International Marketing Plan: Little Indian Restaurant Analysis

This report details an international marketing plan for Little Indian Restaurant, a Canadian restaurant offering Indian cuisine. It begins with an introduction highlighting the competitive landscape of the Canadian food sector and the importance of strategic marketing in a global business environment. The report identifies Little Indian Restaurant's target market using demographic, geographic, and psychographic variables. It includes a detailed sales forecast for five years, considering units sold, average sales price, cost of goods sold, and annual revenue. Profit forecasts, market penetration, and a SWOT analysis are also provided. The marketing plan outlines the promotion mix, including advertising strategies, media mix, and associated costs. Sales promotion methods, such as coupons, are discussed, along with personal selling and distribution channels. The report addresses the origin and destination ports, mode of transportation, and channel of distribution. Pricing determination, including startup costs, fixed and variable expenses, and breakeven sales levels, are presented. Financial statements, including a forecasted profit and loss account and balance sheet, are provided, along with resource requirements and a conclusion summarizing the key findings and recommendations. Finally, the report refers to various academic sources and includes an appendix with additional data and analysis.

Running head: INTERNATIONAL MARKETING PLAN
International marketing plan
Name of the student
Name of the university
Author note

1INTERNATIONAL MARKETING PLAN
Table of Contents
Introduction......................................................................................................................................2
Identification of the target market...................................................................................................2
Sales forecast...................................................................................................................................3
Profit forecast...................................................................................................................................5
Market penetration and coverage.....................................................................................................5
SWOT analysis................................................................................................................................5
Promotion mix.................................................................................................................................6
Advertising..................................................................................................................................6
Costs............................................................................................................................................7
Promotion mix.................................................................................................................................7
Personal selling................................................................................................................................8
Distribution......................................................................................................................................8
Channel of distribution....................................................................................................................9
Determination of price and expenses...............................................................................................9
Terms of sales................................................................................................................................13
Financial statement and budget.....................................................................................................14
Forecasted Profit and Loss Account..........................................................................................14
Balance sheet.............................................................................................................................16
Resource requirements...............................................................................................................17

2INTERNATIONAL MARKETING PLAN
Conclusion.....................................................................................................................................18
Reference.......................................................................................................................................19
Appendix........................................................................................................................................21

3INTERNATIONAL MARKETING PLAN
Introduction
There are different business elements and factors should be considered in the modern day
business operations because of the involved complexities and diversity. In addition, due to the
emergence of global business operations, contemporary business entities have to adhere to
different business and functional level strategies to gain the maximum from the market. In the
Canadian food sector, competition is huge due to the presence of number of players in the
market. Moreover, it should be noted that Indian food culture and cuisines are hugely popular in
Canada and thus they are multiple Indian restaurants operating in the market (Correa et al.,
2017). Little Indian Restaurant is a leading name among these and is offering the diverse range
of Indian cuisines.
However, there are number of other factors, which should be considered by Little Indian
Restaurant such as situational analysis, marketing analysis and financial analysis. Determination
of these factors will be beneficial in identifying the business viability of Little Indian Restaurant
and the extent to which they are effective enough in dealing with the international business
patterns. This report will discuss about each of these elements from the perspective of Little
Indian Restaurant.
Identification of the target market
The target market of Little Indian Restaurant will be identified on the basis of different
segmentation variables. The following table will discuss about the different segmentation
variables of Little Indian Restaurant.
Demographic
variables
In terms of age groups, the target segment for Little Indian Restaurant
is the customers aged between 20 and 50 as the primary segment. This

4INTERNATIONAL MARKETING PLAN
is due to the reason that this age group is having the financial
affordability and will have the respective preferences for the Indian
cuisines. In addition, age groups below 20 are considered as secondary
target segment because they accompany the primary target segment.
Geographic variables In terms of the geographical variables, the target segment for Little
Indian Restaurant is the population from the Indian sub continent in
Canada. This is due to the reason that population from the sub continent
will be more attracted towards the cuisines offered by Little Indian
Restaurant.
Psychographic
variables
In terms of psychographic variables, customers with having more
preferences for authentic cuisines from their root culture are targeted.
This is due to the reason that not the entire population from
subcontinent in Canada will have acceptances towards the Indian
cuisines.
Sales forecast
1. Year-one revenue expectancy
Year 1 Year 2 Year 3 Year 4
Number of units sold annually 5,000 7,500 10,000 15,000
Average sales price per unit $500.00 $900.00 $700.00 $600.00
Annual revenue per product $2,500,000
$6,750,00
0
$7,000,00
0
$9,000,00
0

5INTERNATIONAL MARKETING PLAN
Total year 1 revenue
$25,250,00
0
2. Year 1 cost of goods sold
<Product
1>
<Product
2>
<Product
3>
<Product
4>
Expected gross margin per product 10.00% 15.00% 30.00% 20.00%
Annual cost of goods sold per product $250,000
$1,012,50
0
$2,100,00
0
$1,800,00
0
Total year 1 cost of goods sold $5,162,500
3. Annual maintenance, repair, and
overhaul
Factor (%) on capital equipment 10%
4. Number of years for straight-line
depreciation 5
5. Annual tax rate 30%
6. If long-term debt is being used to
finance
operations, enter the total loan value.
-
7. Account receivable and payable % 20%

6INTERNATIONAL MARKETING PLAN
Profit forecast
Year-by-year profit and loss assumptions
Year 1 Year 2 Year 3 Year 4 Year 5
Annual cumulative price (revenue) increase - 2.00% 4.00% 6.00% 8.00%
Annual cumulative inflation (expense)
increase - 2.00% 4.00% 6.00% 8.00%
Interest rate on ending cash balance 0.50% 0.50% 0.50% 0.50% 0.50%
Market penetration and coverage
Little Indian Restaurant is operating in Toronto from more than 20 years and thus they
have gained immense market penetration in the region. In addition, it should also be noted that
Toronto is having the largest Indo-Canadian citizens in Canada and this ensures the higher
market exposure for Little Indian Restaurant (Crick, Chaudhry & Crick, 2016). Currently, the
market coverage for Little Indian Restaurant is restricted within Toronto because of their lack of
presence in other Canadian cities.
SWOT analysis
Strengths  Little Indian Restaurant is considered as the best Indian restaurant in
Toronto, which is helping them managing the favorable customer
sentiments
 They are offering both vegetarian and non vegetarian food items, which
is further helping in catering to larger customer segments
 They have got certified by different entities such as Tripadvisor for
their quality and this is helping them to maintain their competitive

7INTERNATIONAL MARKETING PLAN
advantages
Weaknesses  One of their major weaknesses is the lack of market presence beyond
Toronto
 Little Indian Restaurant is facing challenges in targeting the indigenous
Canadians with their authentic Indian offerings
 Market and branding activities of Little Indian Restaurant are still at the
nascent stage and thus equity is also low
Opportunities  Tapping the other Canadian cities with significant Indian population
will pose more opportunities for Little Indian Restaurant
 Offering fusion based products can be effective in targeting the
Canadian population
 Trend of consumption of Indian cuisines in Canada is increasing
Threats  Increase in the competition by means of emergence of new Indian
restaurants will pose challenge for Little Indian Restaurant
 Increase in the cost of souring the materials from India will affect the
profitability
Promotion mix
Advertising
The objective of advertising programs of Little Indian Restaurant is to increase the reach
among the target segments. This is due to the reason that advertisements are the most effective
tool in targeting and reaching out to the maximum number of customers. However, it should also

8INTERNATIONAL MARKETING PLAN
be noted that there are different mediums available for advertisements and should be chosen on
the basis of the effectiveness and applicability. In the case of Little Indian Restaurant, the chosen
medium mix will be television, print and social media (Aguirre et al., 2015). Television and print
mediums will be the considered for meeting the traditional advertisement concerns. These will
have maximum reach in the market. On the other hand, the social media marketing will serve the
online customers and will also be effective in gathering the feedback from their side (Bauer &
Lasinger, 2014). The message will be more informative and aesthetic because informative
message will provide the details to the customers and aesthetic elements will create the practical
experience among them.
Costs
Advertising and Promotional
Expenses
Advertising
$
5,000
Signage
2,
000
Printing
12,
000
Travel & Entertainment
4,
000
Other / Additional categories
2,
000
Total Adv and Promo expenses
$
25,000
Promotion mix
The objective for sales promotion of Little Indian Restaurant is to gain the positive
customer relationship and contacts with them. In the case of sales promotion, the touch points
will be more and thus the contact with the customers will also be more. Coupons will be used a

9INTERNATIONAL MARKETING PLAN
chosen tool for sales promotion of Little Indian Restaurant (Roy, 2013). This is due to the reason
that coupons will increase the customer loyalty and they will be attracted towards the services.
Personal selling
Personal selling process will also be involved by the Little Indian Restaurant due to the
reason that it will help in creating personalized contact with the customers. For instance, email
marketing can be followed in communicating the promotions and value propositions of Little
Indian Restaurant to the customers (Erevelles & Fukawa, 2013). However, this process will be
used as secondary mediums because probability of conversion of sales from email marketing is
low.
Distribution
The origin port for Little Indian Restaurant will be the Adani Port of Gujarat, India and
the destination port will be the port of Toronto. This is due to the reason that in the current time,
Adani sea port is one of the busiest sea ports India and is having direct traffic route with the
western nations. On the other hand, Port of Toronto is a leading sea port of Canada and Little
Indian Restaurant is situated in Toronto. Hence, the cost of transportation from the destination
port to the facility will be low (Thakran & Verma, 2013).
The mode of transportation will be seaways because of the cost advantages. It should be
noted that the imports of Little Indian Restaurant only includes the spices and herbs from India,
which are having longer lasting ability and this time is not a concern. In this case, seaways will
be more cost effective over the airways and will regulate the input cost for Little Indian
Restaurant (Shi, Liu & Petruzzi, 2013). The packing will be done in sealed crates, which will be

10INTERNATIONAL MARKETING PLAN
waterproof and will not absorb moisture. In addition, sealed pouches will be stored in the crates
in equal measurements. These multilayer packaging will ensure the safety of the consignments.
Channel of distribution
In the case of Little Indian Restaurant, traditional type of channel will not be effective
because of their service oriented approach. As of now, Little Indian Restaurant is only having
one facility in Toronto and more restaurants should be expanded in other major Canadian cities.
In the line retail channel of distribution, these new restaurants can be operated through third
party vendors, who will be responsible for the forward integration process. In terms of pricing,
standardized approach will be followed across all the facilities (Martín-Herrán & Taboubi,
2015). This will ensure the uniform and singular mind mapping of the target customers in the
country. Furthermore, it should also be noted that methods of operation will be based on cash
and online payment but no credit option will be offered. Customers will have the wide array of
choices in terms payment portals, banking cards and cash.
Determination of price and expenses
Costs
Startup Costs
Startup Expenses
Buildings / Real Estate
Purchase
$
50,000
Construction
20,
000
Remodeling
1,
600
Other 12,

11INTERNATIONAL MARKETING PLAN
000
Total Buildings and R / E
$
83,600
Leasehold Improvements
Item 1
$
23,000
Item 2
12,
000
Item 3
2,
000
Item 4
3,
000
Total L / H Improvements
$
40,000
Capital Equipment List
Furniture
$
12,000
Equipment
5,
000
Fixtures
23,
000
Machinery
1,
200
Other
1,
100
Total Capital Equipment
$
42,300
Location and Admin Expenses
Rental
$
100,000
Utility Deposits
12,
000
Legal and Accounting Fees
40,
000
Prepaid Insurance
1,
200
Pre-opening Salaries
1,
300
Other
12,
000
Total Location and Admin Expenses
$
166,500

12INTERNATIONAL MARKETING PLAN
Opening Inventory
Category 1
$
2,300
Category 2
1,
000
Category 3
11,
000
Category 4
1,
000
Category 5
3,
000
Total Inventory
$
18,300
Advertising and Promotional
Expenses
Advertising
$
5,000
Signage
2,
000
Printing
12,
000
Travel & Entertainment
4,
000
Other / Additional categories
2,
000
Total Adv and Promo expenses
$
25,000
Payroll and payroll taxes
Expense 1
$
12,000
Expense 2
1,
000
Total Payroll and payroll taxes
$
13,000
Summary Statement
Sources of Capital
Owners' and Other Investments
$
1,000,000
Bank Loans

13INTERNATIONAL MARKETING PLAN
-
Other Loans -
Total Source of Funds
$
1,000,000
Startup Expenses
Bldgs / Real Estate
$
83,600
Leasehold Improvements
40,
000
Capital Equipment
42,
300
Location / Admin Expenses
166,
500
Opening Inventory
18,
300
Advertising / Promo Expenses
25,
000
Other Expenses 13,000
Total Startup Expenses
$
388,700
Fixed and Variable costs
Fixed
Expenses
Fixed Expenses
Bldgs / Real
Estate
$
83,600
Leasehold
Improvements 40,000
Capital
Equipment 42,300
Location /
Admin
Expenses 166,500

14INTERNATIONAL MARKETING PLAN
Opening
Inventory 18,300
Advertising /
Promo Expenses 25,000
Other Expenses 13,000
Total Fixed
Expenses
$
388,700
Variable
Expenses
Inventory or
Materials 20%
Direct labor
(includes payroll
taxes)
30%
Other expenses 20%
Other expenses 10%
Salaries
(includes payroll
taxes)
2%
Supplies 2%
Total Variable
Expenses 84%
Breakeven
Sales level =
$391,992.7
4 Year 1 Year 2 Year 3 Year 4 Year 5
Net income
(loss)
-
$391,9
92.74
$14,008
,463.00
$14,288
,632.26
$14,860
,722.24
$15,753
,475.90
$17,015
,450.89
Cumulative
income
$13,616
,470.26
$27,905
,102.52
$42,765
,824.76
$58,519
,300.66
$75,534
,751.56

15INTERNATIONAL MARKETING PLAN
Positive Cash
Flow? TRUE TRUE TRUE TRUE TRUE
Undiscounted
break even year 1 years
Actual break
even period 0.03 years
Terms of sales
There will be different incoterms used by Little Indian Restaurant as the business terms
with the shipping lines and the exporters from India. Little Indian Restaurant will use letter of
credit with their exporters for minimum 90 days. This is due to the reason that there are number
of instances of receiving low quality consignments or wrong consignments. Thus, with the help
of 90 days of letter of credit, Little Indian Restaurant will have the advantages of receiving the
consignments prior to payments (Bergami, 2013). One of the major incoterms to be used by
Little Indian Restaurant is FCA (free carrier). With the help of this incoterm, the involved
liabilities for Little Indian Restaurant will be low and the major responsibilities will be with the
sellers from India. In this case, Little Indian Restaurant will take the responsibility of the
consignment only after the goods reached the destination port.
Another incoterm to be used by Little Indian Restaurant is CFR (cost and freight). This
involves the risks in the freight process to be taken by the seller till the consignments are
reaching the port of destination (Eldovica et al., 2015). Hence, the involved risks for Little Indian
Restaurant in the shipping process will be low for Little Indian Restaurant. Both these incoterms

16INTERNATIONAL MARKETING PLAN
will be effective for them because these involve the least amount of liabilities and risks in
sourcing the raw materials.
Financial statement and budget
Forecasted Profit and Loss Account
Year-by-year profit and loss assumptions
Year 1 Year 2 Year 3 Year 4 Year 5
Annual cumulative price (revenue)
increase - 2.00% 4.00% 6.00% 8.00%
Annual cumulative inflation
(expense) increase - 2.00% 4.00% 6.00% 8.00%
Interest rate on ending cash
balance 0.50% 0.50% 0.50% 0.50% 0.50%
Year 1 Year 2 Year 3 Year 4 Year 5
Revenue
Gross revenue
$25,250,
000
$25,755,
000
$26,785,
200
$28,392,
312
$30,663,
697
Cost of goods sold
$5,162,5
00
$5,265,7
50
$5,476,3
80
$5,804,9
63
$6,269,3
60
Gross margin
$20,087,
500
$20,489,
250
$21,308,
820
$22,587,
349
$24,394,
337
Other revenue [source] $0 $0 $0 $0 $0
Interest income $0 $0 $0 $0 $0
Total revenue
$20,087,
500
$20,489,
250
$21,308,
820
$22,587,
349
$24,394,
337
Operating expenses
Sales and marketing $25,000 $25,500 $26,520 $28,111 $30,360
Payroll and payroll taxes $13,000 $13,260 $13,790 $14,618 $15,787
Depreciation $33,180 $33,844 $34,507 $35,171 $35,834
Maintenance, repair, and
overhaul $4,230 $4,315 $4,399 $4,484 $4,568
Total operating expenses $75,410 $76,918 $79,217 $82,384 $86,550
Operating income
$20,012,
090
$20,412,
332
$21,229,
603
$22,504,
966
$24,307,
787
Interest expense on long-term $0 $0 $0 $0 $0

17INTERNATIONAL MARKETING PLAN
debt
Operating income before
other items
$20,012,
090
$20,412,
332
$21,229,
603
$22,504,
966
$24,307,
787
Loss (gain) on sale of assets $0 $0 $0 $0 $0
Other unusual expenses
(income) $0 $0 $0 $0 $0
Earnings before taxes
$20,012,
090
$20,412,
332
$21,229,
603
$22,504,
966
$24,307,
787
Taxes on income
30
%
$6,003,6
27
$6,123,7
00
$6,368,8
81
$6,751,4
90
$7,292,3
36
Net income (loss)
$14,008,
463
$14,288,
632
$14,860,
722
$15,753,
476
$17,015,
451
Cumulative income
$14,008,
463
$28,297,
095
$43,157,
818
$58,911,
293
$75,926,
744
Balance sheet
Assets
Initial
balance Year 1 Year 2 Year 3 Year 4
Year
5
Cash and short-term
investments $611,300
$8,467,
966
$16,29
6,788
$24,24
6,009
$32,46
7,491
$42,2
26,44
0
Accounts receivable $5,050,000
$5,151,
000
$5,357,
040
$5,678,
462
$6,132,
739
$6,13
2,739
Total inventory
$5,050,000.0
0
$5,151,
000.00
$5,357,
040.00
$5,678,
462.40
$6,132,
739.39
$6,13
2,739
Prepaid expenses 0 0 0 0 0 $0
Deferred income tax 0 0 0 0 0 $0
Other current assets 0 0 0 0 0 $0
Total current assets $10,711,300
$18,76
9,966
$27,01
0,868
$35,60
2,933
$44,73
2,970
$54,4
91,91
9
Buildings $83,600
$83,60
0
$83,60
0
$83,60
0
$83,60
0
$83,6
00
Land 0 0 0 0 0 0
Capital improvements
$
40,000 40,000 40,000 40,000 40,000
40,00
0

18INTERNATIONAL MARKETING PLAN
Machinery and
equipment
$
42,300 42,300 42,300 42,300 42,300
42,30
0
Less: Accumulated
depreciation expense 0 33,180 67,024
101,53
1
136,70
2
172,5
36
Net
property/equipment $165,900
$132,7
20
$98,87
6
$64,36
9
$29,19
8
($6,63
6)
Goodwill $0 $0 $0 $0 $0 $0
Deferred income tax 0 0 0 0 0 0
Long-term investments 0 0 0 0 0 0
Deposits 0 0 0 0 0 0
Other long-term assets 0 0 0 0 0 0
Total assets $10,877,200
$18,90
2,686
$27,10
9,745
$35,66
7,303
$44,76
2,168
$54,4
85,28
3
Liabilities
Initial
balance Year 1 Year 2 Year 3 Year 4
Year
5
Accounts payable $1,032,500
$1,053,
150
$1,095,
276
$1,160,
993
$1,253,
872
$1,25
3,872
Accrued expenses 0 0 0 0 0 0
Notes payable/short-
term debt 0 0 0 0 0 0
Capital leases 0 0 0 0 0 0
Other current liabilities
Total current liabilities $1,032,500
$1,053,
150
$1,095,
276
$1,160,
993
$1,253,
872
$1,25
3,872
Long-term debt from
loan payment calculator - $0 $0 $0 $0 $0
Other long-term debt $0 $0 $0 $0 $0 $0
Total debt $1,032,500
$1,053,
150
$1,095,
276
$1,160,
993
$1,253,
872
$1,25
3,872
Other liabilities 0 0 0 0 0 0
Total liabilities $1,032,500
$1,053,
150
$1,095,
276
$1,160,
993
$1,253,
872
$1,25
3,872
Eq
uit
y
Initial
balance Year 1 Year 2 Year 3 Year 4
Year
5
Owner's equity
(common)
$
1,000,000
$1,000,
000
$1,000,
000
$1,000,
000
$1,000,
000
$1,00
0,000
Paid-in capital 0 0 0 0 0 0

19INTERNATIONAL MARKETING PLAN
Preferred equity 0 0 0 0 0 0
Retained earnings 0 0 0 0 0 0
Total equity $1,000,000
$1,000,
000
$1,000,
000
$1,000,
000
$1,000,
000
$1,00
0,000
Total liabilities and
equity $2,032,500
$2,053,
150
$2,095,
276
$2,160,
993
$2,253,
872
$2,25
3,872
Resource requirements
The major resources required for Little Indian Restaurant are financial, human resources
and infrastructural elements. In terms of the financial resources, it is suggested that Little Indian
Restaurant should have financial backing in terms of angel investment or financial institutions. In
this case, angel investments can be attracted by leveraging on the market potentialities of Little
Indian Restaurant (Wahl & Prause, 2013). The involved liabilities with the angel investment are
low and will be beneficial for Little Indian Restaurant.
In terms of the human resources, the major costs will be involved in recruitment and
selection, training and remuneration. These costs are expected to get increased with time in line
to the increase in the business operation of Little Indian Restaurant. In terms of the
infrastructural elements, angel investment should be used for further development and
expansion.
Conclusion
This report indicates that there are different factors and aspects to be considered by Little
Indian Restaurant in their business. It is identified that even though, Little Indian Restaurant is
not operating on international basis, and still they are involved in international business in
sourcing materials from India. Thus, the different determining factors in the international

20INTERNATIONAL MARKETING PLAN
business are also relevant for the operation of Little Indian Restaurant. In this report, the cost of
different business expenses and the profit and sales forecast is evaluated. On the basis of the
areas of improvement, it is recommended that they should expand their business in more cities in
Canada.

21INTERNATIONAL MARKETING PLAN
Reference
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personalization paradox: The effect of information collection and trust-building strategies
on online advertisement effectiveness. Journal of Retailing, 91(1), 34-49.
Bauer, C., & Lasinger, P. (2014). Adaptation strategies to increase advertisement effectiveness in
digital media. Management Review Quarterly, 64(2), 101-124.
Bergami, R. (2013). Managing Incoterms 2010 risks: tension with trade and banking
practices. International Journal of Economics and Business Research, 6(3), 324-338.
Correa, N., Rajaraman, D., Swaminathan, S., Vaz, M., Jayachitra, K. G., Lear, S. A., &
Punthakee, Z. (2017). Perceptions of healthy eating amongst Indian adolescents in India
and Canada. Appetite, 116, 471-479.
Crick, D., Chaudhry, S., & Crick, J. M. (2016). Trading in a competitive environment: South‐
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terms-Incoterms 2010. In 2nd Logistics International Conference, Belgrade, Serbia.
Erevelles, S., & Fukawa, N. (2013). The role of affect in personal selling and sales
management. Journal of Personal Selling & Sales Management, 33(1), 7-24.
Martín-Herrán, G., & Taboubi, S. (2015). Price coordination in distribution channels: a dynamic
perspective. European Journal of Operational Research, 240(2), 401-414.

22INTERNATIONAL MARKETING PLAN
Roy, M. (2013). Effects of commercial breaks placement on television advertisement
effectiveness. International journal of business and social science, 4(9).
Shi, H., Liu, Y., & Petruzzi, N. C. (2013). Consumer heterogeneity, product quality, and
distribution channels. Management Science, 59(5), 1162-1176.
Thakran, K., & Verma, R. (2013). The emergence of hybrid online distribution channels in
travel, tourism and hospitality. Cornell Hospitality Quarterly, 54(3), 240-247.
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capabilities: business model generation approach. Entrepreneurship and Sustainability
Issues, 1(2), 67-80.

23INTERNATIONAL MARKETING PLAN
Appendix
Cash Flow statement
Year 1 Year 2 Year 3 Year 4 Year 5 Total
Operating activities
Net income
$14,008,
463
$14,288,
632
$14,860,
722
$15,753,
476
$17,015,
451
$75,926,7
44
Depreciation $33,180 $33,844 $34,507 $35,171 $35,834 $172,536
Accounts receivable
($101,00
0)
($206,04
0)
($321,42
2)
($454,27
7) $0
($1,082,7
39)
Inventories
($101,00
0)
($206,04
0)
($321,42
2)
($454,27
7) $0
($1,082,7
39)
Accounts payable $20,650 $42,126 $65,717 $92,879 $0 $221,372
Amortization 0 0 $0 $0 $0 $0
Other liabilities 0 0 $0 $0 $0 $0
Other operating cash
flow items 0 0 $0 $0 $0 $0
Total operating
activities
$13,860,
293
$13,952,
522
$14,318,
101
$14,972,
972
$17,051,
285
$74,155,1
73
$0
Investing activities $0
Capital expenditures $0 $0 $0 $0 $0 $0
Acquisition of
business 0 0 0 0 0 $0
Sale of fixed assets
($6,003,
627)
($6,123,
700)
($6,368,
881)
($6,751,
490)
($7,292,
336)
($32,540,
033)
Other investing cash
flow items 0 0 0 0 0 $0
Total investing
activities
($6,003,
627)
($6,123,
700)
($6,368,
881)
($6,751,
490)
($7,292,
336)
($32,540,
033)
Financing activities
Long-term
debt/financing $0 $0 $0 $0 $0 $0
Preferred stock 0 0 0 0 0 0
Total cash dividends
paid 0 0 0 0 0 0
Common stock 0 0 0 0 0 0
Other financing cash
flow items 0 0 0 0 0 0
Total financing
activities $0 $0 $0 $0 $0 $0

24INTERNATIONAL MARKETING PLAN
Cumulative cash flow
$7,856,6
66
$7,828,8
22
$7,949,2
20
$8,221,4
82
$9,758,9
49
$41,615,1
40
Beginning cash balance
$611,30
0
$8,467,9
66
$16,296,
788
$24,246,
009
$32,467,
491
Ending cash balance
$8,467,9
66
$16,296,
788
$24,246,
009
$32,467,
491
$42,226,
440