $159,287 $154,197 $149,108 $144,019 $138,930
Total Noncurrent Liabilities $194,911 $189,822 $184,732 $179,643 $174,554 $169,465 $164,376 $159,287 $154,197 $149,108 $144,019 $138,930
Total Liabilities $195,991 $190,902 $185,812 $180,803 $175,714 $170,625 $165,616 $160,527 $155,437 $150,428 $145,339 $140,250
Owner's Equity
Bob Smith Equity $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
John Smith Equity $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Retained Earnings/(Losses) ($7,110) ($14,640) ($20,269) ($24,715) ($31,060) ($35,506) ($40,117) ($42,828) ($45,540) ($47,067) ($50,495) ($52,022)
Total Owner's Equity $192,890 $185,360 $179,731 $175,285 $168,940 $164,495 $159,883 $157,172 $154,460 $152,933 $149,505 $147,978
Total Liabilities and Owner's Equity $388,880 $376,262 $365,543 $356,089 $344,654 $335,119 $325,499 $317,698 $309,898 $303,361 $294,844 $288,228
7.5 Projected Income Statement –Year 2011
Projected Income Statement for U-Spec Performance Pty. Ltd.
For the year ended 30 June 2011
Expenses
Operational Expenses
Marketing $4,401 $4,401 $4,401 $4,401 $17,604
Rent $25,935 $25,935 $25,935 $25,935 $103,740
Wages and Salaries $23,120 $23,120 $23,120 $23,120 $92,480
Maintenance $1,109 $1,109 $1,109 $1,109 $4,434
Insurance $3,960 $3,960 $4,440 $4,440 $16,800
Depreciation $924 $924 $924 $924 $3,695
Total Operating Expenses $59,448 $59,448 $59,928 $59,928 $238,753
General Expenses
Utilities $3,960 $3,960 $4,440 $4,440 $16,800
Telephone and Internet $387 $387 $387 $387 $1,548
Efpos & Postage $792 $792 $888 $888 $3,360
Total General Expenses $5,139 $5,139 $5,715 $5,715 $21,708
Other Expenses
Interest Expense $3,091 $3,091 $3,091 $3,091 $12,365
Total Other Expenses $3,091 $3,091 $3,091 $3,091 $12,365
Total Expenses $67,678 $67,678 $68,734 $68,734 $272,826
Liabilities
Current Liabilities
Accounts Payable $3,960 $3,960 $4,440 $4,440
Total Current Liabilities $3,960 $3,960 $4,440 $4,440
Noncurrent Liabilities
Loan Payable $122,303 $105,677 $89,051 $72,424
Total Noncurrent Liabilities $122,303 $105,677 $89,051 $72,424
Total Liabilities $126,263 $109,637 $93,491 $76,864
Owner’s Equity
Bob Smith Equity $100,000 $100,000 $100,000 $100,000
John Smith Equity $100,000 $100,000 $100,000 $100,000
($60,300 ($68,579 ($70,713 ($72,848
Retained Earnings/(Losses) ) ) ) )
Total Owner’s Equity $139,700 $131,421 $129,287 $127,152
Total Liabilities and Owner’s Equity $265,963 $241,058 $222,777 $204,017
7.7 Projected Income Statement- Year 2012
Expenses
Operational Expenses
Marketing $13,665 $13,644 $13,665
Rent $108,927 $114,373 $120,092
Wages and Salaries $124,480 $124,480 $124,480
Maintenance $4,434 $4,434 $4,434
Insurance $23,580 $25,600 $27,000
Depreciation $3,695 $3,695 $3,695
Total Operating Expenses $274,401 $282,226 $290,366
General Expenses
Utilities $19,200 $21,600 $24,000
Telephone and Internet $1,548 $1,548 $1,548
Postage $3,840 $4,320 $4,800
Total General Expenses $24,588 $27,468 $30,348
Other Expenses
Interest Expense $6,446 $0 $0
Total Other Expenses $6,446 $0 $0
Total Expenses $305,435 $309,694 $320,714
Liabilities
Current Liabilities
Accounts Payable $19,200 $21,600 $24,000
Total Current Liabilities $19,200 $21,600 $24,000
Noncurrent Liabilites
Loan Payable $0 $0 $0
Total Noncurrent Liabilities $0 $0 $0
Total Liabilities $19,200 $21,600 $24,000
Owner’s Equity
Bob Smith Equity $100,000 $100,000 $100,000
John Smith Equity $100,000 $100,000 $100,000
($90,283 ($75,977 ($36,691
Retained Earning/(Losses) ) ) )
Total Owner’s Equity $109,717 $124,023 $163,309
Total Liabilities and Owner’s Equity $128,917 $145,623 $187,309
7.9 Projected Cash Flow Statement
Projected Cash Flow Statement for U-Spec Performance Pty. Ltd.
For the year ended 30 June
2010 2011 2012 2013 2014
Cash Flow from Operating Activities
Cash Receipts from Customers $360,000 $420,000 $480,000 $540,000 $600,000
($144,000 ($168,000 ($192,000 ($216,000 ($240,000
Cash Paid to Suppliers ) ) ) ) )
($124,480 ($124,480 ($124,480
Cash Paid to Employees ($92,480) ($92,480) ) ) )
Cash Generated from Operations $123,520 $159,520 $163,520 $199,520 $235,520
($152,961 ($163,200 ($169,728 ($180,434 ($191,453
Cash Paid for Services ) ) ) ) )
Interest Paid ($17,800) ($12,365) ($6,446) $0 $0
($47,241 ($16,045 ($12,654
Net Cash Used in Operating Activities ) ) ) $19,086 $44,067
($82,550 ($85,078
Net Increase (Decrease) in Cash $228,310 ) ) $19,086 $44,067
Cash at Beginning of Period $0 $228,310 $145,759 $60,681 $79,767
Cash at End of Period $228,310 $145,759 $60,681 $79,767 $123,834
7.10 Ratio Analysis
Ratio Analysis
U-Spec Performance Pty. Ltd.
Ratio 2010 2011 2012 2013 2014
Liquidity
Current Ratio 173.96:1 33.83:1 4.16:1 4.69:1 6.16:1
Quick Ratio 172.96:1 32.83:1 3.16:1 3.69:1 5.16:1
Leverage
Debt Ratio 0.49:1 0.38:1 0.15:1 0.15:1 0.13:1
Operating
Net Sales to Total Assets Ratios 1.25:1 2.06:1 3.72:1 3.71:1 3.20:1
Profitability
Net Profit on Sales Ratio -14.45% -4.96% -3.63% 2.65% 6.55%
- -
Net Profit to Assets Ratios -18.05% 10.21% 13.52% 9.82% 20.97%
- - 11.53
Net Profit to Equity Ratios -35.16% 16.38% 15.89% % 24.06%
Break-Even Analysis
U-Spec Performance Pty. Ltd.
2010 2011 2012 2013 2014
- 45 -
- 46 -
Appendix
2a Environmental Issues
- 47 -
s.4 – Defines "repair work" as the work of: an automotive electrician, a body maker, a brake
mechanic, a front end specialist, a motor cycle mechanic, a motor mechanic, a painter
tradesman, a panel beater, a transmission specialist, a liquefied petroleum gas mechanic, a
natural gas mechanic, and a prescribed tradesman; but does not include work that is
prescribed as exempt for the purpose of this definition.
s.18 (1) - In order to be able to grant a licence the MVIRC must be satisfied that the applicant
is a "fit and proper person" and has "sufficient material, manpower and financial resources to
carry on the business of a repairer in respect of that class of repair work.
s.15 (1) - Maximum penalty for a breach is 20 penalty units (currently $2200)
(Source Office of Fair Trading – Review of Motor Vehicle Repairs Act 1980,
http://www.fairtrading.nsw.gov.au/pdfs/About_us/mvrareport.pdf)
- 48 -
(Source http://www.stubbornmule.net/2008/06/sydney-petrol-prices/)
Another economical issue that may affect the industry is current and possible taxes on
cars. The current tax on luxury cars is currently 25% and there has been proposed
increase to 33% in the near future. One would assume that this increase will decrease
the sale of luxury cars, including a lot of high performance vehicles which is the main
concern of the business, however experts suggests that most buyers of high
performance vehicles, like Ford Performance Vehicles, are less sensitive to price
increases compared to ordinary car buyers. This means the possible tax increase will
have little or no impact on high performance car sales and therefore our market. There
has also been discussion over the introduction of a congestion tax, which charges
drives for every kilometer they use in congested areas like the city, to decrease the
congestion and pollution in Sydney. Like high petrol prices this proposed tax may
decrease car sales and car usage, which will affect our market.
- 49 -
4a Interview – Top Secret Imports Blacktown
1. What type of business do you operate and what are the main products/
service offered as part of operations?
The type of business we offer sales of imported cars from Japan, mostly deal with
sports cars but also some luxury family, commercial and hybrids.
Also we now offer a mechanic service and auto electrician all in one place. We
also offer sales of parts and accessories on order.
3. How have external forces such and petrol Prices and P-Plate regulations
affected your business as you deal with mostly sports cars.
Surprisingly it has not really affected us as much as we thought, I mean we have
had a few sales drops but we have combated that by the sales of hybrid imports
which are cheap to buy compared to the ones already sold in Australia. Also
it is because most car enthusiasts either have more then one car so they will have
one as a project and one run around car, or young people just want looks and
performance and they will spend money to do so and we offer a lot of non-turbo
cars also which P-plates.
4. As you said earlier for parts and accessories you only sell on order, is that
beneficial?
Yes, it is as there are a wast range of for parts and accessories on offer we would
just be tying up our operating cash flows because we are not only a business that
- 50 -
sells for parts and accessories so this way also people can order exactly what they
want from type and brand etc.
5. What ways of advertising to you find affective for this type of business?
Well mostly Word of mouth, also we sell on Carsales.com.au and trading post and
we have a website and advertise on car enthusiasts sites and events such as Night
Shirt and also advertise in the High Performance Imports magazine which gets us
quite a few customers. But we have found that word of moth as been really
affective as for example one person bought a $42000 car from us from South
Australia without even looking at it, he only sow the pictures that’s it. It was from
the reputation built up in the forums of car enthusiasts and general people who
have used our business. We also have stickers for customers who have bought our
cars to display on them which I think is very affective .
- 51 -
4b Interview- MRT Performance
1. What type of business do you operate and what are the main products/ service
offered as part of operations?
The business we had chosen is part Retail, part Service Company operating the
automotive industry. Some of the main products sold in its retail department are
categorized as follows: power kits, suspension, transmission, engine and electronics.
In terms of providing a service, the business offers the following, but is not limited to:
Dyno tuning, Engine building and repairs, regular servicing of motor vehicles, vehicle
inspections and wheel alignments.
Every business, whether small or large, needs to make sure the right people and
equipment are available to do the job. Why? So a business can develop the best way
to fill customer orders and at the same, provide some value (Bozath et al 2006).
Currently, the workshop employs 8 workers, each with different qualifications for
different tasks. Titles held include technician (junior and senior), technical director,
manager and general assistant.
Our chosen entity has incorporated e-business into its retail department, setting up an
online catalogue for its market. This enables our customers to browse through a
number of categories from ranging from wheels to turbo kits and accessories. Once
they found what their after they place an order in one of three ways – through email,
setting up an online account, or through fax/ post.
Payment can be made via money order/cheque, direct bank deposit into the company
account and credit card. For the full details you can visit our website. Customers are
also automatically charged for insurance, on delivery. However customers can notify
the company if they refuse insurance.
- 52 -
4. The external environment refers to the forces and institutions outside an
organization that potentially can affect the organizations performance. The
external environment is divided into 2 components- specific and general. The
general environment consists of economic conditions, legal forces, socio-cultural
conditions and demographics. Select one of these and explain the effect on your
chosen business.
The most recent changes affecting drivers, particularly those with provisional
licenses, have come from legal forces. The NSW Government has implemented
restrictions on a large number of performance vehicles. As a result provisional license
holders are prohibited from driving certain cars.
This has had a minimal impact on our business of choice. The reason for this is the
companies target market. Our chosen entity’s market is more up-market to the P-Plate
market, consisting of those aged between 30- 35 yrs and up. Ten per cent of which use
their vehicle in racing events; the other ninety percent for on road use.
5. What ways of advertising to you find affective for this type of business?
Well mostly Word of moth among the car enthusiasts, also website and advertise on
car enthusiasts sites and magazines but I think the main one would be from the
reputation built the by the car enthusiasts and general people who have used our
business. We also have stickers for customers who have bought our cars to display on
them which I think are very affective.
- 53 -
4c Advertising Rates Email from Hot4s magazine
Advertising Rates:
HOT 4S:
Web Packages:
Regards
Mark Cutajar
Email: mcutajar@expresspublications.com
- 54 -
4e Service Charges (General Services):
- 55 -
Service Starting Cost*
Full Car Service (oil change (std), spark plugs (std), coolant $290
flush (with new coolant))*
Mufflers Service $95
Clutch and Brakes $320
Written Inspection Test $50
Transmission check $100
Carburettors Check $50
Electronic Tune Up (dyno)* $400-800
Safety Service $97.40
Electronic Pink Slip $35
Clutch Repair $550
5a RATES SUMMARY
Classifications
Full Time Part Time Casual Casual Holiday
($ per week) ($ per hour) ($ per hour) Pay ($ per hour)
Level C 14 531.40 13.98 16.09 1.35
- 56 -
Level C 13 541.10 14.24 16.38 1.37
Level C 12 563.60 14.83 17.06 1.43
Level C 11 584.50 15.38 17.69 1.48
Level C 10 618.20 16.27 18.71 1.56
Level C 9 639.10 16.82 19.35 1.62
Level C 8 659.90 17.37 19.98 1.67
Level C 7 678.80 17.86 20.55 1.72
Level C 6 720.50 18.96 21.81 1.82
Level C 5 741.40 19.51 22.44 1.87
Level C 4 762.20 20.06 23.07 1.93
Level C 3 803.90 21.16 24.33 2.03
Level C 2(a) 824.80 21.71 24.97 2.09
Level C 2(b) 862.50 22.70 26.11 2.18
Level C 1(a) 946.00 24.89 28.63 2.39
Level C 1(b) 1071.10 28.19 32.42 2.71
Some Examples of the Old Task Based classifications compared to the current
Skills Based Structure:
C10 - Tradespersons - Fitter, Mechanic (Motor, Marine, Plant, Refrigeration), Turner,
Shipwright-boatbuilder, all Smiths, Boilermaker, 1st Class (Machinist, Sheetmetal
Worker, Welder, Metal Ceiling Fixer). C11 - Motor Cycle Mechanic. C12 - 2nd Class
(Machinist, Sheetmetal Worker, Welder, Metal Ceiling Fixer, Spray Painter,Silk
Screen Maker, Storeman, Packer or Dispatcher. C13 - 3rd Class (Machinist, etc),
Process Worker, Dry Enamelling Painter (brush or spray)
Source (Industrial Relations - http://www.industrialrelations.nsw.gov.au/)
- 57 -
(Source www.whereis.com)
- 58 -
6b Site Example
- 59 -
Shop
- 60 -
Office
(Source www.Ljhooker.com.au)
- 61 -
BARRETT Kim 76 Grimwade Street P: (02) 6241 4888
Belconnen Automotive MITCHELL F: (02) 6241 4365
Repair Services Pty Ltd ACT 2911
BARRETT Stewart 76 Grimwade Street P: (02) 6241 4888
Belconnen Automotive MITCHELL F: (02) 6241 4365
Repair Services Pty Ltd ACT 2911
(Source: RTA VSI2, Restricted Engineering Signatories p.3)
No
Email:
- 63 -
Part/s Requested:
Fuel injectors
High flow Turbo
Note: In this example, the customer is currently driving with cast pistons. If the turbo
and injectors are purchased and installed, it will increase the pressure throughout the
engine. Increased pressure will mean higher temperatures. Cast pistons have been
known to strain, and some cases erode, damaging the engine. In this scenario the
owners would contact the customer and recommend forged pistons should be installed
prior to running the new turbo. It would also be recommended that the top mount be
replaced with a front mount cooler to improve the airflow in the engine.
6f Supplier information
- 64 -
Drop Ship directly to customers location –if necessary.
NO Credit Card Surcharge Fee's.
Volume Based Discount Structure.
All products carry manufacturer warranty.
ACL was formed in 1922, developing and manufacturing engine parts for
Australia’s newly emerging automotive industry. Today ACL is a combination of 27
companies, acquired over a period of 86 years. It has a strong market share and
‘proven product quality’ and has a sales average of approximately $65 million per
year. U-Spec performance will set up and account with ACL for the following engine
components:
These three wholesalers provide the range of products we aim to sell in our retail
department. Together, they also cover parts for all vehicles (Nissan, Toyota, and
Honda etc.) made within the last 10- 15 years.
- 65 -
6g Common cover options for the motor trade
We cover the typical risks that motor trade business owners face every day and we allow you
to choose the cover you need. Some of these cover options include:
Personal injury and property damage – this covers you if someone sues you for personal
injury or damage to their property that occurs in connection with your business. For example,
you could be sued if someone is injured in your workshop.
Fire, storm and other defined events (including malicious damage) – you are covered for
damage to your buildings, contents, customers’ vehicles, machinery and stock in trade.
Liability for rectifying faulty workmanship – this is an extra option that you can take as
part of your liability insurance.
Business interruption – you are covered for loss of profits if your business is disrupted by
damage to your business property caused by specified events.
Personal accident and illness – this covers you for loss of income as a result of a defined
accident or illness. We cover individuals which is useful for sole traders or partnerships that
need both partners working.
Professional indemnity – you are covered for breach of professional duty through
negligence, error or omission.
- 66 -
7a Product Details for Westpac Business Loan
- 67 -
Source(http://www.infochoice.com.au/Home/BankingSmallBusiness/BusinessLoans/Compare/tabid/27
4/Default.aspx?mode=3&field1=Availability&value1=OO&field2=LoanType&value2=fully%20drawn
%20advance&field3=inview&value3=&field4=extralink&value4=false&pagename=default.aspx&orde
r=descending&sortfield=InstitutionTitle&sorttype=text&state=NSW&value5=Residentially&value6=
&pid=561)
- 68 -
Source (http://www.ebc.com.au/product/product.asp?loc=4.3.222)
Sales will make up 60% of total revenue and includes parts used in services
Services will make up remaining 40% of total revenue
Business will make $360,000 in the first year (which is below industry average)
and will increase by $60,000 for each upcoming year (which means making
$420,000 for the second year which is slightly above industry average)
Costs of goods will be 40% of total revenue which is approximately industry
average
Marketing costs is made up of website costs, advertising costs and other
promotions as advised in the marketing plan
Rent is recorded as advised in the business profile
Wages and salaries is made up of:
▬ $48,000 for two owners
▬ $32,000 for two mechanics for first two years and then $64,000 for 4
mechanics for following years
▬ $12,480 for one part time receptionist/salesperson
- 69 -
Maintenance is calculated as 12% of the original costs of the Dyno and Lifts
annually
Insurance and Utilities is calculated as 4% of total revenue will is slightly above
industry average
Legal fees include costs to register a company through ASIC
Postage costs amount to 2% of costs of goods sold
Inventory kept on site will only be 10% of actual total of goods sold and will paid
using credit, since the business operates by ordering in stock when requested
Office equipment and supplies would be approximately $1000 and be restocked
by the end of each month to that amount
Variable expenses consists of costs of goods sold, maintenance, utilities and
postage costs
References
Research & Analysis part
Socio-cultural analysis
Economical analysis
Garnaut, J. & Baker, B.,2006, ‘Petrol prices hits car sales’, Sydney Morning Herald,
http://www.smh.com.au/news/national/petrol-prices-hit-car-
sales/2006/05/22/1148150189141.html#
Blackburn, R., 2008, ‘Petrol price fails to dent car sales’, drive.com.au,
http://www.drive.com.au/Editorial/ArticleDetail.aspx?ArticleID=54467&vf=16
---, 2008, ‘New car sales surviving petrol prices, rates rises’, ABC news,
http://www.abc.net.au/news/stories/2008/04/03/2207188.htm
- 70 -
Brinsden, C., 2008, ‘Petrol prices falling at a snail's pace’, drive.com.au,
http://www.drive.com.au/Editorial/ArticleDetail.aspx?ArticleId=56275
---, 2008, ‘Luxury car tax: delay in proposed increase’, Australian Taxation Office,
http://www.ato.gov.au/taxprofessionals/content.asp?doc=/content/00144892.htm
Spink, J., 2008, ‘High-performance Falcons outsprint budget tax hike’, drive.com.au,
http://www.drive.com.au/Editorial/ArticleDetail.aspx?ArticleId=52519
Technological analysis
O’Kane, T., 2008, ‘Nissan Considering Fuel Cell Powered High-Performance Sports
Car’, The Motor Report,
http://www.themotorreport.com.au/6781/nissan-considering-fuel-cell-powered-high-
performance-sports-car/
Environmental analysis
Legal Analysis
---, 1980, Review of Motor Vehicle Repairs Act 1980, Office of Fair Trading –
http://www.fairtrading.nsw.gov.au/pdfs/About_us/mvrareport.pdf
Competitor Analysis
MRT Performance
www.mrtperformance.com.au/
- 71 -
http://www.croydonracingdevelopments.com/
Bel Garage
http://www.belgarage.com.au/
Tony Regoli Performace
http://www.tonyrigoliperformance.com.au/
Marketing plan
Books:
Hansen, D and Mowen, M, 2006 Cost Management Accounting and Control, 5th Ed.,
Thomson South-Western, USA
Websites:
JIT
Broyles, D. Beirns, J. Franko, J. & Bergman M. (2005) Just-In-Time Inventory
Management Strategy & Lean Manufacturing: Overview of Just-in-Time
Inventory Management,
http://www.academicmind.com/unpublishedpapers/business/operationsmanagement/2
005-04-000aaf-just-in-time-inventory-management.html
- 72 -
-----(1995) Just Just In Time (JIT) Manufacturing: Curtain university of technology
http://www.academicmind.com/unpublishedpapers/business/operationsmanag
ement/2005-04-000aaf-just-in-time-inventory-management.html
Sticker orders:
http://www.stickerart.com.au/
Magazines
Hot4s- www.hot4s.com.au
Fastfours –www.fastfours.com.au
High Performance Imports- www.highperformanceimports.com.au
Events
Night-shift- www.night-shift.com/
Auto saloon- www.autosaloon.org/terams
Management Plan
MRT Performance
www.mrtperformance.com.au/
Operations Plan
- 73 -
---, 2001, ‘GST and amount for a vehicle modification permit included in price
charged to customer for vehicle modifications, Australia Tax Office,
http://law.ato.gov.au/atolaw/print.htm?DocID=AID
%2FAID2002877%2F00001&PiT=20060426000001&Life=10010101000001-
99991231235959
Suppliers of parts
http://www.turbowholesale.com/catalog/index.html
http://www.acl.com.au/
http://www.performancewholesale.com.au/
LEGAL REQUIREMENTS:
Environmental concerns
https://www.dec.nsw.gov.au/resources/mechanics.pdf
INSURANCE
Workers compensation
www.industrialrelations.nsw.gov.au
Insurance
http://capricornmutual.millstream.com.au/
OHS
- 74 -
---, 2008, ‘Index of National Standards Codes of Practice and related
Guidance Notes, Australian Safety and Compensation Council
lhttp://www.ascc.gov.au/ascc/AboutUs/Publications/NationalStandar
ds/IndexofNationalStandardsCodesofPracticeandrelatedGuidanceNo
tes.htm
RTA Guidelines
---, 2008, ‘Occupation Vehicle standards information sheets, RTA NSW
http://www.rta.nsw.gov.au/registration/downloads/vsi/vsi_dl1.html
JIT
Broyles, D. Beirns, J. Franko, J. & Bergman M. (2005) Just-In-Time Inventory
Management Strategy & Lean Manufacturing: Overview of Just-in-Time
Inventory Management, Retrieved: 10/10/2008 Retrieved from:
http://www.academicmind.com/unpublishedpapers/business/operationsmanagem
ent/2005-04-000aaf-just-in-time-inventory-management.html
Format/Structure of the operations plan was taken from the following sites:
http://entrepreneurs.suite101.com/article.cfm/business_plan_operations
http://sbinfocanada.about.com/cs/businessplans/a/bizplanoperplan.htm
RTA, 2008, Vehicle Standards Information 2: Restricted Engineering Signatories,
Rev. 5 Published 10/10/2008.Retrieved 15/10/2008. Retrieved from:
http://www.rta.nsw.gov.au/registration/downloads/vsi/vsi_2_september2008.pdf
Financial Plan
Equipment orders
http://www.hotpos.com.au/supplies/lenovo-pos-bundle-touch-screen.html
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http://www.officeworks.com.au/owbd/b2c/init.do
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