Part 3: The Indiana Club Pete and Julie are planning to set up a night club in Birmingham which they are provisionally calling the Indiana Club. Located in a canal-side warehouse, the club will have a bar and a large dance floor. The couple are also planning to put on gigs (live performances) twice a month, every month. The disco is expected to build up to an average crowd of 500 per week after three months, with each customer paying 10 to get in. The club should also pull in an extra 5 per person and forecasts an attendance of an extra 100 on gig nights. Bands will be paid an average of 5,000 each. Seven full time staff will be employed at an average of 17,000 per year for each person. Pete and Julie plan to take out 25,000 each during the first year of the business. The building is going to cost 1 million to buy. It also needs repair, conversion and fitting out before opening. This will cost about 280,000. Fixed costs include heating, insurance and telephone bills. These costs add up to 24,000 over the year. Variable costs are food and drinks. The problem that the entrepreneurs face is that they only have personal capital of half a million. Pete has been negotiating with Ray, a local businessman, who is seriously interested in investing in their business idea. Julie feels that Ray will want to be involved in the running of the club. As he is now in his 50 s, Julie is worried that he will not really be in touch with the kind of service that they are seeking to provide. (A club primarily for 18 to 30 year olds). She would prefer to raise the money from the bank. 'Why not compromise?' said Pete. 'Make him a minority shareholder, with less than 50% of the shares, and borrow the rest from the bank.' Ray himself is impressed with the business plan and thinks that Pete and Julie have got a winning formula. He sees the potential for expanding through a franchised operation if everything goes well in the first couple of years. An (incomplete) cash flow forecast for the first six months of trading is shown below. The forecast shows the position after the building has been bought. It is assumed that there were no borrowings from the bank. 3: Complete the cash flow forecast figures for December (10 marks) Hint: to gain full marks reproduce the cash flow in its entirety. Part 3: The Indiana Club Pete and Julie are planning to set up a night club in Birmingham which they are provisionally calling the Indiana Club. Located in a canal-side warehouse, the club will have a bar and a large dance floor. The couple are also planning to put on gigs (live performances) twice a month, every month. The disco is expected to build up to an average crowd of 500 per week after three months, with each customer paying 10 to get in. The club should also pull in an extra 5 per person and forecasts an attendance of an extra 100 on gig nights. Bands will be paid an average of 5,000 each. Seven full time staff will be employed at an average of 17,000 per year for each person. Pete and Julie plan to take out 25,000 each during the first year of the business. The building is going to cost 1 million to buy. It also needs repair, conversion and fitting out before opening. This will cost about 280,000. Fixed costs include heating, insurance and telephone bills. These costs add up to 24,000 over the year. Variable costs are food and drinks. The problem that the entrepreneurs face is that they only have personal capital of half a million. Pete has been negotiating with Ray, a local businessman, who is seriously interested in investing in their business idea. Julie feels that Ray will want to be involved in the running of the club. As he is now in his 50 s, Julie is worried that he will not really be in touch with the kind of service that they are seeking to provide. (A club primarily for 18 to 30 year olds). She would prefer to raise the money from the bank. 'Why not compromise?' said Pete. 'Make him a minority shareholder, with less than 50% of the shares, and borrow the rest from the bank.' Ray himself is impressed with the business plan and thinks that Pete and Julie have got a winning formula. He sees the potential for expanding through a franchised operation if everything goes well in the first couple of years. An (incomplete) cash flow forecast for the first six months of trading is shown below. The forecast shows the position after the building has been bought. It is assumed that there were no borrowings from the bank. 3: Complete the cash flow forecast figures for December (10 marks) Hint: to gain full marks reproduce the cash flow in its entirety