Riverland - Cattle Farm

BUSINESS PLAN

2020 - 21

John Doe
10200 Bolsa Ave, Westminster, CA, 92683

(650) 359-3153

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Table of Contents

Executive Summary 3
Objectives 3
Mission 3
Keys to Success 3
Financial Summary 4
Net Income 4
Business Overview 5
Business Summary 5
Business Ownership 5
JOHN DOE 5
JIMMY DOE 5
Company History 5
Past Performance 7
Products 8
Products & Services 8
Market Analysis 9
Market Summary 9
Market Segmentation 9
Market Analysis (Pie) 10
Target Market Segment Strategy 10
Industry Analysis 10
Competition and Buying Patterns 11
Strategy and Implementation 12
SWOT Analysis 12
Competitive Edge 12
Marketing Strategy 13
Sales Strategy 13
Sales Forecast 13
Sales by Year 14
Milestones 14
Detailed Budget 15
Operating and Direct Costs 16
Management Summary 18
Management 18

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 JOHN DOE 18
Personnel Plan 18
Financial Plan 19
Important Assumptions 19
Break-even Analysis 19
Projected Profit and Loss 21
Projected Cash Flow 23
Projected Balance Sheet 25
Business Ratios 27
Appendix 29
Sales Forecast 29
Personnel 29
Profit and Loss 29
Cash Flow 29
Balance Sheet 29

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Executive Summary

Riverland is a small family-owned cattle farm located in Phoenix, Arizona that

sells beef calves and hay. John Doe and Jimmy Doe Both grew up in families
that raised cattle and over the last four years have been slowly building up
their own farm to where it now has a total of just under fifty cows and calves.

The Doe family has been operating the farm on a part-time basis withRead
the help
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of their son John and Jimmy and is prepared to take the farm to the next level.

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Objectives

The Objectives of Riverland:

Operate the farm on company-owned land

Build the farm up to 250-500 head of cattle by 2012
Purchase all necessary equipment to operate cattle farm and cut hay
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Obtain a $1.9 million grant to invest in building desired cattle operation

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Mission

The mission of Riverland is to own a family operated cattle farm that hires
within the community. The company’s goal is to raise, breed, and sell top-
quality cattle while teaching others how to tend and take care of them.

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Keys to Success

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 The keys to success for Riverland are:

Healthy cattle that have all of their shots, enough food, and clean water
A good beef market
Weather conditions
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Low production costs

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Financial Summary

Net Income

Sales Gross Margin Net Profit

400.00k

300.00k

200.00k

100.00k

-100.00k
Year1 Year2 Year2

Financial Year Sales Gross Margin Net Profit

Year1 60000 40000 -30000

Year2 160000 90000 40000

Year2 310000 200000 150000

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Business Overview

Business Summary

Riverland is currently a small cow/ calf operation with an estimated 50 total

calves and cows. The farm sells beef calves to individuals and at the cattle
auction. The company is completely operated by the Doe family which entails
checking, feeding, giving shots, weaning, tagging, banding, and paperwork.

Riverland is looking to significantly increase the farm to 500 calves and 500
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cows over the next five years. The farm is looking for grant funding to initiate

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Business Ownership

Riverland is a private family-owned sole proprietorship. The current owners,

John and Jimmy are planning to put the business in an LLC or S-Corporation
structure shortly after receiving grant funding. Mr. Doe doesn’t anticipate
adding any additional ownership in the future outside of their son, John, and

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Jimmy.
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JOHN DOE
Owner & CEO- johnd@example.com

JIMMY DOE
Owner & CEO- jimmyd@example.com

Company History
Riverland is heading into its fourth year of operation. The farm began to purchase cattle and

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equipment significantly in 2007 and 2009 to put the business in a position to grow. Both John and
Jimmy's families had cows and calves when they were growing up and they decided to continue a
family tradition. Riverland is now looking to turn the corner and make the farm a full-time operation.

Past Performance Year1 Year2 Year3

Sales $10,605 $11,587 $11,363
Gross Margin $860 $11,587 $11,363
Gross Margin % 8.11% 100.00% 100.00%
Operating Expenses $33,928 $24,184 $43,184
Inventory Turnover 0.00 0.00 0.00

Balance Sheet Year1 Year2 Year3

Current Assets
Cash $4,550 $5,500 $9,750
Inventory $0 $0 $0
Other Current Assets $13,500 $13,500 $13,500
Total Current Assets $18,050 $19,000 $23,250

Long-term Assets
Long-term Assets $71,046 $94,047 $94,047
Accumulated Depreciation $6,025 $21,527 $38,700
Total Long-term Assets $65,021 $72,520 $55,347

Total Assets $83,071 $91,520 $78,597

Current Liabilities
Accounts Payable $654 $343 $540
Current Borrowing $2,600 $2,300 $2,100
Other Current Liabilities (interest free) $0 $0
Total Current Liabilities $3,254 $2,643 $2,640

Long-term Liabilities $13,500 $45,000 $43,000

Total Liabilities $16,754 $47,643 $45,640

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 Past Performance Year1 Year2 Year3
Paid-in Capital $0 $0 $0
Retained Earnings $89,640 $87,061 $46,283
Earnings ($23,323) ($43,184) ($13,326)
Total Capital $66,317 $43,877 $32,957

Total Capital and Liabilities $83,071 $91,520 $78,597

Other Inputs
Payment Days 30 30 30

Past Performance

Sales Gross Profit Net Profit

150.00k

100.00k

50.00k

-50.00k

-100.00k
Year1 Year2 Year3

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Products

Products & Services

Riverland sells beef calves. The calves are sold to both individuals with the majority of the cattle going
to auction to cattlemen who put them on a feedlot until they are big enough to be sold to the market.
The cattle are usually sold at auction in Arizona. There are very few people in the Phoenix, Arizona
community that have cattle, so if they want a calf the farm will sell them what they need at a price per
pound basis that is similar to the going rate at the auction.

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Market Analysis

Market Summary

Arizona’s beef cattle industry is an important part of the state's economy. It is

even more important to Arizona’s beef agricultural economy. There are cattle
produced in every county in Arizona. The beef industry in the state is primarily
made up of locally owned family farmers. According to the National
Cattlemen's Beef Association, 97 percent of the nation's cattle farms are
family-owned, and 42 percent have been in the same family for more than 50 
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years.

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Market Segmentation
The cattle market is a commodities-based market. Prices are determined on a market demand basis.
According to the United States Department of Agriculture Economic Research Service, the retail
equivalent value of the U.S. beef industry has remained between $70-75 throughout the last five years
and beef production has reduced slightly to just over 26 billion pounds annually (2009).

The cattle market constantly fluctuates, but is and will continue to be a staple commodity with steady

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demand. Large cattle farms face the most uncertainties, due to the effect price drops and increase in
feeding costs have on their return that is based on a low margin/ high demand basis.

Market Analysis:

Potential
Growth Year1 Year2 Year3 Year4 Year5 CAGR
Customers
Cattle in Arizona 1% 1,000,000 1,010,000 1,020,100 1,030,301 1,040,604 1.00%
State
Cattle in 10% 500 550 605 666 733 10.04%
Alsbrook Farms
Total 1.01% 1,000,500 1,010,550 1,020,705 1,030,967 1,041,337 1.01%

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Market Analysis (Pie)

Cattle in Arizona State: 9.1 %

Cattle in Alsbrook Farms: 90.9 %

Target Market Segment Strategy

Riverland will focus on selling beef calves from the farm and hay production.
These are optimal revenue-producing streams for the farm and will utilize the
family's operating resources. The farm will maximize the use of running the
farming operation on land that will be purchased by the far to minimize
operating costs and create an asset for the farm.
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John and Jimmy come from a family in the cattle business and will only be

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Industry Analysis

Beef cattle production in Arizona is based on the inventory of beef cows.

Arizona is one of the top producing states in the nation. Arizona ranks ninth in
beef cow numbers and is one of the top four states in cow-calf operations. Of
the states of the US, only Arizona has more cattle.

Beef cattle are produced on 51% of the farms in Arizona. Of 42,000 plus beef
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cattle farms most are small operations: 37,000 farms have 1-49 beef cows,

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 Riverland sells beef calves and hay of high quality to various buyers. In the
last few years, no one predicted the severity of the market correction and
certainly, no one predicted all of the ramifications across world economies and
markets. US consumers do not have as much disposable income to spend on
beef steaks. Consumers saw their 401K plans lose 40% of its value and many
saw the value of their homes decrease. Some suddenly found themselves in 
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the unemployment lines. Many were forced to cut back on their purchases.

Competition and Buying Patterns

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Strategy and Implementation

The focus on delivering high quality is the farm's strategy. Its method of
implementation is simply a reliance on the farm’s reputation for delivering the
best quality in a forthright manner.

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SWOT Analysis

Strengths Weaknesses
Riverland has strength in that it sells a The cattle market is based on the
high quality beef calves and hay of commodities market. It’s a guess what
high quality to various buyers the market will do. Speculation is based
Family owned and operated on past years. If the demand for beef
drops, imports increase or dairy industry
High level of experience in industry

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reacts to the market pressure, beef prices
Selling stable commodity will drop dramatically. The assumption is
Have local market and commodity the demand for beef will continue.
market to sell to

S W
Opportunities O T Threats
The focus on delivering high quality is an If the demand for beef drops, imports
opportunity for the Riverland in that there increase or dairy industry reacts to the
is always a market for the very best. market pressure, beef prices will drop
There is also opportunity within its dramatically. The assumption is that the
reputation for delivering the best quality in demand for beef will continue.
a forthright manner.

Competitive Edge

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 With high input costs, Riverland continually refines and evaluates how
resources are allocated. The farm is family owned and operated, which allows
for fluctuation and latitude in duties and operation assignments.

Additionally, the farm will utilize its own land to reduce expensive rent costs
and have an asset that gives the farm additional value and equity. Read More 

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Marketing Strategy

The marketing strategy is to deliver high-quality beef and a reliance on the

Riverland reputation for delivering the best quality in a forthright manner.

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Sales Strategy

Riverland will continue to sell beef cattle to locals as well as to the commodities
auction market. The farm will have beef calves sold at the INSERT NAME in
Arizona. Additionally, the farm will utilize wholesale buyers that will come to the
farm to buy cattle at auction pricing. There are also additional auctions
throughout Arizona that can be utilized to sell cattle.
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Pricing is dependent upon the commodities market and subject to the law of

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Sales Forecast
Riverland anticipates a sharp increase in sales in 2011 and 2012. The farm is currently focusing on
scaling up the size of the farm in 2010 and preparing for productive years ahead.

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 Year1 Year2 Year3
Sales
Cattle Sales $23,428 $160,000 $300,000
Hay Sales $5,709 $12,500 $15,000
Total Sales $29,137 $172,500 $315,000

Direct Cost of Sales 2010 2011 2012

Cattle $6,499 $50,000 $93,000
Other (processing materials) $300 $350 $600
Subtotal Direct Cost of Sales $6,799 $50,350 $93,600

Sales by Year

Cattle Sales Hay Sales

400.00k

300.00k

200.00k

100.00k

0
Year1 Year2 Year3

Milestones
The accompanying table shows the specific milestones, with responsibilities assigned, dates, and
budgets represented in this plan are those which have determined to be the most important.

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 Milestone Start Date End Date Budget Manager Department
Secure Grant Funding 10/1/2010 12/1/2010 $0 Accounts
($1,944,390)
Land Purchase 10/1/2010 12/31/2010 $480,000 Purchasing
Main Cattle Barn and 11/1/2010 12/1/2011 $285,920 Purchasing
accessories
Personnel 1/1/2010 12/31/2011 $125,000 Personnel
Existing Operating 11/1/2010 12/31/2011 $45,100 Accounts
Expenses
Cows & Calves 11/1/2010 11/1/2012 $297,990 Purchasing
Equipment & 11/1/2010 12/31/2012 $710,380 Purchasing
Accessories
Totals $1,944,390

Detailed Budget

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 Land (192-acre farm, 3 pastures (already fenced), 5 pounds) 480,000.00
Cattle Barn (60' x 150' x 20') 125,000.00
Electrical 15,000.00
Water & Sprinkler System 10,000.00
Security System 10,000.00
Phone Office 1,200.00
Head Shuttle & Corral (for checking cows) 15,000.00
Loading Shuttle 1,000.00
Scale (for weighing cows) 1,200.00
Water Well 7,500.00
Drainage System (for barn) 10,000.00
Fans (10 @ $500) 5,000.00
Bio-Security Mats (prevent cows from getting foot rot. 20 @ $250) 5,000.00
Barrel Fans (4@$300) 12,000.00
Automatic Water trough (5@150) 750.00
Panels (16' -corral and inside cattle barn. 400@$100) 40,000.00
Gates (16' @ $164) 9,840.00
Treated Post (500 @ $15) 7,500.00
Misc. Tools & Equipment (shop brooms, wheelbarrows, scoops, and
ext.) 1,430.00
Septic System 2,500.00
Computer System (lab top and desktop computer) 6,000.00
Total 765,920.00

Operating and Direct Costs

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 Personnel Budget Amount
John Doe 45,000.00
Jimmy Doe 45,000.00
Jane Doe 30,000.00
Health Insurance 5,000.00

Operating Expenses
Existing Vehicles 32,000.00
Cattle Loans 11,000.00
Parts & Supplies 2,100.00

Cows & Calves

Feed, Mineral, & Protein 15,000.00
Wormer 1,140.00
Vet, Medicine, & Supplies 2,000.00
Mineral Twister Feeder (10 @ $145) 1,450.00
Hay Rings (25 & $500) 7,500.00
Cattle Rubs 2,200.00
Creep Feeders (10 @ $490) 4,900.00
Cabinets (for medical supplies) 1,000.00
250 broad cows (intent to eventually buy 500 head of
broad cows) 250,000.00
Bulls (8 @ $1500) 12,000.00
Refrigerator (for meds) 800.00
Total 468,090.00

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Management Summary

Management

JOHN DOE
Owner & CEO- johnd@example.com
John doe will act as the manager of all operations.

Duties with include:

Checking, feeding, putting out hay, doctoring, giving shots, weaning, putting tags
on ears, banding, and paperwork.

Personnel Plan
The personnel plan includes Arnold Doe as well as their son John Doe and Jimmy Doe, who will be
responsible for cutting, raking, baling hay, putting out hay, taking calves to sell, and help to work with
calves.

All additional staff will be paid on a part-time subcontract basis.

Personnel Plan Year1 Year2 Year3

John Doe
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Arnold Doe

Jimmy Doe
Total People
$2,000
$2,000
$1,000
3
$35,000
$35,000
$20,000
3
$45,000
$45,000
$30,000
3

Total Payroll $5,000 $90,000 $120,000

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Financial Plan

The financial plan is based on conservative estimates and assumptions. The

company’s investments in salaries, operating costs, equipment, land, and cattle
are based on receiving grant funding of $1,944,390.

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Important Assumptions

The primary assumption made in this plan is that will receive grant funding. All
interest payment assumptions have been made at 10% to give a conservative
margin in interest rate fluctuations.

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Break-even Analysis
The Break-even analysis for Riverland assumes an estimated monthly fixed cost of $3,402 with the
assumption that the average percent variable cost estimate is 23%; the monthly revenue break-even is
$4,438.

Break-even Analysis
Monthly Revenue Break-even $4,438

Assumptions:
Average Percent Variable Cost 23%
Estimated Monthly Fixed Cost $3,402

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Projected Profit and Loss
As the Profit and Loss table shows the farm expects to have rapid growth in sales revenue and an
increase in net profit over the next three years of operations.

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 Year1 Year2 Year3
Sales $29,137 $172,500 $315,000
Direct Cost of Sales $6,799 $50,350 $93,600
Other Costs of Sales $0 $0 $0
Total Cost of Sales $6,799 $50,350 $93,600

Gross Margin $22,338 $122,150 $221,400

Gross Margin % 76.67% 70.81% 70.29%

Expenses
Payroll $5,000 $90,000 $120,000
Marketing/Promotion $180 $300 $400
Depreciation $6,000 $15 $45,000
Building Expense $804 $400 $800
Equipment Expense $3,000 $0 $0
Utilities $5,719 $8,000 $15,000
Phone/Fax $1,266 $1,500 $1,800
Legal $500 $250 $250
Rent $3,996 $0 $0
Repair Maintenance $3,798 $1,500 $4,500
Inventory $966 $1,000 $2,500
Auto/Truck Expense $9,600 $5,000 $5,000

Total Operating Expenses $40,829 $107,965 $195,250

Profit Before Interest and Taxes ($18,491) $14,185 $26,150

EBITDA ($12,491) $14,200 $71,150
Interest Expense $5,778 $4,877 $3,077
Taxes Incurred $0 $2,792 $6,922

Net Profit ($24,269) $6,516 $16,151

Net Profit/Sales -83.29% 3.78% 5.13%

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Projected Cash Flow
Riverland shows positive cash flow and the analysis is outlined in the following table. The investment
of grant funding along with the disbursements of it was primarily accounted for in one month to
simplify cash flow assumptions.

Year1 Year2 Year3

Cash Received

Cash from Operations

Cash Sales $29,137 $172,500 $315,000
Subtotal Cash from Operations $29,137 $172,500 $315,000

Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $15,000 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $1,944,390 $0 $0
Subtotal Cash Received $1,988,527 $172,500 $315,000

Expenditures 2010 2011 2012

Expenditures from Operations

Cash Spending $5,000 $90,000 $120,000
Bill Payments $47,111 $432,961 $75,327
Subtotal Spent on Operations $52,111 $522,961 $195,327

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $1,932 $2,000 $2,000
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $2,400 $12,000 $20,000
Purchase Other Current Assets $40,000 $10,000 $10,000

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 Year1 Year2 Year3
Purchase Long-term Assets $1,500,000 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $1,596,443 $546,961 $227,327

Net Cash Flow $392,084 ($374,461) $87,673

Cash Balance $401,834 $27,373 $115,047

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Projected Balance Sheet
The balance sheet shows healthy growth of net worth and a strong financial position.

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 Year1 Year2 Year3
Assets

Current Assets
Cash $401,834 $27,373 $115,047
Inventory $8,480 $399,543 $305,943
Other Current Assets $53,500 $63,500 $73,500
Total Current Assets $463,814 $490,416 $494,489

Long-term Assets
Long-term Assets $1,594,047 $1,594,047 $1,594,047
Accumulated Depreciation $44,700 $44,715 $89,715
Total Long-term Assets $1,549,347 $1,549,332 $1,504,332
Total Assets $2,013,161 $2,039,748 $1,998,821

Liabilities and Capital 2010 2011 2012

Current Liabilities
Accounts Payable $4,315 $38,386 $3,308
Current Borrowing $15,168 $13,168 $11,168
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $19,483 $51,554 $14,476

Long-term Liabilities $40,600 $28,600 $8,600

Total Liabilities $60,083 $80,154 $23,076

Paid-in Capital $1,944,390 $1,944,390 $1,944,390

Retained Earnings $32,957 $8,688 $15,204
Earnings ($24,269) $6,516 $16,151
Total Capital $1,953,078 $1,959,594 $1,975,745
Total Liabilities and Capital $2,013,161 $2,039,748 $1,998,821

Net Worth $1,953,078 $1,959,594 $1,975,745

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Business Ratios
The table below presents the business ratios for Alsbrook Farms. The Industry Profile comparisons
for “Beef Cattle Ranching and Farming” used for reference in this table.

The Standard Industrial Classification (SIC) Code 0212 and the North American Industrial
Classification Standard (NAICS) 112111 were used as subset options matching the industry of this
business.

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 Year1 Year2 Year3 Industry
Sales Growth 156.42% 492.03% 82.61% 1.50%

Percent of Total Assets

Inventory 0.42% 19.59% 15.31% 5.51%
Other Current Assets 2.66% 3.11% 3.68% 38.63%
Total Current Assets 23.04% 24.04% 24.74% 47.47%
Long-term Assets 76.96% 75.96% 75.26% 52.53%
Total Assets 100.00% 100.00% 100.00% 100.00%

Current Liabilities 0.97% 2.53% 0.72% 19.01%

Long-term Liabilities 2.02% 1.40% 0.43% 79.98%
Total Liabilities 2.98% 3.93% 1.15% 98.99%
Net Worth 97.02% 96.07% 98.85% 1.01%

Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 76.67% 70.81% 70.29% 71.78%
Selling, General & Administrative 159.96% 67.03% 65.16% 12.72%
Expenses
Advertising Expenses 0.62% 0.17% 0.13% 0.36%
Profit Before Interest and Taxes -63.46% 8.22% 8.30% 5.06%

Main Ratios
Current 23.81 9.51 34.16 1.46
Quick 23.37 1.76 13.02 1.17
Total Debt to Total Assets 2.98% 3.93% 1.15% 98.99%
Pre-tax Return on Net Worth -1.24% 0.48% 1.17% 936.59%
Pre-tax Return on Assets -1.21% 0.46% 1.15% 9.43%

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Appendix

Sales Forecast
Insert Monthly Sales Forecast data

Personnel
Insert Monthly Personnel Forecast data

Profit and Loss

Insert Monthly Profit and Loss Projections

Cash Flow
Insert Monthly Cash Flow Projections

Balance Sheet
Insert Monthly Balance Sheet Projections

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