The Daily Grind Coffeehouse was founded in 2007 by two friends who love nothing more than a hot cup of joe. The company has always prided itself on putting quality rstfrom the beans they brew to the knowledge and friendliness of people who serve it. Their goal has always been to be the coffee shop that makes the absolute best cup of coffee in town. They strongly believe in fair trade and donate 5% of their prots to support the communities of their farming partners.

Over the last 15 years, The Daily Grind has managed to grow from a single storefront to a local coffee chain with eleven brick-and-mortar locations. The Daily Grind Coffeehouses are decorated with a retro industrial vibe. They feature art and signage that tells the story of their crop-to-cup process and educate customers on various coffee-related topics.

This privately held, LLC offers premium coffee beverages and breakfast items. Each of their cafs average $2,750 in sales per day, with some locations performing much

higher than others depending on location, square footage and whether or not they have a drive-thru (all but two locations do). The average transaction is $5.74. Last year, The Daily Grind saw $10,900,000 in total revenue.

As the accounting department for The Daily Grind, your team is responsible for evaluating strategic decisions for the company that come down from the owner and CEO. Your advice and input provide direction for the company, so that The Daily Grind can continue to grow its prots.

In this discussion, let's discuss capital investments and budgeting. Please relate your discussion to the prompt below. You can create a new thread to reply directly to the prompts. Or you can reply to appear.

1. What investments might The Daily Grind consider for the future? How do these investments fit with the mission or objectives of the business? And what measures or standards should be considered to determine which investments are made? (NPV, IRR, Payback) is there a threshold the project must reach to be considered?