Tequila Grill is a "tex-mex" restaurant and bar located on the George Washington University campus.
Tequila Grill will be serving the university, as well as the other five universities in the Washington, DC area, with a constantly rotating lineup of fresh fruit drinks and premium alcoholic beverages.
Tequila Grill is a privately funded venture lead by Rasa Taghavi and Arjun Ranade.
The Market
The Washington, DC area is famous for its extensive nightlife and endless opportunities for excitement. Because of the high concentration of college in the area, nightclubs and bars get a lot of business from college-aged students.
In addition to having a high concentration of students in the area, there are a myriad of professional firms also in the area. Many of these firms hire young graduates straight out of school to begin training them for corporation they are a part of.
Tequila Grill will be targeting three distinct customer segments. The first is the college student. This segment has a yearly growth rate of 10% with over 30,000 possible customers.
Tequila Grill will also be targeting the young professional bar attending crowd. This consists of professionals who use taverns as a palce to unwind after work and socialize. This section is growing at 8% with 35,000 potential members.
The last group that Tequila Grill will be targeting is "fresh" food enthusiasts. Due to the recent trends towards "fresh" food (i.e new ingredients as opposed to frozen ones) we will cater to this crowd by featuring many dishes that fit this category. This group is growing at the rate of 15% and is expected to be 25,000 additional potential customers.
The Competition
Tequila Grill has three direct competitors that are all located near the George Washington University campus.
Tequila Grill is able to differentiate itself from these competitors through its emphasis on lower prices, specifically dollar drinks. The competitors target a more well-to-do crowd who doesn't mind spending a great deal of money for premium beverages.
Tequila Grill's emphasis on an outstanding rotating selection of fresh fruit alcoholic drinks is one of two competitive edges.
Its second competitive edge is a buddy website that was developed as an active feedback and community mechanism for the customers to express their preference of drink and event specials. Customers can also 'chat' amongst each others to build a sense of community surrounding the establishment. By placing pictures of successful nights on the website, we will attract repeat traffic from regulars who want to see their pictures online. The website will also provide the customer with a feeling of empowerment and a sense that their needs are truly met at Tequila Grill.
The Management
Tequila Grill will be run by Rasa Taghavi and Arjun Ranade.
Taghavi's experience is primarily from the bar industry. He spent a year working in Tequila Grill as a bartender and was responsible for inventory, accounting, and managerial decisions as well. He is also connected to several top DC party promotion experts who can bring a large crowd to any nightlife venue. Taghavi's time spent working at Tequila Grill solidified his desire to be his own boss and remain in the restaurant/bar industry.
Ranade came from a more academic background with degrees in both Computer Science and Marketing. To this day, he owns and operates a profitable website development and hosting business. He has a strong background in accounting and will be indispensable in assuring a solid control mechanism to accurately track and manage the large cash sums that will travel through Tequila Grill on a daily basis.
Tequila Grill will be a successful venture as it serves the huge demand for low-priced drinks in a classy yet casual atmosphere.
Tequila Grill will offer customers a friendly social atmosphere where they can catch up with their colleagues, make new friends, and enjoy fine southwestern cuisine and drinks. It is forecasted that Tequila Grill will be profitable immediately and achieve over $550,000 in profits by year three.
- Sales increasing to more than $2.5 million by the third year.
- Bring gross margin back up to above 30%, and maintain that level.
- Serve over 300 lunches per day.
- Improve current reputation of management and related services.
- Improve on current menu by adding deserts and new authentic dishes.
- Implement a public relations plan focusing on late-night entertainment.
- Implement electronic inventory tracking as well as a proper payroll system.
- Marketing: Redefine a position for Tequila Grill that is the communicates the image of the premier Tex-Mex bar and grill.
- Product quality. Keep product quality above par while improving service to concur with marketing campaign.
- Management: Add more managers to improve service. Divide restaurant into sections for each manager.
- Inventory: Insuring that inventory is properly tracked and accounted for.
Tequila Grill is an existing bar and restaurant which has been very successful in the area it is in. Historically, Thursday nights have been very successful but there has been a decline in business due to new ownership and managerial problems. Fewer customers have been frequenting the restaurant due to current managements inability to provide fresh food and drinks the bar is known for.
All of these concerns are part of the general trend affecting restaurants.
| Past Performance | ||||
| 2001 | 2002 | 2003 | ||
| Sales | $816,488 | $916,588 | $0 | |
| Gross Margin | $454,024.48 | $454,024.48 | $0 | |
| Gross Margin % | 55.61% | 49.53% | 0.00% | |
| Operating Expenses | $260,624 | $260,624 | $0 | |
| Collection Period (days) | 0 | 0 | 0 | |
| Inventory Turnover | 0.00 | 0.00 | 0.00 | |
| Balance Sheet | ||||
| Current Assets | 2001 | 2002 | 2003 | |
| Cash | $0 | $0 | $0 | |
| Accounts Receivable | $0 | $0 | $0 | |
| Inventory | $0 | $0 | $0 | |
| Other Current Assets | $0 | $0 | $0 | |
| Total Current Assets | $0 | $0 | $0 | |
| Long-term Assets | ||||
| Capital Assets | $0 | $0 | $0 | |
| Accumulated Depreciation | $0 | $0 | $0 | |
| Total Long-term Assets | $0 | $0 | $0 | |
| Total Assets | $0 | $0 | $0 | |
| Capital and Liabilities | ||||
| 2001 | 2002 | 2003 | ||
| Accounts Payable | $0 | $0 | $0 | |
| Current Borrowing | $0 | $0 | $150,000 | |
| Other Current Liabilities | $0 | $0 | $0 | |
| Subtotal Current Liabilities | $0 | $0 | $150,000 | |
| Long-term Liabilities | $0 | $0 | $0 | |
| Total Liabilities | $0 | $0 | $150,000 | |
| Paid-in Capital | $0 | $0 | $0 | |
| Retained Earnings | $0 | $0 | ($150,000) | |
| Earnings | $0 | $0 | $0 | |
| Total Capital | $0 | $0 | ($150,000) | |
| Total Capital and Liabilities | $0 | $0 | $0 | |
| Other Inputs | 2001 | 2002 | 2003 | |
| Payment Days | 0 | 0 | 0 | |
| Sales on Credit | $0 | $0 | $0 | |
| Receivables Turnover | 0.00 | 0.00 | 0.00 | |
Our numbers are based upon the approximate population of Washington DC. Because many people are younger and therefore more likely to go to a bar, we decided upon the number 100,000 for the total of people considered available customers. These available customers are segmented into the following groups:
"Fresh" Food Enthusiasts: These people will be drawn to Tequila Grill because of their love and passion for fresh food. The main people to this segment will be the large number of dishes we will offer that are available at our establishment in addition to the multitude of fresh-fruit drinks the bar is known for.
Young Professionals: The general bar-attending public from Washington, DC. This group will be drawn to the bar after work to relax in a friendly and classy atmosphere. They will also be drawn by the younger crowd which is identifiable to them based on their age group.
College Students: George Washington University, Georgetown University, American University, Howard University, University of Maryland College Park, and Marymount University. More bargain marketing such as $1 drinks will be aimed at this segment of the market.
| Market Analysis | ||||||||
| Potential Customers | Growth | 2003 | 2004 | 2005 | 2006 | 2007 | CAGR | |
| College Students | 10% | 20,000 | 22,000 | 24,200 | 26,620 | 29,282 | 10.00% | |
| Young Professionals | 8% | 30,000 | 32,400 | 34,992 | 37,791 | 40,814 | 8.00% | |
| "Fresh" Food Enthusiasts | 14% | 15,000 | 17,100 | 19,494 | 22,223 | 25,334 | 14.00% | |
| Total | 10.08% | 65,000 | 71,500 | 78,686 | 86,634 | 95,430 | 10.08% | |
The pub and bar industry in Washington DC has grown steadily in past years. Many factors contribute to the large demand for a college-oriented bar in Washington DC. Currently, college students avoid going to bars in DC because of the prohibitive expense associated with them. In short, Washington, DC is a college town without a college bar.
In our research, we found that in many college towns, bars have become successful by promoting dollar-drink specials. One need not look any further than College Park, Maryland, a college town with three bars that make millions of dollars every year by using low-margin high volume specials. Due to intense competition in College Park, bar owners must look for ways to differentiate their place of business from others in order to achieve and maintain a competitive advantage. However, in DC, one easy way to accomplish this is to have a bar that exclusively targets a college crowd. Historically, Tequila Grill has owned this position in the minds of college students living in the District. The establishment is located on the campus circuit routes of George Washington University and therefore attracts a large folllowing from that school. The owners of Tequila Grill realize the need for differentiation and strongly believe that combining a bar with a classy and entertaining atmosphere, while still targeting a professional crowd, is the key to its success.The target customer is usually a college student looking for a classy yet affordable place to lounge at and occaisionally a younger professional looking to mingle with a younger crowd then other restaurants and bars that have a strictly professional clientele.
We will develop and maintain a database of people in the right positions both at Universities and Companies alike. It starts with the contacts we already have established from our college experience. From there, we compile a list of major organizations and their heads at Universities such as fraternities and sororities. We also target sports teams at the collegiate level and offer them a special setup or group discount. From there, we expand to office managers at the various businesses in the area who are responsible for setting up corporate events. We use the database to make regular contact with mailings of current specials. We could also possibly conduct group studies and market research reports to better analyze how to bring in a larger crowd..
We must always be aware of the big-franchise restaurant phenomenon of the split between selling food and serving food. It is important to make a distinction because the former leads to client dissatisfaction. In food service, atmosphere and ambience should be as important, if not more important, than the types of food sold.
| Sales Forecast | ||||
| Sales | 2004 | 2005 | 2006 | |
| Food | $72,000 | $75,600 | $79,380 | |
| Domestic Beers | $120,000 | $126,000 | $132,300 | |
| Imported Beers | $180,000 | $189,000 | $198,450 | |
| Rail Drinks | $138,000 | $151,800 | $166,980 | |
| Margaritas & Frozen Drinks | $180,000 | $225,000 | $281,250 | |
| Premium Cocktails | $240,000 | $276,000 | $317,400 | |
| Total Sales | $930,000 | $1,043,400 | $1,175,760 | |
| Direct Cost of Sales | 2004 | 2005 | 2006 | |
| Food | $13,200 | $13,860 | $14,553 | |
| Domestic Beers | $12,000 | $12,600 | $13,230 | |
| Imported Beers | $13,000 | $14,300 | $15,730 | |
| Rail Drinks | $6,000 | $6,900 | $7,935 | |
| Margaritas & Frozen Drinks | $16,000 | $20,000 | $25,000 | |
| Premium Cocktails | $12,000 | $14,400 | $17,280 | |
| Subtotal Direct Cost of Sales | $72,200 | $82,060 | $93,728 | |
| Milestones | ||||||
| Milestone | Start Date | End Date | Budget | Manager | Department | |
| Business Plan | 12/1/2003 | 12/31/2003 | $500 | Arjun Ranade | Marketing | |
| Website | 2/1/2004 | 3/1/2004 | $5,000 | Arjun Ranade | Web | |
| GW Sports Advertising | 2/1/2004 | 2/15/2004 | $3,000 | Rasa Taghavi | Marketing | |
| Secure Funding | 12/15/2003 | 1/15/2004 | $10,000 | Quin Dodd | Administrative | |
| Hire Personnel | 1/15/2004 | 2/1/2004 | $1,000 | Rasa Taghavi | Administrative | |
| Payroll Implementation | 1/15/2003 | 2/1/2003 | $5,000 | Arjun Ranade | Accounting | |
| Accounting Plan | 1/15/2003 | 2/1/2003 | $1,000 | Arjun Ranade | Accounting | |
| Newspaper Advertisement | 2/1/2004 | 2/31/2004 | $5,000 | Rasa Taghavi | Marketing | |
| Ordering New Supplies | 1/15/2004 | 2/1/2004 | $10,000 | Rasa Taghavi | Administrative | |
| Inventory Accounting | 1/15/2004 | 1/31/2004 | $500 | Arjun Ranade | Administrative | |
| Totals | $41,000 | |||||
It will detail the drink specials and menu options of the establishment as well as pictures from particularly successful nights or events of past. We will frequently have a photographer to take pictures of the crowd and handout cards advertising the website. From this, we can have people continually checking for their pictures and wanting to come back to the establishment to be featured on the website.
The Tequila Grill website needs to be a simple yet classy and well designed website that, at the same time, is in keeping with the latest trends in user interface design. A site that is too flashy, or tries to use too much of the latest Shockwave of Flash technology can be over done, and cause potential clients to look elsewhere for online distribution expertise.
To further show off its necessity the website should have an upcoming events area which details the specials and events coming to the establishment. This area could also be used to detail any nights when the establishment is closed for a private party for a corporate office.
The key to the website strategy will be combining a very well designed front end, with a back end capable of recording and analyzing traffic from proper domains. It will be important to have a lot of university based traffic on our websites.
We will choose to affiliate with other major DC Nightlife websites in order to market the Tequila Grill website.
At certain events we will handout cards detailing the website and sections that are on it. We can also offer "coupons" or online discount passes for a reduced bill on presentation. We will contact Washington Post's nightlife section to add us to the best attractions list of the city.
We will work with a contracted user interface designer to develop the simple, classy, yet Internet focused site. The user interface designer will work with a graphic artist to come up with the website logo, and the website graphics.
The maintenance of the site will be done by Arjun Ranade. As the website rolls out future endeavors such as newsletters and viewable pictures, a technical resource may need to be contracted to build the trackable download and the newsletter capabilities.
| Personnel Plan | ||||
| 2004 | 2005 | 2006 | ||
| Waiter | $12,000 | $12,500 | $13,000 | |
| Cook (2) | $36,000 | $37,000 | $38,000 | |
| Bartenders (3) | $6,000 | $7,000 | $8,000 | |
| Total People | 6 | 6 | 6 | |
| Total Payroll | $54,000 | $56,500 | $59,000 | |
- We want to finance growth mainly through cash flow. We recognize that this means we will have to grow more slowly than we might like.
- We are also assuming start-up capital of $50,000, and an initial long-term loan from the partners of another $150,000.
Two of the more important underlying assumptions are:
- We assume a strong economy, without major recession. It should be noted, however, that traditionally restaurant/bar business are not prone to the same tides of recession as the rest of the economy.
- We assume, of course, that there are no unforeseen events such as natural disasters.
| General Assumptions | ||||
| 2004 | 2005 | 2006 | ||
| Plan Month | 1 | 2 | 3 | |
| Current Interest Rate | 10.00% | 10.00% | 10.00% | |
| Long-term Interest Rate | 10.00% | 10.00% | 10.00% | |
| Tax Rate | 30.00% | 30.00% | 30.00% | |
| Other | 0.00% | 0.00% | 0.00% | |
| Calculated Totals | ||||
| Payroll Expense | $54,000 | $56,500 | $59,000 | |
| New Accounts Payable | $456,890 | $477,538 | $528,810 | |
| Inventory Purchase | $79,460 | $82,945 | $94,761 | |
For the purposes of Break-Even analysis the following assumptions were made:
- Advertising costs were to be no more than $200.00 per week.
- Supplies expense is to be no more than $300.00 per week.
- Payroll taxes are estimated to cost $200.00 per week.
- Rent expense is estimated to be $1900.00 per week but is subject to change at a rate of 3% anually.
- Utilities and repairs are to cost no more than $550.00 per week.
- All above expenses in addition to miscellaneous expenses (i.e Cable, Music, Licenses, Credit Card Fees) are estimated to total $5,012.00 per week.
| Break-even Analysis: | ||
| Monthly Units Break-even | 5,728 | |
| Monthly Revenue Break-even | $22,912 | |
| Assumptions: | ||
| Average Per-Unit Revenue | $4.00 | |
| Average Per-Unit Variable Cost | $0.50 | |
| Estimated Monthly Fixed Cost | $20,048 | |
As with the break-even, we are projecting very conservatively regarding cost of sales and gross margin. Our cost of sales should be much lower, and gross margin higher, than in this projection. Initially, we will depend on our partners for most of fulfillment, which is why costs should be lower than shown. We prefer to project conservatively so that we make sure we have enough cash.
The detailed monthly projections are included in the appendices.
| Pro Forma Profit and Loss | ||||
| 2004 | 2005 | 2006 | ||
| Sales | $930,000 | $1,043,400 | $1,175,760 | |
| Direct Cost of Sales | $72,200 | $82,060 | $93,728 | |
| Other Costs of Sales | $0 | $0 | $0 | |
| ------------ | ------------ | ------------ | ||
| Total Cost of Sales | $72,200 | $82,060 | $93,728 | |
| Gross Margin | $857,800 | $961,340 | $1,082,032 | |
| Gross Margin % | 92.24% | 92.14% | 92.03% | |
| Expenses: | ||||
| Payroll | $54,000 | $56,500 | $59,000 | |
| Sales and Marketing and Other Expenses | $6,000 | $7,000 | $8,000 | |
| Depreciation | $0 | $0 | $0 | |
| Rent | $108,000 | $111,240 | $114,577.20 | |
| Utilities | $14,400 | $15,000 | $16,000 | |
| Insurance | $19,200 | $19,200 | $19,200 | |
| Payroll Taxes | $8,100 | $8,475 | $8,850 | |
| Debt Service $300,000 at 8% | $24,000 | $0 | $0 | |
| ------------ | ------------ | ------------ | ||
| Total Operating Expenses | $233,700 | $217,415 | $225,627 | |
| Profit Before Interest and Taxes | $624,100 | $743,925 | $856,405 | |
| Interest Expense | $15,000 | $15,000 | $15,000 | |
| Taxes Incurred | $182,730 | $218,678 | $252,421 | |
| Net Profit | $426,370 | $510,248 | $588,983 | |
| Net Profit/Sales | 45.85% | 48.90% | 50.09% | |
| Include Negative Taxes | TRUE | TRUE | TRUE | |
Cash flow projections are critical to our success. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month, and the other the monthly cash balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendices.
| Pro Forma Cash Flow | ||||
| 2004 | 2005 | 2006 | ||
| Cash Received | ||||
| Cash from Operations: | ||||
| Cash Sales | $930,000 | $1,043,400 | $1,175,760 | |
| Cash from Receivables | $0 | $0 | $0 | |
| Subtotal Cash from Operations | $930,000 | $1,043,400 | $1,175,760 | |
| Additional Cash Received | ||||
| Non Operating (Other) Income | $0 | $0 | $0 | |
| Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 | |
| New Current Borrowing | $0 | $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 | $0 | $0 | $0 | |
| Subtotal Cash Received | $930,000 | $1,043,400 | $1,175,760 | |
| Expenditures | 2004 | 2005 | 2006 | |
| Expenditures from Operations: | ||||
| Cash Spending | $54,000 | $56,500 | $59,000 | |
| Payment of Accounts Payable | $412,413 | $472,114 | $522,480 | |
| Subtotal Spent on Operations | $466,413 | $528,614 | $581,480 | |
| Additional Cash Spent | ||||
| Non Operating (Other) Expense | $0 | $0 | $0 | |
| Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | |
| Principal Repayment of Current Borrowing | $0 | $0 | $0 | |
| Other Liabilities Principal Repayment | $0 | $0 | $0 | |
| Long-term Liabilities Principal Repayment | $0 | $0 | $0 | |
| Purchase Other Current Assets | $0 | $0 | $0 | |
| Purchase Long-term Assets | $0 | $0 | $0 | |
| Dividends | $0 | $0 | $0 | |
| Subtotal Cash Spent | $466,413 | $528,614 | $581,480 | |
| Net Cash Flow | $463,588 | $514,786 | $594,280 | |
| Cash Balance | $463,588 | $978,373 | $1,572,653 | |
| Pro Forma Balance Sheet | ||||
| Assets | ||||
| Current Assets | 2004 | 2005 | 2006 | |
| Cash | $463,588 | $978,373 | $1,572,653 | |
| Inventory | $7,260 | $8,145 | $9,179 | |
| Other Current Assets | $0 | $0 | $0 | |
| Total Current Assets | $470,848 | $986,518 | $1,581,832 | |
| Long-term Assets | ||||
| Long-term Assets | $0 | $0 | $0 | |
| Accumulated Depreciation | $0 | $0 | $0 | |
| Total Long-term Assets | $0 | $0 | $0 | |
| Total Assets | $470,848 | $986,518 | $1,581,832 | |
| Liabilities and Capital | ||||
| 2004 | 2005 | 2006 | ||
| Accounts Payable | $44,478 | $49,901 | $56,231 | |
| Current Borrowing | $150,000 | $150,000 | $150,000 | |
| Other Current Liabilities | $0 | $0 | $0 | |
| Subtotal Current Liabilities | $194,478 | $199,901 | $206,231 | |
| Long-term Liabilities | $0 | $0 | $0 | |
| Total Liabilities | $194,478 | $199,901 | $206,231 | |
| Paid-in Capital | $0 | $0 | $0 | |
| Retained Earnings | ($150,000) | $276,370 | $786,618 | |
| Earnings | $426,370 | $510,248 | $588,983 | |
| Total Capital | $276,370 | $786,618 | $1,375,601 | |
| Total Liabilities and Capital | $470,848 | $986,518 | $1,581,832 | |
| Net Worth | $276,370 | $786,618 | $1,375,601 | |
| Ratio Analysis | |||||
| 2004 | 2005 | 2006 | Industry Profile | ||
| Sales Growth | 0.00% | 12.19% | 12.69% | 6.32% | |
| Percent of Total Assets | |||||
| Accounts Receivable | 0.00% | 0.00% | 0.00% | 6.29% | |
| Inventory | 1.54% | 0.83% | 0.58% | 3.84% | |
| Other Current Assets | 0.00% | 0.00% | 0.00% | 25.18% | |
| Total Current Assets | 100.00% | 100.00% | 100.00% | 35.31% | |
| Long-term Assets | 0.00% | 0.00% | 0.00% | 64.69% | |
| Total Assets | 100.00% | 100.00% | 100.00% | 100.00% | |
| Current Liabilities | 41.30% | 20.26% | 13.04% | 15.88% | |
| Long-term Liabilities | 0.00% | 0.00% | 0.00% | 29.33% | |
| Total Liabilities | 41.30% | 20.26% | 13.04% | 45.21% | |
| Net Worth | 58.70% | 79.74% | 86.96% | 54.79% | |
| Percent of Sales | |||||
| Sales | 100.00% | 100.00% | 100.00% | 100.00% | |
| Gross Margin | 92.24% | 92.14% | 92.03% | 44.48% | |
| Selling, General & Administrative Expenses | 46.39% | 43.23% | 41.93% | 24.68% | |
| Advertising Expenses | 0.00% | 0.00% | 0.00% | 2.47% | |
| Profit Before Interest and Taxes | 67.11% | 71.30% | 72.84% | 3.61% | |
| Main Ratios | |||||
| Current | 2.42 | 4.94 | 7.67 | 1.54 | |
| Quick | 2.38 | 4.89 | 7.63 | 1.05 | |
| Total Debt to Total Assets | 41.30% | 20.26% | 13.04% | 50.20% | |
| Pre-tax Return on Net Worth | 220.39% | 92.67% | 61.17% | 5.83% | |
| Pre-tax Return on Assets | 129.36% | 73.89% | 53.19% | 11.70% | |
| Business Vitality Profile | 2003 | 2004 | 2005 | Industry | |
| Sales per Employee | $155,000 | $173,900 | $195,960 | $32,619 | |
| Survival Rate | 69.64% | ||||
| Additional Ratios | 2004 | 2005 | 2006 | ||
| Net Profit Margin | 45.85% | 48.90% | 50.09% | n.a | |
| Return on Equity | 154.28% | 64.87% | 42.82% | n.a | |
| Activity Ratios | |||||
| Accounts Receivable Turnover | 0.00 | 0.00 | 0.00 | n.a | |
| Collection Days | 0 | 0 | 0 | n.a | |
| Inventory Turnover | 16.47 | 10.65 | 10.82 | n.a | |
| Accounts Payable Turnover | 10.27 | 9.57 | 9.40 | n.a | |
| Payment Days | 28 | 36 | 37 | n.a | |
| Total Asset Turnover | 1.98 | 1.06 | 0.74 | n.a | |
| Debt Ratios | |||||
| Debt to Net Worth | 0.70 | 0.25 | 0.15 | n.a | |
| Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a | |
| Liquidity Ratios | |||||
| Net Working Capital | $276,370 | $786,618 | $1,375,601 | n.a | |
| Interest Coverage | 41.61 | 49.60 | 57.09 | n.a | |
| Additional Ratios | |||||
| Assets to Sales | 0.51 | 0.95 | 1.35 | n.a | |
| Current Debt/Total Assets | 41% | 20% | 13% | n.a | |
| Acid Test | 2.38 | 4.89 | 7.63 | n.a | |
| Sales/Net Worth | 3.37 | 1.33 | 0.85 | n.a | |
| Dividend Payout | 0.00 | 0.00 | 0.00 | n.a | |