PRESIDENTIAL PLAN FOR RECONSTRUCTION AND DEVELOPMENT

GRACELAND FARM AND ANIMAL FEED STORE BUSINESS PLAN

LOCATION BAMENDA
Promoter : NFORMI WILLIAM
1.0 Executive Summary ............................................................................................................ 1
1.1 Objectives ........................................................................................................................... 2
1.2 Mission ................................................................................................................................ 2
1.3 Keys to Success ................................................................................................................ 2
2.0 Business Summary ............................................................................................................. 2
2.1 Business Ownership........................................................................................................ 3
2.2 Business History .............................................................................................................. 3
4.0 Market Analysis Summary ................................................................................................ 5
4.1 Market Segmentation ...................................................................................................... 5
4.2 Target Market Segment Strategy .................................................................................. 6
4.3 Service Business Analysis.............................................................................................. 7
4.4 Sales Strategy .................................................................................................................... 8
4.4.1 Sales Forecast ............................................................................................................ 9
Table: Sales Forecast ...................................................................................................... 9
5.0 Strategy and Implementation Summary ...................................................................... 10
5.1 Communication , Edge ................................................................................................ 11
5.2 Marketing Strategy......................................................................................................... 12
5.3 Milestones ........................................................................................................................ 13
Table: Milestones ............................................................................................................... 13
6.1 Website Marketing Strategy......................................................................................... 14
6.2 Development Requirements ......................................................................................... 14
7.0 Management Summary .................................................................................................... 14
7.1 Personnel Plan ................................................................................................................ 15
8.0 Financial Plan ..................................................................................................................... 15
8.1 Important Assumptions ................................................................................................ 17
8.2 Break-even Analysis ...................................................................................................... 17
8.3 Projected Profit and Loss .............................................................................................. 18
Table: Profit and Loss ....................................................................................................... 19
Table: Balance Sheet ........................................................................................................ 22
Table: Ratios ....................................................................................................................... 24
8.7 Long-term Plan ............................................................................................................... 25
Table: Long-term ................................................................................................................ 26
Table: Sales Forecast .................................................................................................................. 1
Table: Personnel .......................................................................................................................... 2
Table: Profit and Loss ................................................................................................................. 3
Table: Cash Flow ......................................................................................................................... 4
Table: Balance Sheet .................................................................................................................. 6
Table: Inventory Detail ............................................................................................................... 9

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1.0 Executive Summary

Graceland Farmers and animal feeds store, will be a well-established custom feed
store. The Business will be engaged in the production of custom General Livestock
Feeds, bird feed, deer feed, and other animal products in relation to livestock Animals
and Poultry, animal s, etc. Graceland Farmers and animal feeds store, has recently
expanded its production facility (custom mill) and will be well-positioned to market its
workroom production beyond its present client base. The Business will be dedicated to
providing the highest quality customer service, meeting the agreed delivery dates, and
keeping the sales prices controlled in accordance with ongoing market trends. The focus
of this business plan will be to identify future target clients, explain our marketing
strategy, improve internal procedures so we can substantially increase profitability, and
obtain the funding required to expand the business.

Graceland Farmers and animal feeds store, will be located in The Outskirst
of Bamenda , North West Region, Cameroon. The Business will be a privately owned
corporation and will be operating for nearly as long as possible. The previous
owners live next door to the store, and are planning on moving to their retirement home
in Northern Bamenda , North West Region, Cameroon, as soon as this business
transaction will be completed. However, since the current owners and new owners are
in fact family, the current owners will be around if needed and to visit on a bi-weekly
basis.

The six counties surrounding Graceland Farmers and animal feeds store contain an
estimated 14,695 livestock farms, and 20,434 Oher small ruminants. However, the
entire state will be an open market once delivery to customers will be an
option. Graceland Farmers store's would then be in the market to communication e
for the business of 53,315 farms. CAMEROON’S records show that a quarter of a billion
dollars will be spent annually on feed in the State of Bamenda , North West Region,
Cameroon by these same farms. The Business's estimated existing share of the nearby
market will be less than 1%. Previously, the owners have established an estimated
FCFA 140,000 of the state total on an annual basis. They have accomplished this
without any form of advertisement, and without any outside sales. The new owners are
focused on growing the business to gain a greater share, FCFA 260,000 annually, of the
state total.

The marketing research and tailored marketing strategy described in this business plan
will result in after-tax profits of FCFA 22,806 in Year 1 and increasing to nearly FCFA
30,000 in after-tax profits within three years, despite significant new advertising and
renovation expenses.

To achieve these goals, Graceland Farmers store fields needs funding for two different
phases of expansion. We are seeking a FCFA 15,000 short-term grant support, to be
repaid within two years. This grant support will enable us to purchase a delivery truck,
a key element of our new sales and marketing strategy. In early Year 2, we will need a
second, long-term grant support in the amount of FCFA 135,000, to build the area's
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 premier animal boarding stable. The addition of "Mid-Town Meadows" will not only be
another source of revenue, but also another source of feed sales. Mid-Town Meadows
will be a comfortable, inviting animal resort designed to make our customers and their
Domestic Animals and Poultry feel as if they are enjoying VIP services in a world all to
themselves. The decor and theme will be rustic (log exterior walls), yet formal (private
club house overlooking the enclosed arena). The feed store will be already located at the
main entrance, next to a cascading water fountain and Business signs.

1.1 Objectives

There are five primary objectives by which the success of Graceland Farmers and animal
feeds store will be tracked:

1. Maintain 100% of existing customer base by consistent customer service.

2. Expand our customer base through direct referrals and aggressive direct sales.
3. Expand our product line gradually, based on customer requests.
4. Expand our custom feed mill to meet the growing sales market.
5. Expand the types of services offered to our customers, as their desires are identified.

1.2 Mission

Graceland Farmers and animal feeds store will be a family owned and operated
Business, dedicated to providing our customers with the best premium products and
services on the market. Graceland Farmers store's offers all of our customers the direct
personal attention they deserve. Our commitment to customer service and satisfaction
assures us that our customers are 100% satisfied with our products and services.

1.3 Keys to Success

The primary keys to the success of Graceland Farmers and animal feeds store are as
follows:

1. Product freshness and quality.

2. Variety and price.
3. Constant research of industry to keep knowledgeable of market needs.
4. Management: products delivered on time, professional customer service, managing
budgets.
5. Constant evaluation of strengths and weaknesses with adjustments made as
warranted.

2.0 Business Summary

Graceland Farmers and animal feeds store will be a mid-Bamenda , North West Region,
Cameroon based farm and feed store dedicated to providing our customers with
professional services and high quality feed products. Graceland Farmers store's offers
only the best feed and products in the industry. Graceland Farmers store's also offers
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 our customers the option of a custom made feed. Our mill enables us to provide high
levels of quality products that are always fresh and available. Graceland Farmers
store's primary focus will be on keeping our customers satisfied. Professional
and reliable service, communication , pricing, and a knowledgeable staff will provide
for continued growth in the years to come.

Graceland Farmers store's was founded in 2020 by Mirabel Vrersonia Ayuni and her
Husband Patrick Kongnuy. Their hard work and dedication has proven to be
successful, as Graceland Farmers store's will be now one of the area's premier feed
stores and the only one specializing in custom-made feed.

The future of Graceland Farmers store's will be looking bright with younger family
members taking over ownership in future. Our focus will be on the core products, our
sales and promotions emphasize our history and reputation for quality and customer
service. With the addition of new energy and enthusiasm from younger owners, we will
increase sales and the bottom line. Even though the new owners have the time, energy,
interest and knowledge to invest in an already successful family business, our greatest
asset will be our commitment and pride in protecting and growing the business.

Originally , Graceland Farmers store's was just a feed store but now Graceland Farmers
store's will grow to become a larger provider of quality feeds, and also a boarding stable
and resource for customer with inquiries about all areas of animal care.

2.1 Business Ownership

Graceland Farmers and animal feeds store, will be a privately-held Bamenda , North
West Region, Cameroon corporation. Mirabel Vrersonia Ayuni Graceland Farmers
store, Graceland Farmers and animal feeds store's founder, and her husband are
Graceland Farmers store two other partners.

The new partners will share 50/50 dividends and they are as follows:

 Afsah Mokia Nadia

 Ndiseh Boris Chia

2.2 Business History

Graceland Farmers and animal feeds store was founded as a privately held business ,
owned and operated by Mirabel Vrersonia Ayuni and her Husband . It was originally
a retail Business that sold feed and supplies to local customers.

Mirabel Vrersonia Ayuni and her Husband recognized the need for more variety in
products and more communication , pricing. Eventually this idea generated the need
for a feed mill, which should greatly increase+ the success of the business. Producing
custom feeds reduces the costs to almost 80% less than it costs to purchase a name

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 brand feed. The custom-made feed will be Graceland Farmers store's best seller
because of quality and price.

3.0 Services
Graceland Farmers and animal feeds store, will offers our customers products and
supplies (Feed, Wormer, Treats, Beading, etc.) for the following Animals and Poultry:

 Birds (Caged and Wild)

 Cats and Dogs (Household Animal s)
 Cattle
 Chickens
 Poultry and Elk
 Domestic Animals and Poultry
 Fish (Pond)
 Goats
 Pigs
 Llamas
 Lambs
 Rabbits
 Sheep
 Turkeys

Services

 Custom Made Feeds

 Delivery (Selective)

Graceland Farmers and animal feeds store will continue to offer all of the above great
products, while evaluating the desire and need by our customers for the following items.

Products

 A Complete Line of Feeds for All Animals and Poultry

 Poultry Blinds
 Exotic Piggery and other Animal Feed
 Home and Garden Accessories
 Domestic Animals and Poultry Tack
 Landscape Supplies
 Live Animals and Poultry
 Organic Gardening
 Plants, Flowers and Trees
 Ponds and Water Gardens
 Shanties
 Tools and Gloves

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 Graceland Farmers and animal feeds store, will continue to offer the existing services,
but we will also be expanding our services to include the following as customers
demonstrate an interest in supporting the addition of such services.

Services

 Delivery (Full Time)

 Animal Acupressure
 Animal Boarding and Stable

4.0 Market Analysis Summary

Graceland Farmers and animal feeds store will be the only custom feed manufacturer
in the Bamenda, Bamenda , North West Region, Cameroon area and surrounding 50
mile radius. In the past, our market will be individual end users. Recent market
analysis suggests that our custom feeds could be marketed to other direct feed stores
outside of this 50 mile radius.

In reviewing our existing customer base, and recognize the broad range of local
organizations such as Livestock Farmers and Future Farmers of Cameroon (Multi
Purpose Farmers Groups) and area farms and ranches, we have seen the possibilities
for potential market growth. Graceland Farmers store's has never had a direct sales
force, advertised, or approached the specialized market they dominate with any zest for
growth.

More than sixteen years in this business with success in the creation of formulas of
high quality, cost-contained custom feed, mixed with the energy of youth and
enthusiasm to grow this family business will be greatly reinforced by the simple market
analysis outlined below.

4.1 Market Segmentation

Graceland Farmers and animal feeds store, will focus on the following markets:

 Livestock Farmers Enrollments: Simply put, this segment of our market will be our
future. We are working with Livestock Farmers to further interest in Animals and
Poultry, their nutritional needs, and means of cost containment. Through offering
quality custom feeds we will provide success for today and many tomorrows as these
youth become adult consumers (while annually, new youth will be targeted). This
market will allow for sales of all our feed products as Livestock Farmers offers
exposure to a variety of Animals and Poultry.

 Cattle Farms: The number of cattle farms within a 100 mile radius of Graceland
Farmers and animal feeds store will be quite phenomenal. There are many different
purposes for these farms as well. Some raise cattle for auction and slaughter while
some raise cattle for milk processing. All together, this will be a market that will be
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 small, but would be very lucrative just by having a few of these commercial accounts
purchase their feed from us on a weekly basis. The cattle market will be very tough,
but with our low prices and quality service, we should be able to obtain at least 10%
of the overall market.

 Domestic Animals and Poultry owners: We will provide custom feed while building
customer relationships for long term growth and expansion into our goals of
massage, boarding and other related services. Domestic Animals and Poultry owners
range from individual owners to ranches and even direct marketing to area race
tracks will be undertaken.

 Oher small ruminants: These customers, of all ages and genders, have contributed
a great deal of the Graceland Farmers store's cash flow over the years. Expanding
on simple hunter spontaneous purchases (jerky, nuts, dried fruit) will increase net
revenue without an increase in labour , space or marketing costs. During
the hunting season, "regulars" stop for beets, carrots, corn and apples on their way
to their blind. Adding these impulse-purchase items will add to our bottom line.

 Livestock Farmers: This market will be virtually up for grabs. Tax-exempt farmers
look for the best in quality and price, both of which Graceland Farmers store's offers
to our customers. Farmers also look for availability of large quantities. Again, at
Graceland Farmers store's, we can handle any size order from less than a pound
through orders containing thousands of pounds. Graceland Farmers store's custom
feed mill will again prove to be a big asset when dealing with the farmers.

4.2 Target Market Segment Strategy

Strategically targeting all the Livestock Farmers enrollments close to our business helps
serve the needs and requirements of our local customers, and ties in logically with our
marketing plan (see below) and our style of feed store. The youth of the Livestock
Farmers are our future. These customers have regimented schedules, and find value in
exceptional service, low prices and high quality feed. This first tier of our market
segment will be also the primary focus of our marketing plan, which has a deep
commitment to focusing on the support of the Livestock Farmers kids and their
community.

Our SECOND-TIER market group, Cattle Farms, will also find value in great service
and quality feed, and will appreciate a supplier that keeps their products fresh and
ready for immediate delivery. Finding the niche in all our targeted markets will be
relatively easy... customers are looking for a feed supplier who maintains a complete
line of fresh products and has the ability to deliver. Graceland Farmers store's provides
custom-made feed, much more economical than other name brand feeds, and as an
added bonus we will deliver directly to their farms. This particular group will be smaller

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 in size, yet the number of cattle to feed on each farm will be substantially larger
than most other livestock farms. (The average size of each farm will be 70 cattle.)

Our THIRD-TIER group, Domestic Animals and Poultry Owners, will find that
Graceland Farmers store's special blend of oats and grains, all mixed in with our high
quality minerals, results in premium feed at an affordable cost. All of these things are
essential factors in a customer's feed-buying decision. Our specialty Domestic Animals
and Poultry feeds are made for both the average Domestic Animals and Poultry and for
the animal racer, both of which are numerous in our area. We need to market the right
avenues to gain industry share in this rapidly expanding market.

Our FOURTH-TIER, Oher small ruminants, will be simply the largest in number of
individual purchasers. Oher small ruminants are mostly seasonal customers, from the
months of September through December we will see our numbers skyrocket when
compared to the other eight months of the year. For projection purposes, we figured on
having a low 30% of the total available market (69,232). This total potential market
includes Oher small ruminants from six of our surrounding counties (within a 50 mile
radius). The actual number of Oher small ruminants that stop by on their way to their
cabins or blinds will be substantially higher than forecasted.

Our FIFTH-TIER, Other Livestock Farms, represents a market that has an abundant
number of feed users. Our custom feed mill allows us to manufacture any type of
Piggery and other Animal Feed we desire, which help us acquire the available customers
in this tier. From sheep and goat feed to rabbit and turkey feed, we make it all. Again,
when we make our high quality feed, we make it with the highest quality products and
sell it at wholesale prices. This market will be basically up for grabs, as there are will
no communication itors within a 125 mile radius that can supply these customers
with such a high quality feed at the lowest costs possible.

We acquired our data for our market analysis from the Workers of Natural Resources,
the Livestock Farmers Council, and from CAMEROON’S National Agricultural Statistics
Service.

All of our projections are based on actual, real-life numbers (number of

people/farms/etc.). We forecasted conservatively to show the actual amount of
business we can easily obtain through a few advertisements and direct marketing.

4.3 Service Business Analysis

Graceland Farmers and animal feeds store, will be involved in the manufacture and
retail sale of custom feed and related products. Graceland Farmers and animal feeds
store straddles two industries - manufacturers of feed, and retailers of feed and farm
supplies. Graceland Farmers store's as long as possible of success in the custom feed
industry will be the strong foundation for the success and continued growth.

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 There are over 7,000 farm product raw materials businesses in Cameroon , according
to the 2014 CAMEROON’S Census Economic report. According to the same source, farm
supplies and raw materials wholesalers will sell over FCFA 62,000,000 of goods per
year. Of these, only 13 of these were selling poultry and General Livestock Feeds mixed
on location. With total sales of FCFA 8,141,368, in all and businesses like ours sold an
average of only FCFA 9,658,000 in goods each, per year. This reflects the fact that most
of the custom-feed mixers in Cameroon are very small operations; many of them are
farmers who mix their own feed for their own livestock, and sell the extra to neighbours.
Graceland Farmers and animal feeds store started out this way, but expanded its
product line with snacks for people, and wild and exotic Piggery and other Animal Feed.
By becoming a full-service custom-feed store, and developing a reputation for great
service and high quality feed, we have far surpassed the industry average for revenue.

Our products are purchased from wholesale suppliers and re-sold to retail
consumers. Our custom feed will be a huge communication itor with other retail
products. The raw goods and time to manufacture cost at least 80% less than similar
feeds. With more focus on the overall quality of our feeds, the cost savings to our
customers will become more of a word of mouth advertising from end user to end user.
Direct referrals are always the best source of committed customer and sustained
reliable growth.

4.4 Sales Strategy

Graceland Farmers and animal feeds store, will be entering into direct sales for the
first time. Starting in October and November, we will approach members of our target
markets within 10 square miles both via phone and with direct visits. Where possible,
we will ask existing customers to provide us with an introduction or to mention us to
their neighbours and friends before we approach them. This will both lend credibility
and pre-qualify potential customers as genuinely in need of our services, based on
others' knowledge of them.

We will tell them about our current products and services, and then ask them clearly
what we need to do to earn their business. We will listen to their desires and individual
goals. We will then mirror back to them what they have said, to be sure we understand
their needs. Finally, we will create an individualized sales proposal with their specific
needs (products, volumes, frequency, price, other services) included.

We will present the proposal as a written agreement ready for signature by both parties
to begin doing business.

Details for each order will be entered into our customer database. We will then adjust
our planned shipments of raw goods to include arrival of fresh product necessary for
new orders, to be manufactured and delivered as agreed by the timeline. Deliveries will
be automatically scheduled through our point of sale/delivery database. Each customer
price grid, conditions and all specific comments will be clearly maintained for all to
review and to guarantee complete customer satisfaction. Each order will be reviewed by
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 one of the owners prior to delivery to guarantee quality, accuracy and completeness.
Terms for payment will be COD and an invoice for each shipment will be faxed or called
to each customer the day prior to delivery to ensure payment will be ready at the time
of delivery. (This will all be part of the agreement terms.)

Follow up calls will go to each customer within 24 hours of each delivery to ensure
satisfaction. If for any reason there will be an issue, it will be handled immediately by
one of the owners directly with the customer.

4.4.1 Sales Forecast

The sales forecast for Graceland Farmers store includes all varieties of feed, as well as
non-feed supplies and future forecasts for boarding stable revenue.

Adding the boarding stable will utilize vacant land and make it work for the Business.
The addition of the boarding stable will add to our Business's feed sales, and to the
specialized services we offer. Boarding Stable costs include laundering of Domestic
Animals and Poultry blankets, feed used by Domestic Animals and Poultry during their
stay, and wear and tear on grooming instruments.

The annual growth rates fluctuate and are defined as:

 2021 - 3.37%
 2022 - 8.83%
 2023 - 34.63%
 2024 - 16.68%
 2025 - 14.81%

The reasoning behind the initial dramatic increase in sales will be due to accurate
reporting and tracking, and growth of sales (generated through direct sales and
advertising). For 2023, 2024 and 2025 we are forecasting significantly increases in our
sales as we open the boarding stable. We anticipate that it will take three years to book
out all of our stalls.

In 2025, we are forecasting a modest increase of 12.84%, based on the growth of feed
sales and stable services alone. We are also planning on bringing back the rodeos and
livestock shows that the previous owners have held in past years. This year could prove
to be the year to bring back some of the good old days to the new Graceland Farmers
and animal feeds store location.

Table: Sales Forecast

Sales Forecast In thousands of francs CFA

FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Sales
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 Piggery and other FCFA FCFA FCFA FCFA FCFA
Animal Feed 38,040 39,942 41,939 44,036 46,238
Poultry Feed FCFA FCFA FCFA FCFA FCFA
12,000 12,960 13,997 15,117 16,326
General Livestock Feed FCFA FCFA FCFA FCFA FCFA
93,346 102,680 112,948 124,243 136,668
Other farming and FCFA FCFA FCFA FCFA FCFA
livestock inputs and 6,000 7,000 8,000 9,000 10,000
tools
Boarding Stable FCFA 0 FCFA 0 FCFA FCFA FCFA
42,000 63,000 84,000
Total Sales FCFA FCFA FCFA FCFA FCFA
149,386 162,582 218,884 255,396 293,232

Direct Cost of Sales FY 2021 FY 2022 FY 2023 FY 2024 FY 2025

Corn, Oats, Molasses, FCFA FCFA FCFA FCFA FCFA
Other Ingredients 40,400 42,258 44,202 46,236 48,362
Other farming and FCFA FCFA FCFA FCFA FCFA
livestock inputs and 3,000 3,500 4,000 4,500 5,000
tools
Boarding Stable FCFA 0 FCFA 0 FCFA FCFA FCFA
8,400 12,600 16,800
Bags, Ties, Pallets, FCFA FCFA FCFA FCFA FCFA
Labels 1,440 1,506 1,575 1,648 1,724
Subtotal Direct Cost of FCFA FCFA FCFA FCFA FCFA
Sales 44,840 47,264 58,177 64,984 71,886

5.0 Strategy and Implementation Summary

Emphasize customer service

We will differentiate ourselves with CUSTOMER SERVICE! We will establish our
business as a clear and viable alternative for our target market, from the scores of
communication itors known for "do-it yourself," "no we don't offer that product," and
"no delivery available."

Customer service will be paramount in our business and our business plan. The
management team will accomplish this goal by training employees and by providing
encouragement.

The new management team of Graceland Farmers and animal feeds store, believes
that an employee who will be happy at work will enjoy working. It will be always easier
to please customers with staff that cares, a facility that will be clean and equipment
that will be kept in proper working order.

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 Graceland Farmers and animal feeds store, will also work toward establishing
community involvement programs that will demonstrate how the business
can contribute to a better quality of community life. Community project groups such as
the Livestock Farmers Council, the Multi Purpose Farmers Groups, Schools, churches,
and other groups will be welcomed for tours of the facilities and will be shown how the
facility can be used to help raise funds for their needs.

Build a relationship-oriented business

Build long-term relationships with customers, not single-visit deals. Become their "feed
dealer of choice." Teach them the value of the relationship.

Focus on target markets

We need to focus our offerings on specific population groups as the key market segment
we should own. We definitely want to be able to sell to smart, quality conscious
customers.

5.1 Communication , Edge

Graceland Farmers and animal feeds store, has one of the most sought-after
communication , edges in the industry. We have our own individual feed mill that can
produce any Piggery and other Animal Feed requested. All we need will be a few
ingredients and some time to make our specialty custom feeds.

Our custom mill was built and wired with a 3-phase electrical system (industrial
strength) and the best equipment on the market today. Other feed stores dream of
having access to their own mill; this will be where you make most of your money.
Instead of having to be the middle man and purchase a large inventory of generic feeds,
we custom-blend and produce our own feed to keep the costs down. When we can
produce and market feed that costs us nearly 80% less than it costs to purchase a
generic feed, we can keep our shelf prices lower than our communication itors.

From the very first day Graceland Farmers store's was open for business in 2020, the
owners never advertised. They let the word get around (word-of-mouth advertising). This
has obviously worked in their favor, as they are operating a profitable business, as will
be reflected in net profit increases annually.

In the future we, the new owners of Graceland Farmers store's, will market our products
to new customers in various strategic ways. This will aid in bringing in more
customers...and will also aid in spreading the word that we are expanding our business.
Most of the existing customers come from within a 30 mile radius of the store. Through
delivery, we can offer our products and services to anyone willing to pay for it.

Our next communication , edge will be that we will be running our delivery truck on a
daily basis (once we implement delivery and obtain the necessary business). Most of
our other communication itors do not deliver or only deliver within a short distance

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 from their location. Again, we will serve our customers with a higher quality feed, high
level of professional service, and be willing to take it to their door.

Our strongest communication , edge will be that we are family owned and operated and
that our knowledge of the feed industry runs deep. With the resources available, the
energy we can contribute at our young age, the raw talent for business and deep
understanding of customer service, the potential to grow this already exciting business
will be tremendous.

5.2 Marketing Strategy

Graceland Farmers and animal feeds store, will implement the following Marketing
Strategies upon the business transfer in the following order:

1. Direct Marketing: we will personally market (sell face to face) our products to various
feed stores, stables, boarding facilities, farms, clubs and race tracks.

2. Customer Referral: we will provide customer incentives for direct referrals, in the
form of price discounts.

3. Website Marketing: we will implement our web plan and review the outcome to
determine the efficiency it has on our customer base.

4. Event Marketing: we will visit area livestock events (within 150 miles) to hand out
flyers, business cards, and product catalogs, and to meet potential customers face
to face.

Through marketing our products in these ways, we project that Graceland Farmers
store's will almost double its business within the first 2 years of new ownership.

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 5.3 Milestones

The following detailed milestone table shown identifies the primary tracking points for
our initial Business takeover, for our growth and our development process. We have
included budgets for each subject and the name of which Business came in with the
lowest bid price.

Table: Milestones

Milestones
In
thousands
Milestone Start Date End Date Budget Manager Workers
Business Title 10/4/2020 10/31/2020 FCFA 0 Mirabel Workers
Transfer Vrersonia Ayuni
Implement POS 11/1/2020 11/30/2020 FCFA Mirabel Workers
System 6,000 Vrersonia Ayuni
Afsah Mokia
Nadia
Print Product 11/1/2020 11/30/2020 FCFA 250 Mirabel Workers
Catalogs Vrersonia Ayuni
Afsah Mokia
Nadia
Buy Delivery 11/1/2020 12/1/2020 FCFA Mirabel Workers
Truck 5,000 Vrersonia Ayuni
Afsah Mokia
Nadia
Begin Delivery 12/1/2020 12/5/2020 FCFA 0 Afsah Mokia Workers
Service Nadia
Advertise in 11/1/2020 12/31/2020 FCFA 200 Afsah Mokia Workers
Newspapers Nadia
Contact 200 11/15/2020 1/1/2021 FCFA 0 Afsah Mokia Workers
potential Nadia & Ndiseh
customers Boris Chia
Build Web Site 11/1/2020 1/15/2021 FCFA 50 Afsah Mokia Workers
Nadia
Get 50 new 1/1/2021 3/1/2021 FCFA 0 Afsah Mokia Workers
contracts Nadia & Ndiseh
Boris Chia
Track hunter 11/1/2020 3/1/2021 FCFA 0 Afsah Mokia Workers
snack preferences Nadia
Average General 11/1/2020 10/31/2021 FCFA 0 Afsah Mokia Workers
Livestock Feed Nadia
sales of FCFA
7775/month
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Renovate 3/1/2022 10/1/2022 FCFA Afsah Mokia Workers
Boarding Stable 1,000 Nadia
Landscaping, 10/1/2022 7/1/2023 FCFA Afsah Mokia Workers
fencing, etc. 1,000 Nadia
Totals FCFA
13,500

Graceland Farmers and animal feeds store, 's website will enable us to offer customers
current information on special sales, promos, new product releases, events, and public
service announcements. We also plan on utilizing the Web to sell and market our
products and services. An e-store will also be implemented into our web design,
allowing customers to place orders for the feed they need right on our website. We will
be able to accept and process check and credit card orders immediately online. Our
customers will still have the options of paying by cash, check or money order as well.

6.1 Website Marketing Strategy

Our website will be promoted through the use of sponsor listings and affiliate
memberships [confidential and proprietary information removed]. Our site
will be registered with all of the major search engines. We will also share links with our
distributors and manufacturers.

6.2 Development Requirements

Graceland Farmers and animal feeds store, 's website will be initially developed with
few internal technical resources. Our site will be maintained by one of the owners.

7.0 Management Summary

Graceland Farmers and animal feeds store, will be presently made up of three
employees. The two current owners and one mill operator put in approximately 75
hours a week. As the new business ownership takes effect and various marketing plans
are implemented, the product volume will increase. There will be sufficient room in the
production mill to expand and produce more feed daily. It will be planned that the two
new owners will oversee the production and day to day business practices.

We will also be contracting a new outside CPA to handle the corporate book keeping
and business accounts (listed in the Profit and Loss table). We value and understand
how important proper accounting and reporting of all sales activities are to the
successful growth of a Business. It will be through development of this accuracy
that true business growth will be verified and available for the continued security of
this well-established family business.

14
7.1 Personnel Plan

Graceland Farmers and animal feeds store, will be will run and operated by one person
in the mill and one person in the store. In time, as we implement our marketing plan,
we will need to hire in an additional person to assist in the mill, and possibly another
person to assist Ndiseh Boris Chia in the store. We also could possibly need to hire a
delivery person in the year 2021. When the business expands with new customers and
larger feed orders, Afsah Mokia Nadia will need to be on site to assist Ndiseh Boris Chia
with inspecting the orders prior to delivery to ensure quality and accuracy of all orders.
As growth evolves other family members may be of age to assist in the processes or
employees may need to be placed.

As we expand we will hire independent contractors. We believe this way would best suite
a Business our size. Instead of spending the amount of money required by law to
actually hire an employee, we feel we would all benefit more from setting up our
personnel in this aspect.

8.0 Financial Plan

The financial plan will be to obtain FCFA 15,000 now as a short-term grant support
from Presidential Plan for Reconstruction and Development, at an interest rate of 7%,
to buy a delivery truck suitable to our needs. We will plough back this grant support
within two years from the cash flow of the business. This truck will allow us to expand
our services to include delivery, giving us a further edge over the local communication
ition and enabling us to further expand into our target market, while increasing
recognition of our name and services.

The second phase of the plan will be to obtain a long-term grant supports from the
PPRD in early 2022, to fund the renovation of the existing property's barn and
outbuilding into a structurally-sound, attractive, and livable Domestic Animals and
Poultry boarding stable, and to install fencing and landscaping suitable to that purpose.
This renovation will be completed within 7 months, although final landscaping and
fencing will be not expected to be finished until early 2023. We will plough back this
grant support over 10 years. We will secure this grant support with our equity in the
value of the existing property. The boarding stable will open up a new revenue stream
for the business, and attract new steady customers.

With aggressive target marketing and the sales strategies outlined above, we will
increase sales over 3% in the first year. We expect a bigger increase in year two, with
the extensive renovation generating some free publicity and with existing customers
making referrals, but the largest expansion will be planned for 2024, when we can first
realize a full year's revenue from the boarding stable.

From the very start, the new owners of Graceland Farmers store's will start building the
business and taking it to the highest level. The new owners have bright futures ahead
of themselves, as does Graceland Farmers and animal feeds store, The once
15
small, unknown feed store will be transformed into the area's premier General Livestock
Feed store and animal boarding facility. The new Graceland Farmers and animal feeds
store will be capable of hosting large scale rodeos and other livestock shows by the end
of 2025.

16
8.1 Important Assumptions

This business plan was developed for Graceland Farmers and animal feeds store,
assuming the following:

 Steady growth from good management, barring any unforseen local or national
disasters such as the economic slowdown seen by most of the country following the
September 11th, 2001 tragedies.
 An adequate grant support amount to allow for initial implementation of plans.
 Communication ition and buying patterns remain similar to those used for
forecasting.
 Existing customer base maintained.
 Market research will be on target and current (received from different state
organizations).
 New customers will be gained through direct sales and advertising.
 Long-term interest rate will be no more than 7%.
 Income tax rate will be 30%.
 Sales tax rate will be 6%.

8.2 Break-even Analysis

Break-even will be based on fixed costs of approximately FCFA 5,900 including grant
support plough back recovery, insurance, maintenance and labour . Additionally,
controllables such as service labour, payroll taxes, property taxes, advertising and
legal/professional fees are included.

The following chart shows that we need to produce approximately FCFA 8,500 from
sales per month to break-even (according to the assumptions). That will be less
than what the previous owners have accomplished in previous years. We strongly
believe we will succeed and provide handsome returns for our Business and its owners.

Margins are harder to assume. Our FY 2021 gross margin will be forecasted at 69.98%.
In the following years our gross margin will continue to grow beyond our starting point
because of the continued growth in total product sales and the release of our new
animal boarding stable. The products manufactured in the mill cost about FCFA 3.50
for 50 pounds of feed on average. The lowest sale (market) price on those products will
be FCFA 5.50 with the highest coming in at FCFA 10.75. The majority of our gross profit
on feed products will be made directly as a result of having the luxury of our own custom
mill.

Not only will we serve a much higher number of customers monthly than required by
this break-even chart, we believe that we are going to possibly double the amount
projected in our cash flow charts in this business plan, because we are going to be the
only facility of its kind within a 150 mile radius. As advertising and direct sales follow
suit from outside areas, our delivery service will prove to be valuable to our
Business and our customers.
17
8.3 Projected Profit and Loss

Outlined below and in the following table and chart, are some of the intrinsic facets of
the projected profit and loss for Graceland Farmers and animal feeds store,

Cost of sales reflects our cost to manufacture the feed and purchase all other non-
manufactured products. Gross margin will continue to rise at a steady pace throughout
the years forecasted.

Payroll expenses will includes income for the two owners. As forecasted, additional
employees will be brought aboard as required to keep up with the growing pace of
Graceland Farmers and animal feeds store, Further details are available in our
Personnel table (above).

Advertising and marketing expenses (news ads, magazine ads, etc.) are projected to
increase as net profits increase and pos , results are accomplished as a direct result of
the same marketing and advertising. All direct sales and marketing will be performed
by Afsah Mokia Nadia. Commissions are not paid to him as a result of a gained
customer as he will be one of the two major owners of the corporation.

Depreciation forecasted includes normal wear and mechanical tune-ups on trucks,

tractors and all equipment in the mill.

Fuel costs are projected to grow as the amount of sales made that require delivery
increase. This projected expense includes fuel for the trucks, tractors, etc.

Utilities are projected to increase year to year. The current market prices for utilities
will change as the years past. We have prepared for an annual FCFA 100 increase.

Insurance: Graceland Farmers store's was quoted an insurance premium of FCFA

1,200/monthly, which includes liability, property, theft, fire, and personal insurance.
The equipment (Mill machines, vehicles, and tractors) will be also included in the
monthly premium amount.

Payroll taxes include social security, unemployment and workers compensation, etc.
Feed dealers permit and state sales tax license will be projected to be paid in one annual
installment in the month of January. Graceland Farmers store's anticipates paying
sales taxes monthly, and income tax quarterly, as required by law.

All website expenses are listed below, from initial development, to hosting, to account
management for our e-commerce transactions.

Boarding Stable: The expensed portion of the barn renovations in year two will be shown
as an operating expense. The remainder (FCFA 125,000) will be shown as purchase of
new long-term assets in the Cash Flow table, representing the increased value of the
property after renovation.
18
Table: Profit and Loss

Pro Forma Profit and

Loss
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Sales FCFA FCFA FCFA FCFA FCFA
149,386 162,582 218,884 255,396 293,232
Direct Cost of Sales FCFA FCFA FCFA FCFA FCFA
44,840 47,264 58,177 64,984 71,886
Other Costs of Goods FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Total Cost of Sales FCFA FCFA FCFA FCFA FCFA
44,840 47,264 58,177 64,984 71,886

Gross Margin FCFA FCFA FCFA FCFA FCFA

104,546 115,318 160,707 190,412 221,346
Gross Margin % 69.98% 70.93% 73.42% 74.56% 75.48%
Expenses
Payroll FCFA FCFA FCFA FCFA FCFA
31,000 45,000 63,000 73,000 82,000
Advertising & FCFA FCFA FCFA FCFA FCFA
Marketing 1,110 1,500 1,800 2,100 2,400
Depreciation FCFA FCFA FCFA FCFA FCFA
3,000 3,000 3,000 3,000 3,000
Fuel FCFA FCFA FCFA FCFA FCFA
7,185 7,490 7,822 9,000 9,600
Maintenance of FCFA FCFA FCFA FCFA FCFA
Delivery Truck 3,000 3,500 3,500 3,500 3,600
Utilities FCFA FCFA FCFA FCFA FCFA
3,072 3,400 3,600 3,600 3,600
Insurance FCFA FCFA FCFA FCFA FCFA
14,400 14,400 15,400 15,400 15,400
Payroll Taxes FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Postage FCFA FCFA FCFA FCFA FCFA
180 180 190 190 210
PPRD Charges FCFA FCFA FCFA FCFA FCFA
240 240 240 240 240
Stable Renovation FCFA 0 FCFA FCFA 0 FCFA 0 FCFA 0
Expenses 10,000
Accounting & Legal FCFA FCFA FCFA FCFA FCFA
1,200 1,200 1,200 1,200 1,200
Feed Dealers Permit FCFA 15 FCFA 15 FCFA 15 FCFA 15 FCFA
15
Website Development FCFA FCFA 0 FCFA FCFA 0 FCFA
1,500 300 200

19
Website hosting FCFA FCFA FCFA FCFA FCFA
300 300 300 300 300
Online Payment FCFA FCFA FCFA FCFA FCFA
Account Mgmt 360 360 380 380 400
Sales Tax License FCFA 25 FCFA 25 FCFA 25 FCFA 25 FCFA
25
Total Operating FCFA FCFA FCFA FCFA FCFA
Expenses 66,587 90,610 100,772 111,950 122,190
Profit Before Interest FCFA FCFA FCFA FCFA FCFA
and Taxes 37,959 24,708 59,935 78,462 99,156
EBITDA FCFA FCFA FCFA FCFA FCFA
40,959 27,708 62,935 81,462 102,156
Interest Expense FCFA FCFA FCFA FCFA FCFA
729 4,457 8,033 7,088 6,143
Taxes Incurred FCFA FCFA FCFA FCFA FCFA
11,169 6,076 15,571 21,412 27,904
Net Profit FCFA FCFA FCFA FCFA FCFA
26,061 14,176 36,332 49,962 65,109
Net Profit/Sales 17.45% 8.72% 16.60% 19.56% 22.20%

8.5 Projected Balance Sheet

The Balance Sheet shows healthy growth of net worth, and strong financial position. The
monthly estimates are included in the Appendix. The balance sheet for Graceland Farmers
and animal feeds store, will be quite solid. We do not project any trouble meeting our debt
obligations. Our management will be strong enough and more than capable of keeping the
business on track for total plough back recovery of any obligations (grant supports).

Our major capital asset (the property and affixed buildings) will be valued at about FCFA
170,000. Our current assets include all the mill equipment (FCFA 71,463) and the tractor
(FCFA 4,000). These items will be purchased upon funding of the requested grant support,
for the amount of FCFA 100,000.

We (the new owners) will also be paying off some old personal debt that will allow us to
lower our monthly personal expenses. This will enable us to work hard at growing the
business and not have to worry about taking money out of the Business for personal
reasons. The payroll amounts forecasted will be more than sufficient to cover our personal
income needs.

We will have a solid starting balance in the Business account. This will allow us to start
the business takeover with a security nest and will allow us to grow our cash balance at a
more steady pace.

20
Our projected balance sheet will be presented in the table below.

21
Table: Balance Sheet

Pro Forma Balance Sheet

FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Assets

Current Assets
Cash FCFA FCFA FCFA FCFA FCFA
33,976 41,109 66,745 87,041 122,237
Inventory FCFA FCFA FCFA FCFA FCFA
5,970 4,164 5,985 6,066 6,646
Other Current Assets FCFA FCFA FCFA FCFA FCFA
75,463 75,463 75,463 75,463 75,463
Total Current Assets FCFA FCFA FCFA FCFA FCFA
115,409 120,735 148,192 168,570 204,346

Long-term Assets
Long-term Assets FCFA FCFA FCFA FCFA FCFA
185,000 310,000 310,000 310,000 310,000
Accumulated FCFA FCFA FCFA FCFA FCFA
Depreciation 42,089 45,089 48,089 51,089 54,089
Total Long-term Assets FCFA FCFA FCFA FCFA FCFA
142,911 264,911 261,911 258,911 255,911
Total Assets FCFA FCFA FCFA FCFA FCFA
258,320 385,646 410,103 427,481 460,257

Liabilities and Capital FY 2021 FY 2022 FY 2023 FY 2024 FY 2025

Current Liabilities
Accounts Payable FCFA FCFA FCFA FCFA FCFA
10,620 8,104 9,729 10,645 11,811
Current Obtaining FCFA FCFA 0 FCFA 0 FCFA 0 FCFA 0
5,833
Other Current Liabilities FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Subtotal Current FCFA FCFA FCFA FCFA FCFA
Liabilities 16,453 8,104 9,729 10,645 11,811

Long-term Liabilities FCFA 0 FCFA FCFA FCFA FCFA

121,500 108,000 94,500 81,000
Total Liabilities FCFA FCFA FCFA FCFA FCFA
16,453 129,604 117,729 105,145 92,811

Paid-in Capital FCFA FCFA FCFA FCFA FCFA

1,000 1,000 1,000 1,000 1,000
22
Retained Earnings FCFA FCFA FCFA FCFA FCFA
214,805 240,866 255,042 271,374 301,336
Earnings FCFA FCFA FCFA FCFA FCFA
26,061 14,176 36,332 49,962 65,109
Total Capital FCFA FCFA FCFA FCFA FCFA
241,866 256,042 292,374 322,336 367,446
Total Liabilities and FCFA FCFA FCFA FCFA FCFA
Capital 258,320 385,646 410,103 427,481 460,257

Net Worth FCFA FCFA FCFA FCFA FCFA

241,866 256,042 292,374 322,336 367,446

23
8.6 Business Ratios
Graceland Farmers and animal feeds store, 's projected business ratios are provided
in the table below. The final column, Industry Profile, shows significant ratios for
the Feed Store Industry, as determined by the Standard Industry Classification (SIC)
Index code 5999-0803.

Table: Ratios

Ratio Analysis
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Industry
Profile
Sales Growth 3.37% 8.83% 34.63% 16.68% 14.81% 3.97%
Percent of Total
Assets
Inventory 2.31% 1.08% 1.46% 1.42% 1.44% 38.92%
Other Current 29.21% 19.57% 18.40% 17.65% 16.40% 24.26%
Assets
Total Current Assets 44.68% 31.31% 36.14% 39.43% 44.40% 79.54%
Long-term Assets 55.32% 68.69% 63.86% 60.57% 55.60% 20.46%
Total Assets 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Current Liabilities 6.37% 2.10% 2.37% 2.49% 2.57% 43.26%
Long-term Liabilities 0.00% 31.51% 26.33% 22.11% 17.60% 14.36%
Total Liabilities 6.37% 33.61% 28.71% 24.60% 20.17% 57.62%
Net Worth 93.63% 66.39% 71.29% 75.40% 79.83% 42.38%

Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Gross Margin 69.98% 70.93% 73.42% 74.56% 75.48% 33.23%
Selling, General & 0.00% 0.00% 0.00% 0.00% 0.00% 20.52%
Administrative
Expenses
Advertising 0.00% 0.00% 0.00% 0.00% 0.00% 2.10%
Expenses
Profit Before Interest 25.41% 15.20% 27.38% 30.72% 33.81% 1.04%
and Taxes

Main Ratios
Current 7.01 14.90 15.23 15.84 17.30 1.67
Quick 6.65 14.38 14.62 15.27 16.74 0.65
Total Debt to Total 6.37% 33.61% 28.71% 24.60% 20.17% 2.45%
Assets
Pre-tax Return on 15.39% 7.91% 17.75% 22.14% 25.31% 62.21%
Net Worth
Pre-tax Return on 14.41% 5.25% 12.66% 16.70% 20.21% 6.49%
Assets
24
 Additional Ratios FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Net Profit Margin 17.45% 8.72% 16.60% 19.56% 22.20% n.a
Return on Equity 10.78% 5.54% 12.43% 15.50% 17.72% n.a

Activity Ratios
Inventory Turnover 11.97 9.33 11.47 10.78 11.31 n.a
Accounts Payable 8.13 12.17 12.17 12.17 12.17 n.a
Turnover
Payment Days 27 35 27 29 29 n.a
Total Asset Turnover 0.58 0.42 0.53 0.60 0.64 n.a

Debt Ratios
Debt to Net Worth 0.07 0.51 0.40 0.33 0.25 n.a
Current Liab. to 1.00 0.06 0.08 0.10 0.13 n.a
Liab.

Liquidity Ratios
Net Working Capital FCFA FCFA FCFA FCFA FCFA n.a
98,955 112,631 138,463 157,925 192,535
Interest Coverage 52.05 5.54 7.46 11.07 16.14 n.a

Additional Ratios
Assets to Sales 1.73 2.37 1.87 1.67 1.57 n.a
Current Debt/Total 6% 2% 2% 2% 3% n.a
Assets
Acid Test 6.65 14.38 14.62 15.27 16.74 n.a
Sales/Net Worth 0.62 0.63 0.75 0.79 0.80 n.a
Dividend Payout 0.00 0.00 0.00 0.40 0.31 n.a

8.7 Long-term Plan

Graceland Farmers and animal feeds store, will be expected to grow at a steady pace.
In conversations with other feed owners, this topic will be already a common theme.
Many feed stores are beginning to experience record breaking growth rates. This will be
an exciting time to purchase an already established and successful store in this market.
As we expand our customer base, offer more products and bring the dreamed of animal
boarding stable to life, we will be positioning Graceland Farmers and animal feeds store,
amongst the elite dealers in the state of Bamenda , North West Region, Cameroon.

We will continuously review our business plan as we implement changes. By doing so

we will ensure accuracy and stability. Our goal will be to take over this great business,
protect it, nurture it, and provide for it. Doing these things will enable us to grow and
expand the business in a professional atmosphere.

25
 Table: Long-term

(note: All amounts in thousands of francs )

Long-term
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY FY FY FY FY
2010 2011 2012 2013 2014
Sales FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
149,386 162,582 218,884 255,396 293,232 0 0 0 0 0
Cost of Sales FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
44,840 47,264 58,177 64,984 71,886 0 0 0 0 0
Gross FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Margin 104,546 115,318 160,707 190,412 221,346 0 0 0 0 0
Gross 69.98% 70.93% 73.42% 74.56% 75.48% 0.00% 0.00% 0.00% 0.00% 0.00%
Margin %
Operating FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Expenses 66,587 90,610 100,772 111,950 122,190 0 0 0 0 0
Operating FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Income 37,959 24,708 59,935 78,462 99,156 0 0 0 0 0
Net Income FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
26,061 14,176 36,332 49,962 65,109 0 0 0 0 0
Current FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Assets 115,409 120,735 148,192 168,570 204,346 0 0 0 0 0
Long-term FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Assets 142,911 264,911 261,911 258,911 255,911 0 0 0 0 0
Current FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Liabilities 16,453 8,104 9,729 10,645 11,811 0 0 0 0 0
Long-term FCFA 0 FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Liabilities 121,500 108,000 94,500 81,000 0 0 0 0 0
Equity FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
241,866 256,042 292,374 322,336 367,446 0 0 0 0 0

26
Table: Sales Forecast

Sales Forecast
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Sales
Piggery and other FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Animal Feed 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170
Poultry Feed FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
2,800 2,800 100 100 100 100 100 100 100 100 2,800 2,800
General Livestock FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Feed 7,200 8,900 6,400 6,300 6,600 7,200 8,654 8,200 7,900 8,600 9,300 8,092
Other farming and FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
livestock inputs and 500 500 500 500 500 500 500 500 500 500 500 500
tools
Boarding Stable FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Total Sales FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
13,670 15,370 10,170 10,070 10,370 10,970 12,424 11,970 11,670 12,370 15,770 14,562

Direct Cost of Sales Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Corn, Oats, Molasses, FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Other Ingredients 5,600 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 4,000 5,600
Other farming and FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
livestock inputs and 250 250 250 250 250 250 250 250 250 250 250 250
tools
Boarding Stable FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Bags, Ties, Pallets, FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Labels 120 120 120 120 120 120 120 120 120 120 120 120
Subtotal Direct Cost FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
of Sales 5,970 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370 5,970
Table: Personnel

Personnel Plan
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Afsah Mokia Nadia 0% FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Ndiseh Boris Chia 0% FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Extra Mill Operator 0% FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
0 0 0 0 0 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Extra Store Help 0% FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
0 0 0 0 0 0 0 0 0 0 0 0
Total People 3 3 3 3 3 3 3 3 3 3 3 3

Total Payroll FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
2,000 2,000 2,000 2,000 2,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000
Table: Profit and Loss

Pro Forma Profit

and Loss
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Sales FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
13,670 15,370 10,170 10,070 10,370 10,970 12,424 11,970 11,670 12,370 15,770 14,562
Direct Cost of FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Sales 5,970 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370 5,970
Other Costs of FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Goods
Total Cost of FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Sales 5,970 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370 5,970

Gross Margin FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
7,700 12,200 7,000 6,900 7,200 7,800 9,254 8,800 8,500 9,200 11,400 8,592
Gross Margin % 56.33% 79.38% 68.83% 68.52% 69.43% 71.10% 74.48% 73.52% 72.84% 74.37% 72.29% 59.00%

Expenses
Payroll FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
2,000 2,000 2,000 2,000 2,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000
Advertising & FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Marketing 100 100 100 100 100 100 100 100 100 100 100 10
Depreciation FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
250 250 250 250 250 250 250 250 250 250 250 250
Fuel FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
629 672 542 539 547 562 598 587 579 597 682 652
Maintenance of FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Delivery Truck 250 250 250 250 250 250 250 250 250 250 250 250
Utilities FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
256 256 256 256 256 256 256 256 256 256 256 256
Insurance FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200
Payroll Taxes 15% FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Postage FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
15 15 15 15 15 15 15 15 15 15 15 15
PPRD Charges FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
20 20 20 20 20 20 20 20 20 20 20 20
 Stable FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Renovation
Expenses
Accounting & FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Legal 100 100 100 100 100 100 100 100 100 100 100 100
Feed Dealers FCFA 0 FCFA 0 FCFA FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Permit 15
Website FCFA FCFA FCFA FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Development 500 500 500
Website hosting FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
25 25 25 25 25 25 25 25 25 25 25 25
Online Payment 15% FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Account Mgmt 30 30 30 30 30 30 30 30 30 30 30 30
Sales Tax FCFA 0 FCFA 0 FCFA FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
License 25

Total Operating FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Expenses 5,375 5,418 5,328 4,785 4,793 5,808 5,844 5,833 5,825 5,843 5,928 5,808

Profit Before FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Interest and 2,325 6,782 1,672 2,115 2,407 1,992 3,410 2,967 2,675 3,357 5,472 2,784
Taxes
EBITDA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
2,575 7,032 1,922 2,365 2,657 2,242 3,660 3,217 2,925 3,607 5,722 3,034
Interest FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Expense 88 83 78 73 68 63 58 53 49 44 39 34
Taxes Incurred FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
671 2,010 478 613 702 579 1,005 874 788 994 1,630 825

Net Profit FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
1,566 4,690 1,116 1,429 1,637 1,350 2,346 2,040 1,838 2,319 3,803 1,925
Net Profit/Sales 11.46% 30.51% 10.97% 14.19% 15.79% 12.31% 18.88% 17.04% 15.75% 18.75% 24.12% 13.22%

Table: Cash Flow

Pro Forma Cash Flow

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Cash Received

Cash from
Operations
Cash Sales FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
13,670 15,370 10,170 10,070 10,370 10,970 12,424 11,970 11,670 12,370 15,770 14,562
Subtotal Cash from FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Operations 13,670 15,370 10,170 10,070 10,370 10,970 12,424 11,970 11,670 12,370 15,770 14,562

Additional Cash
Received
Sales Tax, VAT, 0.00% FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
HST/GST Received
New Current FCFA FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Obtaining 15,000
New Other Liabilities FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
(interest-free)
New Long-term FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Liabilities
Sales of Other FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Current Assets
Sales of Long-term FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Assets
New Investment FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Received
Subtotal Cash FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Received 28,670 15,370 10,170 10,070 10,370 10,970 12,424 11,970 11,670 12,370 15,770 14,562

Expenditures Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Expenditures from
Operations
Cash Spending FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
2,000 2,000 2,000 2,000 2,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000
Bill Payments FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
231 6,881 5,791 6,664 6,394 6,479 6,385 6,823 6,677 6,589 6,904 9,952
Subtotal Spent on FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Operations 2,231 8,881 7,791 8,664 8,394 9,479 9,385 9,823 9,677 9,589 9,904 12,952

Additional Cash
Spent
Sales Tax, VAT, FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
HST/GST Paid Out
Principal Plough back FCFA 0 FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
recovery of Current 833 833 833 833 833 833 833 834 834 834 834
Obtaining
 Other Liabilities FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Principal Plough back
recovery
Long-term Liabilities FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Principal Plough back
recovery
Purchase Other FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Current Assets
Purchase Long-term FCFA FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Assets 15,000
Dividends FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Subtotal Cash Spent FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
17,231 9,714 8,624 9,497 9,227 10,312 10,218 10,656 10,511 10,423 10,738 13,786

Net Cash Flow FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
11,439 5,656 1,546 573 1,143 658 2,206 1,314 1,159 1,947 5,032 776
Cash Balance FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
11,966 17,622 19,168 19,741 20,884 21,542 23,748 25,062 26,221 28,168 33,200 33,976

Table: Balance Sheet

Pro Forma
Balance
Sheet
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Assets Starting
Balance
s

Current
Assets
Cash FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
527 11,966 17,622 19,168 19,741 20,884 21,542 23,748 25,062 26,221 28,168 33,200 33,976
Inventory FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
8,904 5,970 3,300 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370 5,970
Other FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Current 75,463 75,463 75,463 75,463 75,463 75,463 75,463 75,463 75,463 75,463 75,463 75,463 75,463
Assets
Total FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Current 84,894 93,399 96,385 97,801 98,374 99,517 100,17 102,38 103,69 104,85 106,80 113,03 115,40
Assets 5 1 5 4 1 3 9
Long-term
Assets
Long-term FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Assets 170,000 185,00 185,00 185,00 185,00 185,00 185,00 185,00 185,00 185,00 185,00 185,00 185,00
0 0 0 0 0 0 0 0 0 0 0 0
Accumulate FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
d 39,089 39,339 39,589 39,839 40,089 40,339 40,589 40,839 41,089 41,339 41,589 41,839 42,089
Depreciatio
n
Total Long- FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
term Assets 130,911 145,66 145,41 145,16 144,91 144,66 144,41 144,16 143,91 143,66 143,41 143,16 142,91
1 1 1 1 1 1 1 1 1 1 1 1
Total Assets FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
215,805 239,06 241,79 242,96 243,28 244,17 244,58 246,54 247,60 248,51 250,21 256,19 258,32
0 6 2 5 8 6 2 6 5 2 4 0

Liabilities Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
and Capital

Current
Liabilities
Accounts FCFA 0 FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Payable 6,689 5,568 6,451 6,178 6,266 6,157 6,600 6,458 6,362 6,574 9,586 10,620
Current FCFA 0 FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Obtaining 15,000 14,167 13,334 12,501 11,668 10,835 10,002 9,169 8,335 7,501 6,667 5,833
Other FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Current
Liabilities
Subtotal FCFA 0 FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Current 21,689 19,735 19,785 18,679 17,934 16,992 16,602 15,627 14,697 14,075 16,253 16,453
Liabilities
Long-term FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0 FCFA 0
Liabilities
Total FCFA 0 FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Liabilities 21,689 19,735 19,785 18,679 17,934 16,992 16,602 15,627 14,697 14,075 16,253 16,453
Paid-in FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Capital 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Retained FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Earnings 205,465 214,80 214,80 214,80 214,80 214,80 214,80 214,80 214,80 214,80 214,80 214,80 214,80
5 5 5 5 5 5 5 5 5 5 5 5
Earnings FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
9,340 1,566 6,256 7,372 8,801 10,439 11,789 14,135 16,175 18,013 20,332 24,136 26,061
Total FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Capital 215,805 217,37 222,06 223,17 224,60 226,24 227,59 229,94 231,98 233,81 236,13 239,94 241,86
1 1 7 6 4 4 0 0 8 7 1 6
Total FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
Liabilities 215,805 239,06 241,79 242,96 243,28 244,17 244,58 246,54 247,60 248,51 250,21 256,19 258,32
and Capital 0 6 2 5 8 6 2 6 5 2 4 0

Net Worth FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
215,805 217,37 222,06 223,17 224,60 226,24 227,59 229,94 231,98 233,81 236,13 239,94 241,86
1 1 7 6 4 4 0 0 8 7 1 6
Table: Inventory Detail

Inventory Detail In thousands

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Months of Inventory On Hand 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Minimum Inventory Purchase FCFA
500

Inventory Balance

Beginning Inventory Balance FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
8,904 5,970 3,300 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370
Less Inventory Used as COGS FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
5,970 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370 5,970
Plus Inventory Purchase FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
3,036 500 3,040 3,170 3,170 3,170 3,170 3,170 3,170 3,170 5,570 7,570
Ending Inventory Balance FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA FCFA
5,970 3,300 3,170 3,170 3,170 3,170 3,170 3,170 3,170 3,170 4,370 5,970

Cost sharing Table

Item Description Actor Amount Percentage

1 Total Investment cost ALL PARTIES 5.000.000FRS 100
2 Contribution From Afsah Mokia Nadia et 3.500.000FRS 70
Promoters El
3 COUNTERPART FUND Presidential Plan For 1.500.000FRS 30
Reconstruction And
Development PPRD
TOTAL 100

SIGNED
Promoter