Contoh Final Project Presentation dalam
BSEM Program
Bedugul Green Fresh Mart
By:
Umi Nur Cholifah
&
Sri Weni
Executive Summary of BGFM
Vision:
1) To be a vegetable supplier and determined to develop a
business in systematic and planned into a formidable company
and position themselves strategically in the business of trade
and production in agriculture.
2) Raised the value of selling local farm produce International.
3) Being a major supplier of vegetables to Denpasar area, Kuta,
and Nusa Dua.
Mission:
1) Strive to increase the quality of service and production to match the high
standards that can fulfill consumer demand.
2) Continually improve guidance to customers in order as business partner.
3) And expanding network of infinite market.
Objective:
1) Management based on the principles of efficient and effective, so as top and a
high income to develop the business and improve the welfare of employees.
2) Improve the quality of human resources in accordance with the culture and the
culture of the company, so it can deliver a high work ethic and sense of creative.
Goals:
1) Government programs to help create a healthy society by providing fresh
vegetables and hygienic.
2) Provide our customers with high quality product and excellent service at the
reasonable price.
3) We maintain quality and product quality.
Project Background
The Meaning of this name is supplied we
started this business from Bedugul area as the
Largest vegetables producting in Bali which
become the main supplier of vegetables at the
same time supporting us.
The Green Fresh Mart has the intention that we
are the supplier of fresh vegetables.
Our project will be located at Bay Pass Ngurah
Rai Street, Sumbatan Kendal No.18x Denpasar,
Bali, Indonesia.
Management Feasibility
BGFM apply the Six Sigma System to support running the
business.
DMAIC:(Define, Measure, Analyze, Improve, & Control)
There are three major groups in which each held by our
members:
1.
Sri Weni: Responsible in the division of Define and Measure
system.
2.
Umi Nur Cholifah: Responsible in the division of Analyze
system and Improve.
3.
Sri Weni: For Control system.
Marketing Feasibility
We will give examples for free as a way to
promote our products to consumers in addition
to promoting products through the current
growing media .
We will also continue to maintain good
relationships and communicate with all
consumers.
We noticed is that will attempt delivery of
products to consumers in order to quickly and
no defects.
Our marketing system that will be run to start
our business is after wards will start from
explaining the products.
Production Feasibility
Our products which we seek is the result of a
local farm where the farmer is still relatively little
use of modern methods.
The advantages of our products is to be the sole
supplier of organic vegetables
Financing and Financial Feasibility
Total of our Capital is HK$ 450,000.00
Share of Capital
33.00%
67.00%
Social & Economic Feasibility
With a concept~~~~Corporate Social
Resposibility.
As a company we have a responsibility to the
various forms of the entire user interests
include consumers, employees, shareholders,
communities and the environment in all
aspects of company operations that Include :
Social, economic, and environment.
(wikipedia.co.id)
SWOT Analysis
STRENGTH:
1. Organic vegetables have a sweeter
taste compared to non-organic
vegetables.
2. Organic vegetables have a higher sale
value (more expensive) compared to
non-organic.
3. Can be a source of food that is safe
and nutritious as it contains no toxins to
be able to improve public health.
4. Organic vegetables containing
Vitamin C, Potassium, and higher Beta
Carotene.
OPPORTUNITIES:
1. Has a very good prospect because it can
support capital from foreign investors.
2. Eventually the whole world will drive
the economy into the concept of the Green
Economy as a concept that will support
sustainable development. ( Consept
Economy , Davit Darmawan, 2009)
WEAKNESSES:
1. Organic vegetables look less attractive,
such as smaller size and the leaves with
holes.
2. Prices are quite expensive
3. Results products organic vegetables is
lower than in conventional vegetables.
THREAT:
1. Low organic vegetable production
makes little supply shortage.
2. Constraint is the least fertile land area.
3. Products of high quality and has a
market segment, the top layer of society.
4. Prices are set much higher than
conventional agricultural products.
5. Companies can not charge a higher price
compared to competitors..
SWOT Position
SWOT Position is in
Quadrant I it is mean
strategy of our
company available to
I use for marketing are
Aggressive Strategy.
y (Opportunity)
IV
4,5
3,5
X(Weakness)
III
x(Strength)
II
y(Threat)
Planning Phase Strategy
SWOT Analysis of Main Competitor
Strength
1. Popularly
2. Brand
Awareness
3. Large Offer
4. Good Packing
5. Good Quality
6. Many of
cooperation
network
Weakness
1.
2.
3.
4.
5.
Expensive
Location
Expedition
Service
Only seal at
retail prices
Rating ( Scale=1-5; 1- Poor, 5Excellent
Weight
Attribute
Must total
BGFM
100%
RFT
BOA
BROF
WM
Customer Awareness
20%
4,0
4,0
5,0
3,0
3,0
Product Quality
40%
5,0
3,0
5,0
3,0
3,0
Product Availability
25%
4,0
4,0
5,0
4,0
3,0
Technical Assistance
5%
3,0
4,0
4,0
3,0
1,0
Selling Staff
10%
4,0
4,0
4,0
2,5
2,0
Total
100%
20,0
19,0
23
18,5
12,0
4
3,8
4,6
3,7
2,4
Score Average
Competitive Advantage
Service
Quality Product
Promotion
Efford able Price
Large selection of product
Brand Positioning Chart
90
80
70
60
50
40
30
20
10
0
Quality
Design
Bedugul Green FreshMart
Bali Rungu Organic Farm
Price
Service
Rumah Fair Trade
Wet Market
Warrant
Credibility
Bali Organic Assosiation
Distribution Flow
Distribution Channel
Supermarket
Hospital
Restaurant
Hotel
• Carrefour Bali
• Makro Bali
• Surya Husada Hospital
• Balimed hospital
• gateway of India Authentic Indian Food
• Harmony Vegetarian
• The Oberoi
• The Royal Beach Seminyak
• Devine Earth Bali
Our Product
Product Benefit
Organic Produce contains fewer pesticides
Organic food is often fresher.
Organic farming is better for the environment.
Organically raised animals are not given antibiotics,
growth harmonic, or fed animal by products.
Organic produce may also increase the body’s
immunity and prevent the growth of cancer cells.
Capital and Contribution
No
Category
Total(HK$)
1 Building and Transportation
208,195
2 Machine & Equipment
18,720
3 Other civil work
16,145
4 Pre Operating Expenses
206,940
Total Project Cost
450,000
No
Category
Debit(equity)
Contribution
%
1
Umi Nur Cholifah
160,000
53
2
Sri Weni
140,000
47
Total
300,000
100
Capital and Loan
Category
Percentage
Amount
Share/ Capital
67
300,000
Loan
33
150,000
Total Capital And Loan
100
450,000
Machine and Equipment
No
1
2
3
4
5
6
7
8
9
10
11
12
13
Machine & Equipment
Packing Press Machine
Labeling Machine
Numbering/Code
Calculator
Packing Box
Refrigerator
Basket
Knife
Scissors
Cutter
Table
Scales
Air Condition
Total
Price(H
Unit
K$)
2,000 1
500 2
350 2
70 2
90 9
5,500 1
50 9
10 4
10 4
10 4
750 2
1,000 2
4,500 1
Total
(HK$)
2,000
1,000
700
140
810
5,500
450
40
40
40
1,500
2,000
4,500
18,720
Materials
Spinach
Green Cabbage
Kale
Cucumber
Salary
Cassava Leaves
Bitter Cucumber
Cabbage
Bok Choy
Beans
Price
(HK$)
$20 x20 kg
$21 x 30 kg
$10 x 25 kg
$20 x 20 kg
$16 x 10 kg
$18 x 15 kg
$8 x 13 kg
$8 x 20 kg
$15 x 15 kg
$8 x 15 kg
Plastic Wrapping
12 Rubber Band
13 Plastic Bag
14 Other
$10 x 1 Roll
$10
$10 x 1 Pack
$100
No
1
2
3
4
5
6
7
8
9
10
11
Items
Total Materials
Daily
Monthly
(HK$)
(HK$)
400
12,000
630
18,900
250
7,500
400
12,000
160
4,800
270
8,100
104
3,120
160
4,800
225
6,750
120
3,600
10
10
10
100
Yearly
(HK$)
144,000
226,800
90,000
144,000
57,600
97,200
37,440
57,600
81,000
43,200
300
300
300
3,000
3,600
3,600
3,600
36,000
85,470
1,025,640
Direct & Indirect Labour Salary
Head Production & QC
PPC & Designer Product
Sales
Expedition
Workers @750 x 4
Person in
Charge
1
1
1
1
4
Total Direct Labor Salary
8
No
1
2
3
4
5
No
Category
Category
Monthly
(HK$)
1,000
1,000
792
792
3,000
Yearly
(HK$)
12,000
12,000
9,500
9,500
36,000
6,600
79,000
Monthly
Yearly
1 General Manager
3,000
36,000
2 Production & HRD Manager
2,000
24,000
3 Marketing & Financial Manager
2,000
24,000
Total Indirect Labor Salary
7,000
84,000
Office Depreciation
No
Category
Unit
Price Cost Expected Depreciation
(HK$) (HK$)
Life
(HK$)
1 Computer
3
3,200
9600
5
1,123
2 Photo Copy
1
350
350
5
41
3 Type Writer
1
450
450
5
53
4 Telephone
1
425
425
7
50
5 Table
3
1,000
3000
7
351
6 Chair
9
100
900
5
105
7 Locker
1
850
850
7
100
8 Water Dispenser
1
350
350
3
41
9 Rabbis Bin
1
70
70
3
8
3
50
150
5
18
10 Calculator
Total
16,145
1,890
Factory Depreciation
No
1
2
3
4
5
6
7
8
9
10
11
12
13
Machine
&Equipment
Packing Press
Machine
Labeling
Numbering
Machine
Calculator
Packing Box
Refrigerator
Backed
Knifes
scissors
Cutter
Tables
Scales
Air condition
Total
Price
(HK$)
Unit
Total
(HK)
Expected
Life
Depreciation
(HK$)
1,500
1
1,500
5
176
175
2
350
5
41
175
2
350
5
41
50
40
2,000
75
10
10
10
100
450
1,500
2
9
1
9
4
4
4
2
2
1
100
360
2,000
675
40
40
40
200
900
1,500
8,055
5
2
7
2
5
5
2
7
5
5
12
42
234
79
5
5
5
23
105
176
944
Projected Sales
Kg
Price
(HK$)
Daily
(HK$)
1 Spinach
18
35
630
18,900
266,800
2 Green Cabbage
28
36
1,008
30,240
362,880
3 Kale
18
18
324
9,720
116,640
4 Cucumber
10
35
350
10,500
126,000
5 Salary
13
30
390
11,700
140,400
6 Cassava Leaves
18
32
576
17,280
207,360
7 Bitter Cucumber
13
18
234
7,020
84,240
8 Broccoli
18
18
324
9,720
116,640
9 Bok Choy
12
25
300
9,000
108,000
10 Beans
13
18
234
7,020
84,240
Total
161
265
4,370
131,100
1,573,200
No
Items
Monthly
(HK$)
Yearly
(HK$)
Amortization & Operating Expenses
Amortization
Year
0
1
2
3
4
5
Loan
Interest
Expense
150,000
127,680
102,012
72,494
38,548
0
0
22,500
19,152
15,302
10,874
5,782
Payment of
Principle Loan
0
22,320
25,668
29,518
33,946
39,038
Total
Amortization
Monthly(HK$)
Yearly(HK$)
0
44,820
44,820
44,820
44,820
44,820
Operating Expenses
Items
Salaries (Indirect Labor )
Rent
Utilities
Telephone
Promotion
Depreciation
Insurance
Office Supplies
Total Supplies
7,000
1,500
300
500
500
250
250
10,300
84,000
18,000
3,600
6,000
6,000
1,890
3,000
3,000
125,490
Factory Overhead & Pre Operation
Expenses
Factory Overhead
Items
Water
Maintenance
Electricity
Depreciation Machine &
Equipment
Total
Monthly(HK$
)
300
350
450
1,100
Yearly(HK$)
3,600
4,200
5,400
944
14,144
Pre Operating Expenses
Category
Materials
Salary Direct Labor
Factory Overhead Cost
Operation Cost
Total Pre Operation Expenses
Monthly(HK$)
85,470
6,600
1,100
10,300
103,470
Cash Flow for Pre Operating
Expenses
Month
1
Cash In
Cash out
2
3
4
5
165,660 165,660 165,660
165,660
103,470 103,470 103,470 103,470
103,470
Net Cash
-103,470
62,190
62,190
62,190
62,190
Cumulative Cash
-103,470 -41,280
20,910
83,100
145,290
Cost of Good Sold
Year 1
Year 2
Year 3
Year 4
Year 5
Purchase, January
1,025,640
1,076,922
1,130,768
1,187,306
1,246,671
Total Available for Uses
1,025,640
1,076,922
1,130,768
1,187,306
1,246,671
51,282
53,846
56,538
59,365
1,025,640
79,000
14,144
1,025,640
82,950
14,851
1,076,922
87,096
15,594
1,130,768
91,451
16,374
1,187,306
96,024
17,193
1,118,784
1,123,441
1,179,612
1,238,593
1,300,523
55,939
56,172
58,981
61,930
1,179,380
1,235,780
1,297,574
1,362,453
55,939
58,969
61,789
64,879
1,123,441
1,176,811
1,235,785
1,297,574
55,939
56,172
58,841
61,789
Direct Material Used
Less: Material Inventory
Direct Material Used
Direct Labor
Factory Overhead
Total
Manufacturing Cost
Add: Work In Process,
January
Cost of Goods Put Into
Process
Less: Work In Process,
December
Cost of Goods
Manufacturing
Add: Finish Goods,
January
1,118,784
1,118,784
Total Goods Available
for Sale
Less: Finish Goods,
1,118,784
1,179,380
55,939
1,232,987
58,969
1,294,626
61,649
1,359,363
64,731
Cost of Goods Sold
1,118,784
1,123,441
1,174,018
1,232,977
1,294,632
Projected Income Statement
Projected Sales
Less: Cost Goods Sold
Gross Profit
Year 1
1,573,200
1,118,784
Year 2
1,651,860
1,123,441
Year 3
1,734,453
1,174,018
Year 4
1,821,176
1,232,977
Year 5
1,912,235
1,294,632
454,416
528,419
560,435
588,199
617,603
Operating Expenses
Salaries (Indirect
Labor)
Rent
Utilities
Telephone
Promotion
Depreciation
Insurance
Office Supplies
Interest Rate
Total Operating
Expenses
84,000
18,000
3,600
6,000
6,000
1,890
3,000
3,000
22,500
92,400
19,800
3,960
6,600
6,600
2,079
3,300
3,300
19,152
101,640
21,780
4,356
7,260
7,260
2,287
3,630
3,630
15,302
111,804
23,958
4,792
7,986
7,986
2,516
3,993
3,993
10,874
122,984
26,354
5,271
8,785
8,785
2,768
4,392
4,392
5,782
147,990
157,191
167,145
177,902
189,514
Net Profit Before Tax
Tax (5%)
306,426
15,321
371,228
18,561
393,290
19,665
410,290
20,515
428,089
21,405
Net Profit
291,105
352,667
373,625
389,782
406,684
Return On Sales
Return On Investment
Gross Profit Margin
18%
65%
29%
21%
78%
32%
22%
83%
32%
22%
87%
32%
21%
90%
32%
Net Profit Chart
Net Profit
352,667
373,625
389,782
406,684
291,105
1
2
3
4
5
Cash Flows
Year 0
In Flow
Loan
Capital
Year 1
Year2
Year 3
Year 4
Year 5
293,939
293,939
355,737
355,737
376,953
376,953
393,391
393,391
410,600
410,600
22,320
25,668
29,518
33,946
39,038
150,000
300,000
Net Profit+ Depreciation
Total In flow
Out Flow
450,000
Building &Transport
208,195
Machine & Equipment
Other Civil Work
Payment of Principle
Loan
18,720
16,145
Pre Operating Expenses
Total Out Flow
206,940
450,000
22,320
25,668
29,518
33,946
39,038
Net Cash In Flow-Out
Flow
0
271,619
330,069
347,435
359,445
371,562
Cash Balance Beginning
0
271,619
601,688
949,123 1,308,568
Cash Balance End
0
271,619
601,688
949,123
1,308,568 1,680,130
271,619
330,069
347,435
336,026
9 Months
Annual Cash Flow
Average Cash Flow
Pay Back Period
359,445
371,562
Break Event Point
Year 1
Sales
Fixed Cost
Variable Cost
Contribution Margin
Ratio
Year 2
Year 3
Year 4
Year 5
1,912,23
5
1,573,200
1,651,860
1,734,453
1,821,176
103,470
113,817
125,199
133,719
1,118,784
1,123,441
1,174,018
1,232,977
147,491
1,294,63
2
0.3
0.3
0.3
0.3
0.3
BEP-Sales
344,900
379,390
417,330
445,730
491,637
BEP-Units
1,302
1,434
1,575
1,682
1,855
Percentage Projection of Sales
Product Code
BY
SW
CC
TM
S1
DS
PR
BK
BC
BE
Total
Daily Kg
Percentage
18
28
18
10
13
18
13
18
12
13
161
11%
18%
11%
6.5%
8%
11%
8%
11%
7.5%
8%
100%
BEP – Unit Each Product
Product Code
Year 1
Year 2 Year 3
Year 4
Year 5
BY
144
158
174
185
204
SW
235
259
284
303
334
CC
144
158
174
185
204
TM
86
87
102
110
121
S1
105
116
125
134
148
DS
144
158
174
185
204
PR
86
116
125
134
148
BK
144
158
174
185
204
BC
989
108
118
127
140
BE
105
116
125
134
148
1,302
1,434
1,575
1,682
1,855
Total
Balance Sheet
Year 1
Current Assets
Cash
Account Receivable
Material Inventory
WIP Inventory
Year 2
Year 3
Year 4
Year 5
271,619
-
601,688
51,282
55,935
949,123
53,846
58,969
1,308,568
56,538
61,789
1,680,130
59,365
64,879
Finish Goods Inventory
Total Current Asset
Non Current Asset
271,619
55,935
764,840
58,969
1,120,907
61,789
1,488,684
64,731
1,869,105
Building & Transport
208,195
208,195
208,195
208,195
208,195
Machine & Equipment
Other Civil Work
Less: Accumulated
Depreciation
18,720
16,145
18,720
16,145
18,720
16,145
18,720
16,145
18,720
16,145
2,834
3,070
3,328
3,609
3,916
Total Non Current Asset
Total Asset
Liabilities
Account Payable
Total Liabilities
Capital
Capital Beginning
Net Income
Capital at the end of the
year
245,894
517,513
246,130
1,010,970
246,388
1,367,295
246,669
1,735,353
246,976
2,116,081
127,680
127,680
102,012
102,012
72,494
72,494
38,548
38,548
-
98,728
291,105
556,291
352,667
921,176
373,625
1,307,023
389,782
1,709,941
406,680
389,833
908,958
1,294,801
1,696,805
2,116,621
Total Liabilities & Capital
517,513
1,010,970
1,367,295
1,735,353
2,116,621
Pay Back Period & Internal Rate in
Return
Pay Back Period
Out
Flow
Year
In Flow
Net Profit
Depreciation
Net Cash
Flow
(NCF)
Cumulative
Net Cash Flow
0
450,000
1
22,320
291,105
2,834
271,619
-178,381
2
25,668
351,667
3,070
330,069
151,688
3
29,518
373,625
3,328
347,435
499,123
4
33,946
389,782
3,609
359,445
858,568
5
39,038
406,684
3,916
371,562
1,230,130
0
-450,000
Internal Rate in Return.
Out
Flow
Year
0
1
2
3
4
5
450000
22320
25668
29518
33946
39038
In Flow
Net Profit
291105
352667
373625
389782
406684
Depreciation
2834
3070
3328
3609
3916
Net Cash
Flow
(NCF)
Discount
Cash Flow
18%
30%
(450000) (450000) (450000)
271619
230186
209147
330069
237650
194741
347435
211935
159820
359445
186911
125806
371562
163487
100322
Total
580169
339836
Net Present Value & Profitability/Benefit
Cost Ratio
Net Present Value
Year
Net Cash Flow
Factor of PV
Present Value
1
271619
0.833
226259
2
330069
0.694
229068
3
347435
0.579
201165
4
359445
0.482
173253
5
371562
0.402
147368
NPV
977113
Profitability Index/Benefit Cost Ratio
NPV
: 977,113
Total Project: 450,000
PI
: 2,17
Analyze
Project Feasible
PI > 1
PI < 1
Project Feasible
Project non Feasible
Feasibility Analysis
Gross Profit Margin
: 29%
Return on Sales
: 20%
IRR
: 26%
MARR
ROR
: 1 = 20%
Pay Back Period
: 9 Months
Current Ratio
Quick Ratio
:1
Cash Ratio
:2,127
Interest Coverage Ratio
: 20,2 Times
Inventory Turnover
Net Profit Margin
: 2%
Return on Investment
: 88%
Return on Equity
: 64%
Benefit Cosh Ratio
: 20%
:2,13
: 21 Times
: 2,2
Other Beneficiary
BGFM will accommodate vegetables from the farmers to be
processed into organic fertilizer and will be re-distributed to
farmer BGFM, With price affordable and very cheap.
Source: www.pupukkaltim.com
Project Time Table
Activities
1.Analyse the type of business and draft
2. Prepare the feasibility study for the project.
3.Prepare Company Legal Registration.
4.Negotiation with farmers, Lobbying potential
customers, and the owner of the land to the place of
project.
5.Determination, Management, Engineering, and
Marketing Contract.
6.Arrangement for management ; Selection,
Recruitment, and Training of Staff.
7. Arrangement for operation Preparing ; Construction,
Installation of land, Building, Machineries, and the
Equipment.
8. Arrangement for marketing ; Advertising, and
Promotion.
9.Opening and project starts.
10.The project was able to run normally.
Dec
Jan
Feb
Mar
April
2014
2015
2015
2015
2015
Conclusion
Based on some feasibility analysis we have done
that; Management Feasibility, Marketing
Feasibility, Feasibility Production, Socio
Economy Feasibility, and Financial Feasibility
and after careful consideration of all factors, it
can be prudently concluded that project of
Bedugul Green Fresh Mart is indeed feasible.
Thank You
For This
Moment.
Hong Kong, 29 November 2014
Bedugul Green Fresh Mart
By:
Umi Nur Cholifah
&
Sri Weni
Executive Summary of BGFM
Vision:
1) To be a vegetable supplier and determined to develop a
business in systematic and planned into a formidable company
and position themselves strategically in the business of trade
and production in agriculture.
2) Raised the value of selling local farm produce International.
3) Being a major supplier of vegetables to Denpasar area, Kuta,
and Nusa Dua.
Mission:
1) Strive to increase the quality of service and production to match the high
standards that can fulfill consumer demand.
2) Continually improve guidance to customers in order as business partner.
3) And expanding network of infinite market.
Objective:
1) Management based on the principles of efficient and effective, so as top and a
high income to develop the business and improve the welfare of employees.
2) Improve the quality of human resources in accordance with the culture and the
culture of the company, so it can deliver a high work ethic and sense of creative.
Goals:
1) Government programs to help create a healthy society by providing fresh
vegetables and hygienic.
2) Provide our customers with high quality product and excellent service at the
reasonable price.
3) We maintain quality and product quality.
Project Background
The Meaning of this name is supplied we
started this business from Bedugul area as the
Largest vegetables producting in Bali which
become the main supplier of vegetables at the
same time supporting us.
The Green Fresh Mart has the intention that we
are the supplier of fresh vegetables.
Our project will be located at Bay Pass Ngurah
Rai Street, Sumbatan Kendal No.18x Denpasar,
Bali, Indonesia.
Management Feasibility
BGFM apply the Six Sigma System to support running the
business.
DMAIC:(Define, Measure, Analyze, Improve, & Control)
There are three major groups in which each held by our
members:
1.
Sri Weni: Responsible in the division of Define and Measure
system.
2.
Umi Nur Cholifah: Responsible in the division of Analyze
system and Improve.
3.
Sri Weni: For Control system.
Marketing Feasibility
We will give examples for free as a way to
promote our products to consumers in addition
to promoting products through the current
growing media .
We will also continue to maintain good
relationships and communicate with all
consumers.
We noticed is that will attempt delivery of
products to consumers in order to quickly and
no defects.
Our marketing system that will be run to start
our business is after wards will start from
explaining the products.
Production Feasibility
Our products which we seek is the result of a
local farm where the farmer is still relatively little
use of modern methods.
The advantages of our products is to be the sole
supplier of organic vegetables
Financing and Financial Feasibility
Total of our Capital is HK$ 450,000.00
Share of Capital
33.00%
67.00%
Social & Economic Feasibility
With a concept~~~~Corporate Social
Resposibility.
As a company we have a responsibility to the
various forms of the entire user interests
include consumers, employees, shareholders,
communities and the environment in all
aspects of company operations that Include :
Social, economic, and environment.
(wikipedia.co.id)
SWOT Analysis
STRENGTH:
1. Organic vegetables have a sweeter
taste compared to non-organic
vegetables.
2. Organic vegetables have a higher sale
value (more expensive) compared to
non-organic.
3. Can be a source of food that is safe
and nutritious as it contains no toxins to
be able to improve public health.
4. Organic vegetables containing
Vitamin C, Potassium, and higher Beta
Carotene.
OPPORTUNITIES:
1. Has a very good prospect because it can
support capital from foreign investors.
2. Eventually the whole world will drive
the economy into the concept of the Green
Economy as a concept that will support
sustainable development. ( Consept
Economy , Davit Darmawan, 2009)
WEAKNESSES:
1. Organic vegetables look less attractive,
such as smaller size and the leaves with
holes.
2. Prices are quite expensive
3. Results products organic vegetables is
lower than in conventional vegetables.
THREAT:
1. Low organic vegetable production
makes little supply shortage.
2. Constraint is the least fertile land area.
3. Products of high quality and has a
market segment, the top layer of society.
4. Prices are set much higher than
conventional agricultural products.
5. Companies can not charge a higher price
compared to competitors..
SWOT Position
SWOT Position is in
Quadrant I it is mean
strategy of our
company available to
I use for marketing are
Aggressive Strategy.
y (Opportunity)
IV
4,5
3,5
X(Weakness)
III
x(Strength)
II
y(Threat)
Planning Phase Strategy
SWOT Analysis of Main Competitor
Strength
1. Popularly
2. Brand
Awareness
3. Large Offer
4. Good Packing
5. Good Quality
6. Many of
cooperation
network
Weakness
1.
2.
3.
4.
5.
Expensive
Location
Expedition
Service
Only seal at
retail prices
Rating ( Scale=1-5; 1- Poor, 5Excellent
Weight
Attribute
Must total
BGFM
100%
RFT
BOA
BROF
WM
Customer Awareness
20%
4,0
4,0
5,0
3,0
3,0
Product Quality
40%
5,0
3,0
5,0
3,0
3,0
Product Availability
25%
4,0
4,0
5,0
4,0
3,0
Technical Assistance
5%
3,0
4,0
4,0
3,0
1,0
Selling Staff
10%
4,0
4,0
4,0
2,5
2,0
Total
100%
20,0
19,0
23
18,5
12,0
4
3,8
4,6
3,7
2,4
Score Average
Competitive Advantage
Service
Quality Product
Promotion
Efford able Price
Large selection of product
Brand Positioning Chart
90
80
70
60
50
40
30
20
10
0
Quality
Design
Bedugul Green FreshMart
Bali Rungu Organic Farm
Price
Service
Rumah Fair Trade
Wet Market
Warrant
Credibility
Bali Organic Assosiation
Distribution Flow
Distribution Channel
Supermarket
Hospital
Restaurant
Hotel
• Carrefour Bali
• Makro Bali
• Surya Husada Hospital
• Balimed hospital
• gateway of India Authentic Indian Food
• Harmony Vegetarian
• The Oberoi
• The Royal Beach Seminyak
• Devine Earth Bali
Our Product
Product Benefit
Organic Produce contains fewer pesticides
Organic food is often fresher.
Organic farming is better for the environment.
Organically raised animals are not given antibiotics,
growth harmonic, or fed animal by products.
Organic produce may also increase the body’s
immunity and prevent the growth of cancer cells.
Capital and Contribution
No
Category
Total(HK$)
1 Building and Transportation
208,195
2 Machine & Equipment
18,720
3 Other civil work
16,145
4 Pre Operating Expenses
206,940
Total Project Cost
450,000
No
Category
Debit(equity)
Contribution
%
1
Umi Nur Cholifah
160,000
53
2
Sri Weni
140,000
47
Total
300,000
100
Capital and Loan
Category
Percentage
Amount
Share/ Capital
67
300,000
Loan
33
150,000
Total Capital And Loan
100
450,000
Machine and Equipment
No
1
2
3
4
5
6
7
8
9
10
11
12
13
Machine & Equipment
Packing Press Machine
Labeling Machine
Numbering/Code
Calculator
Packing Box
Refrigerator
Basket
Knife
Scissors
Cutter
Table
Scales
Air Condition
Total
Price(H
Unit
K$)
2,000 1
500 2
350 2
70 2
90 9
5,500 1
50 9
10 4
10 4
10 4
750 2
1,000 2
4,500 1
Total
(HK$)
2,000
1,000
700
140
810
5,500
450
40
40
40
1,500
2,000
4,500
18,720
Materials
Spinach
Green Cabbage
Kale
Cucumber
Salary
Cassava Leaves
Bitter Cucumber
Cabbage
Bok Choy
Beans
Price
(HK$)
$20 x20 kg
$21 x 30 kg
$10 x 25 kg
$20 x 20 kg
$16 x 10 kg
$18 x 15 kg
$8 x 13 kg
$8 x 20 kg
$15 x 15 kg
$8 x 15 kg
Plastic Wrapping
12 Rubber Band
13 Plastic Bag
14 Other
$10 x 1 Roll
$10
$10 x 1 Pack
$100
No
1
2
3
4
5
6
7
8
9
10
11
Items
Total Materials
Daily
Monthly
(HK$)
(HK$)
400
12,000
630
18,900
250
7,500
400
12,000
160
4,800
270
8,100
104
3,120
160
4,800
225
6,750
120
3,600
10
10
10
100
Yearly
(HK$)
144,000
226,800
90,000
144,000
57,600
97,200
37,440
57,600
81,000
43,200
300
300
300
3,000
3,600
3,600
3,600
36,000
85,470
1,025,640
Direct & Indirect Labour Salary
Head Production & QC
PPC & Designer Product
Sales
Expedition
Workers @750 x 4
Person in
Charge
1
1
1
1
4
Total Direct Labor Salary
8
No
1
2
3
4
5
No
Category
Category
Monthly
(HK$)
1,000
1,000
792
792
3,000
Yearly
(HK$)
12,000
12,000
9,500
9,500
36,000
6,600
79,000
Monthly
Yearly
1 General Manager
3,000
36,000
2 Production & HRD Manager
2,000
24,000
3 Marketing & Financial Manager
2,000
24,000
Total Indirect Labor Salary
7,000
84,000
Office Depreciation
No
Category
Unit
Price Cost Expected Depreciation
(HK$) (HK$)
Life
(HK$)
1 Computer
3
3,200
9600
5
1,123
2 Photo Copy
1
350
350
5
41
3 Type Writer
1
450
450
5
53
4 Telephone
1
425
425
7
50
5 Table
3
1,000
3000
7
351
6 Chair
9
100
900
5
105
7 Locker
1
850
850
7
100
8 Water Dispenser
1
350
350
3
41
9 Rabbis Bin
1
70
70
3
8
3
50
150
5
18
10 Calculator
Total
16,145
1,890
Factory Depreciation
No
1
2
3
4
5
6
7
8
9
10
11
12
13
Machine
&Equipment
Packing Press
Machine
Labeling
Numbering
Machine
Calculator
Packing Box
Refrigerator
Backed
Knifes
scissors
Cutter
Tables
Scales
Air condition
Total
Price
(HK$)
Unit
Total
(HK)
Expected
Life
Depreciation
(HK$)
1,500
1
1,500
5
176
175
2
350
5
41
175
2
350
5
41
50
40
2,000
75
10
10
10
100
450
1,500
2
9
1
9
4
4
4
2
2
1
100
360
2,000
675
40
40
40
200
900
1,500
8,055
5
2
7
2
5
5
2
7
5
5
12
42
234
79
5
5
5
23
105
176
944
Projected Sales
Kg
Price
(HK$)
Daily
(HK$)
1 Spinach
18
35
630
18,900
266,800
2 Green Cabbage
28
36
1,008
30,240
362,880
3 Kale
18
18
324
9,720
116,640
4 Cucumber
10
35
350
10,500
126,000
5 Salary
13
30
390
11,700
140,400
6 Cassava Leaves
18
32
576
17,280
207,360
7 Bitter Cucumber
13
18
234
7,020
84,240
8 Broccoli
18
18
324
9,720
116,640
9 Bok Choy
12
25
300
9,000
108,000
10 Beans
13
18
234
7,020
84,240
Total
161
265
4,370
131,100
1,573,200
No
Items
Monthly
(HK$)
Yearly
(HK$)
Amortization & Operating Expenses
Amortization
Year
0
1
2
3
4
5
Loan
Interest
Expense
150,000
127,680
102,012
72,494
38,548
0
0
22,500
19,152
15,302
10,874
5,782
Payment of
Principle Loan
0
22,320
25,668
29,518
33,946
39,038
Total
Amortization
Monthly(HK$)
Yearly(HK$)
0
44,820
44,820
44,820
44,820
44,820
Operating Expenses
Items
Salaries (Indirect Labor )
Rent
Utilities
Telephone
Promotion
Depreciation
Insurance
Office Supplies
Total Supplies
7,000
1,500
300
500
500
250
250
10,300
84,000
18,000
3,600
6,000
6,000
1,890
3,000
3,000
125,490
Factory Overhead & Pre Operation
Expenses
Factory Overhead
Items
Water
Maintenance
Electricity
Depreciation Machine &
Equipment
Total
Monthly(HK$
)
300
350
450
1,100
Yearly(HK$)
3,600
4,200
5,400
944
14,144
Pre Operating Expenses
Category
Materials
Salary Direct Labor
Factory Overhead Cost
Operation Cost
Total Pre Operation Expenses
Monthly(HK$)
85,470
6,600
1,100
10,300
103,470
Cash Flow for Pre Operating
Expenses
Month
1
Cash In
Cash out
2
3
4
5
165,660 165,660 165,660
165,660
103,470 103,470 103,470 103,470
103,470
Net Cash
-103,470
62,190
62,190
62,190
62,190
Cumulative Cash
-103,470 -41,280
20,910
83,100
145,290
Cost of Good Sold
Year 1
Year 2
Year 3
Year 4
Year 5
Purchase, January
1,025,640
1,076,922
1,130,768
1,187,306
1,246,671
Total Available for Uses
1,025,640
1,076,922
1,130,768
1,187,306
1,246,671
51,282
53,846
56,538
59,365
1,025,640
79,000
14,144
1,025,640
82,950
14,851
1,076,922
87,096
15,594
1,130,768
91,451
16,374
1,187,306
96,024
17,193
1,118,784
1,123,441
1,179,612
1,238,593
1,300,523
55,939
56,172
58,981
61,930
1,179,380
1,235,780
1,297,574
1,362,453
55,939
58,969
61,789
64,879
1,123,441
1,176,811
1,235,785
1,297,574
55,939
56,172
58,841
61,789
Direct Material Used
Less: Material Inventory
Direct Material Used
Direct Labor
Factory Overhead
Total
Manufacturing Cost
Add: Work In Process,
January
Cost of Goods Put Into
Process
Less: Work In Process,
December
Cost of Goods
Manufacturing
Add: Finish Goods,
January
1,118,784
1,118,784
Total Goods Available
for Sale
Less: Finish Goods,
1,118,784
1,179,380
55,939
1,232,987
58,969
1,294,626
61,649
1,359,363
64,731
Cost of Goods Sold
1,118,784
1,123,441
1,174,018
1,232,977
1,294,632
Projected Income Statement
Projected Sales
Less: Cost Goods Sold
Gross Profit
Year 1
1,573,200
1,118,784
Year 2
1,651,860
1,123,441
Year 3
1,734,453
1,174,018
Year 4
1,821,176
1,232,977
Year 5
1,912,235
1,294,632
454,416
528,419
560,435
588,199
617,603
Operating Expenses
Salaries (Indirect
Labor)
Rent
Utilities
Telephone
Promotion
Depreciation
Insurance
Office Supplies
Interest Rate
Total Operating
Expenses
84,000
18,000
3,600
6,000
6,000
1,890
3,000
3,000
22,500
92,400
19,800
3,960
6,600
6,600
2,079
3,300
3,300
19,152
101,640
21,780
4,356
7,260
7,260
2,287
3,630
3,630
15,302
111,804
23,958
4,792
7,986
7,986
2,516
3,993
3,993
10,874
122,984
26,354
5,271
8,785
8,785
2,768
4,392
4,392
5,782
147,990
157,191
167,145
177,902
189,514
Net Profit Before Tax
Tax (5%)
306,426
15,321
371,228
18,561
393,290
19,665
410,290
20,515
428,089
21,405
Net Profit
291,105
352,667
373,625
389,782
406,684
Return On Sales
Return On Investment
Gross Profit Margin
18%
65%
29%
21%
78%
32%
22%
83%
32%
22%
87%
32%
21%
90%
32%
Net Profit Chart
Net Profit
352,667
373,625
389,782
406,684
291,105
1
2
3
4
5
Cash Flows
Year 0
In Flow
Loan
Capital
Year 1
Year2
Year 3
Year 4
Year 5
293,939
293,939
355,737
355,737
376,953
376,953
393,391
393,391
410,600
410,600
22,320
25,668
29,518
33,946
39,038
150,000
300,000
Net Profit+ Depreciation
Total In flow
Out Flow
450,000
Building &Transport
208,195
Machine & Equipment
Other Civil Work
Payment of Principle
Loan
18,720
16,145
Pre Operating Expenses
Total Out Flow
206,940
450,000
22,320
25,668
29,518
33,946
39,038
Net Cash In Flow-Out
Flow
0
271,619
330,069
347,435
359,445
371,562
Cash Balance Beginning
0
271,619
601,688
949,123 1,308,568
Cash Balance End
0
271,619
601,688
949,123
1,308,568 1,680,130
271,619
330,069
347,435
336,026
9 Months
Annual Cash Flow
Average Cash Flow
Pay Back Period
359,445
371,562
Break Event Point
Year 1
Sales
Fixed Cost
Variable Cost
Contribution Margin
Ratio
Year 2
Year 3
Year 4
Year 5
1,912,23
5
1,573,200
1,651,860
1,734,453
1,821,176
103,470
113,817
125,199
133,719
1,118,784
1,123,441
1,174,018
1,232,977
147,491
1,294,63
2
0.3
0.3
0.3
0.3
0.3
BEP-Sales
344,900
379,390
417,330
445,730
491,637
BEP-Units
1,302
1,434
1,575
1,682
1,855
Percentage Projection of Sales
Product Code
BY
SW
CC
TM
S1
DS
PR
BK
BC
BE
Total
Daily Kg
Percentage
18
28
18
10
13
18
13
18
12
13
161
11%
18%
11%
6.5%
8%
11%
8%
11%
7.5%
8%
100%
BEP – Unit Each Product
Product Code
Year 1
Year 2 Year 3
Year 4
Year 5
BY
144
158
174
185
204
SW
235
259
284
303
334
CC
144
158
174
185
204
TM
86
87
102
110
121
S1
105
116
125
134
148
DS
144
158
174
185
204
PR
86
116
125
134
148
BK
144
158
174
185
204
BC
989
108
118
127
140
BE
105
116
125
134
148
1,302
1,434
1,575
1,682
1,855
Total
Balance Sheet
Year 1
Current Assets
Cash
Account Receivable
Material Inventory
WIP Inventory
Year 2
Year 3
Year 4
Year 5
271,619
-
601,688
51,282
55,935
949,123
53,846
58,969
1,308,568
56,538
61,789
1,680,130
59,365
64,879
Finish Goods Inventory
Total Current Asset
Non Current Asset
271,619
55,935
764,840
58,969
1,120,907
61,789
1,488,684
64,731
1,869,105
Building & Transport
208,195
208,195
208,195
208,195
208,195
Machine & Equipment
Other Civil Work
Less: Accumulated
Depreciation
18,720
16,145
18,720
16,145
18,720
16,145
18,720
16,145
18,720
16,145
2,834
3,070
3,328
3,609
3,916
Total Non Current Asset
Total Asset
Liabilities
Account Payable
Total Liabilities
Capital
Capital Beginning
Net Income
Capital at the end of the
year
245,894
517,513
246,130
1,010,970
246,388
1,367,295
246,669
1,735,353
246,976
2,116,081
127,680
127,680
102,012
102,012
72,494
72,494
38,548
38,548
-
98,728
291,105
556,291
352,667
921,176
373,625
1,307,023
389,782
1,709,941
406,680
389,833
908,958
1,294,801
1,696,805
2,116,621
Total Liabilities & Capital
517,513
1,010,970
1,367,295
1,735,353
2,116,621
Pay Back Period & Internal Rate in
Return
Pay Back Period
Out
Flow
Year
In Flow
Net Profit
Depreciation
Net Cash
Flow
(NCF)
Cumulative
Net Cash Flow
0
450,000
1
22,320
291,105
2,834
271,619
-178,381
2
25,668
351,667
3,070
330,069
151,688
3
29,518
373,625
3,328
347,435
499,123
4
33,946
389,782
3,609
359,445
858,568
5
39,038
406,684
3,916
371,562
1,230,130
0
-450,000
Internal Rate in Return.
Out
Flow
Year
0
1
2
3
4
5
450000
22320
25668
29518
33946
39038
In Flow
Net Profit
291105
352667
373625
389782
406684
Depreciation
2834
3070
3328
3609
3916
Net Cash
Flow
(NCF)
Discount
Cash Flow
18%
30%
(450000) (450000) (450000)
271619
230186
209147
330069
237650
194741
347435
211935
159820
359445
186911
125806
371562
163487
100322
Total
580169
339836
Net Present Value & Profitability/Benefit
Cost Ratio
Net Present Value
Year
Net Cash Flow
Factor of PV
Present Value
1
271619
0.833
226259
2
330069
0.694
229068
3
347435
0.579
201165
4
359445
0.482
173253
5
371562
0.402
147368
NPV
977113
Profitability Index/Benefit Cost Ratio
NPV
: 977,113
Total Project: 450,000
PI
: 2,17
Analyze
Project Feasible
PI > 1
PI < 1
Project Feasible
Project non Feasible
Feasibility Analysis
Gross Profit Margin
: 29%
Return on Sales
: 20%
IRR
: 26%
MARR
ROR
: 1 = 20%
Pay Back Period
: 9 Months
Current Ratio
Quick Ratio
:1
Cash Ratio
:2,127
Interest Coverage Ratio
: 20,2 Times
Inventory Turnover
Net Profit Margin
: 2%
Return on Investment
: 88%
Return on Equity
: 64%
Benefit Cosh Ratio
: 20%
:2,13
: 21 Times
: 2,2
Other Beneficiary
BGFM will accommodate vegetables from the farmers to be
processed into organic fertilizer and will be re-distributed to
farmer BGFM, With price affordable and very cheap.
Source: www.pupukkaltim.com
Project Time Table
Activities
1.Analyse the type of business and draft
2. Prepare the feasibility study for the project.
3.Prepare Company Legal Registration.
4.Negotiation with farmers, Lobbying potential
customers, and the owner of the land to the place of
project.
5.Determination, Management, Engineering, and
Marketing Contract.
6.Arrangement for management ; Selection,
Recruitment, and Training of Staff.
7. Arrangement for operation Preparing ; Construction,
Installation of land, Building, Machineries, and the
Equipment.
8. Arrangement for marketing ; Advertising, and
Promotion.
9.Opening and project starts.
10.The project was able to run normally.
Dec
Jan
Feb
Mar
April
2014
2015
2015
2015
2015
Conclusion
Based on some feasibility analysis we have done
that; Management Feasibility, Marketing
Feasibility, Feasibility Production, Socio
Economy Feasibility, and Financial Feasibility
and after careful consideration of all factors, it
can be prudently concluded that project of
Bedugul Green Fresh Mart is indeed feasible.
Thank You
For This
Moment.
Hong Kong, 29 November 2014