12-Month Cash Flow Forecast Assignment Sample

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Description of the business

The target market is the family and friends and the type of restaurant the place is The “Family Kitchen” is an Indian and Bangladeshi restaurant aimed at providing home-cooked recipes. We offer “sit-in service”, set/take-away and delivery according to our customer needs and wants (Koval et al. 2021). Generally spicy chicken tikka masala, paneer butter masala, lamb rogon josh, aloo gobi, true biryani, tandoor baked naan and etc.

I hold 100% share stake in it, and at the moment, it is a sole trader venture. Currently the business is not active however, what we are currently engaged in remains in the business planning to launch the business, trading as soon as possible (Nguyen, 2022). We are also involved in establishment of commercial premises and we are yet to sign the lease agreement positively.

It is an “operational plan” that entails procurement of five staff members, cooks and front of house staff. There is no employment change in the initial stage of the business; however, as the firm expands our intention is to recruit talented people.

12-Month Cash Flow Forecast Assignment Sample

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Regarding its financial performance, since the business has not been opened, its performance cannot be compared with anything. Nevertheless, some of the milestones achieved in the more specific areas include menu finalization, location acquisition, and the development of the overall marketing strategy (Tariq and Khan, 2025). As for the purchase orders, now there are none, however, we are still in the process of fixing orders with some of the suppliers in preparation for operations in our functional facilities.

Reference materials and assignment samples are made to help students understand business planning, operations, and financial management. We provide practical help in writing assignments service through examples like this 12-Month Cash Flow Forecast sample showing clear financial planning, organized projections, and analysis of income and expenses. These resources are for study and reference purposes only.

Operational and Growth Plan

We aim at extending delivery and takeaway capabilities in the first year of business by establishing the market demand and operations potential. First, to make adequate preparations, let’s first of all introduce improvements at our internal dining facilities (Arya and Delmas, 2021). To achieve this objective by the middle of the year 2026, it will be possible to collaborate with such companies as “UberEats, Deliveroo, and Just Eat”. Following this approach will enable us to gauge the toughness of the market and the ability to deliver the brand without straining in our dining provision. The 12-Month Cash Flow Forecast highlights projected revenue and expenses for staffing and delivery expansion, ensuring operational growth aligns with financial planning.

3.0 Target Customer

The Family Kitchen targets a diverse range of customers, including local professionals seeking quick and quality meals, college students looking for affordable and authentic Indian and Bangladeshi food, tourists and hotel guests wanting a cultural dining experience, and affluent residents who value high-quality meals and a comfortable atmosphere. By understanding their preferences, convenience needs, and budget considerations, the restaurant aims to provide a satisfying dining experience for all customer groups.

Brief description of the targeted customers

“The Family Kitchen” selects its potential customers to be in a diverse category, which helps it to position itself appropriately and delicious special meals to the willing clients.

• Local employees: Most of our targeted customers are the professionals who work nearby the city council offices and need a quality meal quickly during their break of after work (Tariq and Khan, 2025). These customers are those that respect convenience and time factor most notably.
• College Students: This group targets college going individuals, which are mostly in search of quality and tasty meals at a close place to campus. This group appreciates value for the price they pay when getting the meal while at the same time would prefer an authentic Indian food.
• The prospects, local hotel guests, tourists: Permanent business establishments around this area include upturn hotels which attract tourists and business travellers. This is because these customers desire original and different meals and atmosphere when customers are on holiday, thus giving us the chance to offer them an excellent cultural experience.
• Affluent Residents: Our food services also targets those people living in “higher standard society” and considered as the prospering people in the society. This group can be based on quality, atmosphere, and the type of meals available for the guests.
• Customers problems or needs: It is also important to note that the “Family Kitchen” meets a number of needs of the customers as follows:
• Customer Preferences: There are unique customer requirements who are interested in genuine Indian and Bangladeshi foods that closer to homemade (Arya and Delmas, 2021). To address this demand, our focus on quality of the ingredients used in the recipes that we use is in line.
• Ease of access: Local working people and students require a quick way to get to the restaurant and to be served so that they will not worry about the time. We meet this need through offering take-out, delivery and a friendly, comfortable dining option.
• Budget and Food Quality: These food items are priced fairly cheap yet tasty, easily making it possible for students, families and other customers to enjoy an authentic meal from our food offers. Local people and other businesses also need a catering service for their events and to attend these needs we have a catering menu.

Explanation of the pricing approaches of service and product

As for the price level, the company’s pricing strategy is set to be a competitive but adaptive to the market forces. The fast-food items allow students and working people to take meals in our restaurant while the higher priced meals can attract the “higher-class citizens” and other visitors to the area. Also, we provide meal offers, discounts, and promos to the price-sensitive consumers without necessarily obliging on the quality of the food offered. The prices for catering services will also be sensitive to the size of the event and need to be cost-effective to customers. The 12-Month Cash Flow Forecast shows the impact of different pricing strategies on overall profitability, balancing affordability for customers with the restaurant’s financial performance.

• Website Development: £2,500: This is need to develop the online presence and shared the essential informations to the all customers.
• CRM development cost: £2000: This is another vital cost that is mainly required for development of the marketing startegies and the customer relationship
• Surplus or the working capital: £3000: This is necessary for stock management and developing the business operations
• Promotion and marketing cost: £2000: This cost helps to promote the advertisement of the Family Kitchen and promote the brandings. This type of cost is important to include because this cost helps in brand promotions.
• First Month’s Rent: £2000: This helps to establish the location of the "Family Kitchen".

Competitors 1

Opening hours: 8:00 AM to 11:00 AM

Competitors 2

Opening hours: 7:30 AM to 10:30 AM

Market and competitors

In order to know the market applied for the business, we undertook an online or desk research, checked “social medial platforms activity” to prospective customers (Yao and Yang, 2022). Thus, our chosen locality is relevant to our goal as it has a high demand for quick, healthy, low-priced meals, such as breakfast and lunch. The target users include business and working people as well as families. Although, other competitors in the area offer similar services, we have a unique selling proposition that entails on the quality of the service we offer, our subsidised price and convenience of the service. It also include the use of social sites to appeal to customers, local advertisement and use of incentives to the clients.

In order to get more insight into the market and the demand for our business, following research was performed using online survey and surveying with competitors, using potential customers on social networks and forums (Mustafa et al. 2023). The above-given surveys allowed us to establish more preferences about our target audience where they seek affordable, healthy, and quick meals. When asked about their choices and their choice-time in relation to the feedback, many of them expressed the need and a desire to take convenient, healthy meals, especially when they are busy at work during the mornings for breakfast and noons for lunch (Rachmad, 2022). Thus, our chosen locality to locate the unit, close to business establishments, offices, and residential places is well suited to meet these customers’ needs (Ball and Nikolaev, 2022). It is well inhabited by various people, for example, professionals, families, and college students all in need of convenient, fast foods. Indeed, an analysis of the current competition reveals that none of the current competitor businesses offers breakfast or lunch services regularly, which presents “Huddle House” with a great opportunity that should be exploited. The 12-Month Cash Flow Forecast details the financial outlook of this opportunity, indicating the potential allocation for marketing and operational improvements.

This is primarily the USP of our restaurant that offers quality meals at affordable price while not compromising on the convenience aspect (Bakhodirovich, 2023). Also, our social media marketing and advertising in local areas, along with other loyalty schemes have been crafted to capture the clients’ attention and to make them come back for more (Zhang et al. 2022). With such market understanding and focus strategies in place, we would be in a perfect position to address the customer needs and maintain the customer base.

Competitor 1:

Weaknesses: The restaurant can be situated on “Hotwell Road” from which it might not benefit much from customer traffic from other eating establishments.

Competitors 2:

Strengths: Situated in a very strategic area of Hotwells to enable it easily access local clients and tourists.

To ensure compliance with the laws of business activities and safeguarding customers’ interests, we shall take public liability insurance of not below £10 million and employers’ liability insurance (Tang et al. 2021). Also, we shall ensure we register the business under the “Bristol City Council Food Standards Agency” to qualify for a food safety check with the best score. Frequently, all the members of the staff will ensure they have undergone valid and proper food hygiene certifications (Janeway et al. 2021). The restaurant will also seek for license for sale of alcohol since many people consume alcohol especially during the night. Such measures will help provide full compliance with the requirements of law and protect the employees as well as clients.

PSB

• £496: Currently, for this task, I am working 1o hours approximately per weekly. The total payment amount is £496. When the operational process of this restaurant will be start on full-time basis, this income may be reduced. Therefore, it is uncertain about the continuation of this income at the current rate, is received monthly, cash basis, though it would be fully paid once the restaurant is fully operational, hence there will be no need to perform any residence duty.
• £2,271: This is the amount that I am entitled for Universal Credit presently and would change or cut down based on the restaurant business. Only when my business earns enough income this will be likely to occur.
• £600: Housing costs: Rent, service charges, and other forms of dwellings costs are fully paid by UC to the landlord and should not even be reported in the income part of the PSB.
• £150: Monthly repayments for personal loans or credit cards.

The answer to the question of “Universal Credit” needs to add

As for the rent or mortgage issue, still under social security, “Universal Credit” handles this when “Universal Credit” are being claimed as a part of the housing support. The rent or mortgage payment itself does not have to be included in the “Personal Survival Budget (PSB)” as it was regarded as neither income nor personal outgoings (Weytjens et al. 2021). This is another kind of housing support provided to the claimant through “Universal Credit” in which the payments are made directly to the landlord or to the mortgage lender.

References

• Arya, R. and Delmas, A., 2021. Business Plan Annapurna: A food service availability in housing complexes in India. Master’s Thesis.
• Bakhodirovich, K.B., 2023. Conceptual Foundations of Improving Accounting in Small Business and Private Entrepreneurship. Imras, 6(6), pp.161-165.
• Ball, R. and Nikolaev, V.V., 2022. On earnings and cash flows as predictors of future cash flows. Journal of Accounting and Economics, 73(1), p.101430.
• Janeway, W.H., Nanda, R. and Rhodes-Kropf, M., 2021. Venture capital booms and start-up financing. Annual Review of Financial Economics, 13(1), pp.111-127.
• Koval, L., Turski, I., Kolomiiets, O., Komarnitskyi, I. and Chaika, T., 2021. New opportunities for restaurant business development based on computer modeling of consumer preferences. Studies of Applied Economics, 39(3).
• Mustafa, J.A., Bani Atta, A.A., Bani Ahmad, A.Y., Shehadeh, M. and Agustina, R., 2023. Spillover Effect in Islamic and Conventional Fund Family: Evidence from Emerging Countries. WSEAS Transactions on Business and Economics, 20, pp.1042-1059.
• Nguyen, Y., 2022. A start-up restaurant’s business plan: authentic Vietnamese kitchen in Vaasa.
• Rachmad, Y.E., 2022. The Influence And Impact of The Money Burning Strategy on The Future of Startups. Adpebi Science Series.
• Tang, T.Y., Zhang, S.K. and Peng, J., 2021. The value of marketing innovation: Market-driven versus market-driving. Journal of business research, 126, pp.88-98.
• Tariq, M. and Khan, N., 2025. Launching an online restaurant startup: a study of consumer behaviour and demand assessment in food delivery service.
• Weytjens, H., Lohmann, E. and Kleinsteuber, M., 2021. Cash flow prediction: MLP and LSTM compared to ARIMA and Prophet. Electronic Commerce Research, 21(2), pp.371-391.
• Yao, L. and Yang, X., 2022. Can digital finance boost SME innovation by easing financing constraints?: Evidence from Chinese GEM-listed companies. Plos one, 17(3), p.e0264647.
• Zhang, T., Gerlowski, D. and Acs, Z., 2022. Working from home: small business performance and the COVID-19 pandemic. Small business economics, pp.1-26.