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Slide 1: TOOLKIT Business Planning Tourism Enterprise Programme A helpful guide to assist you to focus on the potential viability and sustainability of your business
Slide 3: Version Two: May 2007 TEP T04 FOREWORD 7 Access to information is consistently noted as both a large concern and gap for tourism SMMEs. To address this gap in the market, TEP developed a number of practical toolkits in 2006. DEAT (Department of Environmental Affairs and Tourism) then approached TEP to create an extensive Toolkit Project. The objective of the project is to identify and address the needs of Tourism SMMEs for information and skills through the production and national distribution of practical and relevant toolkits in five (5) official languages. This will enhance skills and enable entrepreneurs to be more successful in business, resulting in job creation in the tourism SMME sector. The project aims to provide adequate and user-friendly information to the SMME Tourism Industry in South Africa. Through this expansion, TEP has a series of eight (8) Toolkits which includes: • • • • • • • • Legalities and Compliances in the Tourism Industry Website planning and development in the Tourism Industry Business Planning in the Tourism Industry Marketing in Tourism Quality Assurance and Customer Care Tourism Channel Communication in Tourism Business Administration in Tourism BUSINESS PLANNING IN THE TOURISM INDUSTRY The information in this toolkit has been compiled to assist you in your thinking about what should be included in your business plan. It also aims to increase your level of business knowledge and your confidence in preparing a reliable business plan. This Toolkit is targeted at small businesses, people wishing to enter the tourism industry as entrepreneurs and existing businesses within the industry. The guidelines will also assist you to focus on the potential viability and sustainability of your business. Although the information is of a general nature, we are sure that it will guide you towards ensuring that your company meets industry standards. We look forward to assisting you to grow within the tourism industry. Yours in tourism, TOURSIM ENTERPRISE PROGRAMME Toolkit Project Team © Tourism Enterprise Programme
Slide 4: Version Two: May 2007 TEP T04 CONTENTS 1. 2. 3. What is a business plan? What are the benefits of writing a business plan? What are the main content areas that should be included in a business plan? 4. 5. What is the single most important aspect of the business plan? What are some of the elements a banker would look for in a business plan? 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. Why should a business plan be done right? Checklist for starting a successful business Some further issues to consider Are you considering buying an existing business? Researching your business idea and proposal is very important Avoid the common business plan pitfalls Some quick tips for writing your business plan Suggested business plan format Other SMME service providers Characteristics of a financially successful business Profile of a successful entrepreneur What do banks look at when considering a loan? Business plan fees Examples of financial calculations 7 7 7 10 10 13 15 16 17 19 20 20 21 22 22-23 5 6 5 5 © Tourism Enterprise Programme
Slide 5: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 1. WHAT IS A BUSINESS PLAN? 11 A business plan records the series of actions that are required to be carried out in order to achieve your business goals. 2. WHAT ARE THE BENEFITS OF WRITING A BUSINESS PLAN? A Business Plan helps you to: a) b) c) d) e) f) g) h) i) develop a competent business strategy; take an objective, critical, unemotional look at the business in its entirety; determine the feasibility and viability of the business; simulate the real situation on paper; think through the important issues methodically; anticipate problems before they occur; develop an operating tool to manage the business and work towards success; prevent ad hoc decision making; communicate your ideas to various stakeholders. 3. WHAT ARE THE MAIN CONTENT AREAS THAT SHOULD BE INCLUDED IN A BUSINESS PLAN? The contents will vary depending on the nature of the business - whether it is engaged in the service industry or manufacturing, whether it is a start-up, growing or mature business, etc. It is not the headings in the table of contents that are important, but the content under each heading in the business plan that is relevant. The Business Plan would include elements such as: a) b) c) d) e) Executive Summary History of the Company Business Objectives Manufacturing Plan Production Plan © Tourism Enterprise Programme
Slide 6: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT f) g) h) i) j) k) l) m) n) o) Personnel Plan Products and Services Marketing and Sales Plan Competition Research and Development Management Plan Financial Plan Operational Plan Conclusion Supporting Documents and Annexes When it comes down to it, the business plan is a work of art in its own right and should express the entrepreneur’s strategy and operational plans. The contents of the plan must, therefore, be clear and unambiguous. New Business Idea Sound Business Plan Yes No Clear Business Strategy Sound Marketing Plan Sound Service Plan Sound Manufacturing Plan Sound Financial Plan Sound People Plan Sound Operational Plan Vague Business Strategy Fuzzy Marketing Plan Questionable Service Plan Confusing Manufacturing Plan Unconvincing Financial Plan Unresolved People Plan Obscure Operational Plan 4. WHAT IS THE SINGLE MOST IMPORTANT ASPECT OF THE BUSINESS PLAN? Investors and bankers focus much attention on the capabilities of the owner (frequently referred to as “the jockey!”). In other words, the person or people who will be responsible for ensuring that the business is successful. © Tourism Enterprise Programme
Slide 7: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 5. WHAT ARE SOME OF THE ELEMENTS A BANKER WOULD LOOK FOR IN A BUSINESS PLAN? 15 a) b) c) d) e) Did the owner personally do a lot of the “research legwork”? Can the owner substantiate statements made in the business plan? Does the owner understand the financial plan? Does the owner display a passion for the business and being successful? Does the owner have sufficient knowledge of the industry dynamics and the factors which may affect the industry in which the business will be operating? 6. a) WHY SHOULD A BUSINESS PLAN BE DONE RIGHT? One vital feature of a business plan is that if you do not do it right, there is a strong likelihood that the business will not successfully survive the first year or two. Business planning needs to be undertaken seriously because it is an important, tangible representation of who you are, what you are and what you want to be to prospective stakeholders. b) 7. CHECKLIST FOR STARTING A SUCCESSFUL BUSINESS General a) b) c) d) e) f) g) h) i) Do you know what it takes? Do you have what it takes? Do you understand the business risks? Do you understand how to reduce business risks? Have you taken any special courses/seminars/training that will help you in your business? Is your idea original? Will it be difficult for someone else to have the same idea? Have you checked to see whether other companies offer the same idea? Have you checked the feasibility of your idea with some knowledgeable people (not necessarily family members)? © Tourism Enterprise Programme
Slide 8: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT j) k) l) m) n) o) p) q) Have you spoken to a banker about your plans? Have you calculated the potential sales achievable? Have you calculated the potential profitability achievable? Do you know how much money will be required to get the business started? Have you saved enough money to make at least a 25% contribution towards the required funds to start the business? Do you know what the breakeven sales level (or breakeven volume) is? Do you know when your business will reach the breakeven point? Will you have some money reserves in case of time delays/emergencies? Your business location is VERY important a) b) c) d) e) f) Have you identified a good location for the business? Did you evaluate several locations before making your final selection? Does the location have expansion possibilities? Have you calculated the shop fitting cost accurately? Will the landlord keep your option open until you are ready to start? Have you read the lease agreement? Have you considered the various business risks that will impact on the business? a) b) c) d) e) Have you considered what could happen if sales projections are not achieved in the first few months? Have you considered what could happen if gross profit percentage is not achieved? Have you considered what could happen if a net loss is made? Have you considered what could happen if the business takes longer to open its doors than anticipated? Have you considered what would happen if you get sick? Staff can “make” or “break” you a) b) c) Will you be employing first-class staff? What value will the staff bring to the business? It is usually better not to employ family members. © Tourism Enterprise Programme
Slide 9: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Promoting your business a) b) c) d) e) Have you considered how to promote/market the business? Have you looked at methods/techniques used by other businesses or competitors? Have you decided to which types of customers you wish to sell? Are businesses in your proposed location doing well? Are businesses similar to yours doing well in general? Pricing your products a) b) c) Have you considered how to price your products/services? Have you checked with potential customers as to whether the pricing is acceptable? Do you know what gross profit you should be achieving? Important REGULATORY Issues You will need to register: a) b) c) d) e) f) your close corporation/company for personal tax and as a provisional taxpayer for company tax for VAT for PAYE for UIF For more information on legal requirements please refer to the “TEP Legal Toolkit”, which is available for download from www.tep.co.za. Financial Plan Assumptions a) • • • Have you considered the assumptions to be incorporated in the financial plan? They must be realistic and achievable. They must be based on research. Remember that all assumptions are interlinked and should make sense. © Tourism Enterprise Programme
Slide 10: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT b) • • • • • • • • • 8. a) b) c) Examples of typical assumptions: Time until first sale (time to market) Sales volume over time (market share to be captured) Rates of depreciation Currency conversion rates Predicted growth Start up costs including capital costs, overheads and costs of sales Gross profit percentage Payment cycles Stock levels SOME FURTHER ISSUES TO CONSIDER A good quality business plan alone is not sufficient to ensure a profitable and cash positive business. A good quality business plan plus a sound team are the basic cornerstones for planning a successful, profitable and cash positive business. The vast majority of successful small companies are built around a team and not a single entrepreneur. For example, they often employ the services of some or all of the following: • • • • • • • 9. a) b) c) Competent legal advisor Competent accountant Competent banker Competent business advisor Competent sales staff Competent production staff Competent financial staff ARE YOU CONSIDERING BUYING AN EXISTING BUSINESS? Have you made a list of pros and cons about buying a business that someone else has started? Are you sure you know the real reason why the owner wants to sell? Have you compared the cost of buying the business with the cost of starting a new business? © Tourism Enterprise Programme
Slide 11: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT d) e) f) g) h) i) j) Is the stock up to date and in good condition? Are the premises in good condition? Have you talked to other business people in the area to find out what they think of the business? Have you talked to some of the main suppliers? Have you talked to a lawyer about your proposal? Have you spoken to the existing accounting firm about this business? Have you undertaken a due diligence of the business? TYPICAL SUMMARY OF DUE DILIGENCE PROCEDURES If you are serious about buying a business and do not wish to get into something over your head, then it is vital to undertake a due diligence of the business you wish to purchase. Remember, once you have bought a bad business it is very difficult to get out – rather let a doubtful business opportunity go by. There are always other opportunities at a more acceptable risk. Dealing with a seller who does not want to provide information is the first warning sign. Typical contents of a due diligence summary: Strategic Overview a) History and background of the business b) Examine the industry – growing, mature or declining Business & Operational Overview a) Directors and senior management b) Human resources c) Products and services d) Premises e) Production Activities f) Research and development Accounting and Information Systems Overview a) Business control systems b) Previous audits c) Internal controls © Tourism Enterprise Programme
Slide 12: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT d) e) Information technology Accounting policies Financial Overview a) Past financial results b) Current financials c) Profit forecasts and budgets d) Taxation (business tax, VAT, PAYE, SDL, etc.) Trading Overview a) Sales activity b) Customer base c) Product mix d) Product pricing e) Order book f) Order backlog g) Sales and distribution channels h) Markets and marketing strategy i) Effects of related businesses in the group j) Supplier profile k) Cost of goods sold l) Operating expenses Assets Review a) Property b) Plane and equipment c) Inventory d) Accounts receivable e) Loans owing to the business f) Bank and cash g) Prepaid expenses, intangibles and other assets Liabilities Review a) Long term debt profile b) Accounts payable c) Accrued liabilities © Tourism Enterprise Programme
Slide 13: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Cash Flow Review a) Working capital management b) Cash reserves c) Banking facilities d) Forecast cash flow Risk Management a) Contractual commitments b) Contingent liabilities c) Insurance cover d) Employee benefits e) Environmental factors Key Business Success Factors a) To date, what made the business successful (or not successful)? Remember that this is a typical list and there may be other factors to investigate in the circumstances of a particular business and industry. 10. RESEARCHING YOUR BUSINESS IDEA AND PROPOSAL IS VERY IMPORTANT Useful Websites for Business Planning and Market Research are: Organisation Tourism Enterprise Programme Business Trust Government Website Department of Labour Department of Trade and Industry National Treasury - Department of Finance South African Revenue Services (SARS) Statistics South Africa Proudly South African © Tourism Enterprise Programme Website Contact Details www.tep.co.za www.btrust.org.za www.gov.za www.labour.gov.za www.thedti.gov.za www.finance.gov.za www.sars.gov.za www.statssa.gov.za www.proudlysa.co.za
Slide 14: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Gauteng Tourism Authority South African Cities Network Bureau of Market Research, UNISA NAFCOC Trade Edge Business Solutions ECI Africa Umsobomvu Youth Fund Foundation for Development in Africa Advertising Standards Authority of South Africa Future View SEDA Gauteng Enterprise Propeller (GEP) Association of South African Travel Agents (ASATA) Bed and Breakfast Association of South Africa (BABASA) Federated Hospitality Industry of Southern Africa (FEDHASA) South African Association for the Conference Industry (SAACI) South African Tourism Services Association (SATSA) Tourism Business Council of South Africa (TBCSA) Tourism Grading Council of South Africa (TGCSA) Bizland SME Toolkit Business Partners Khula Enterprise Finance First National Bank Standard Bank ABSA Nedbank National Empowerment Fund Bizcommunity South Africa Info South Africa Advertising Research Foundation © Tourism Enterprise Programme www.gauteng.net www.sacities.net www.unisa.co.za www.nafcoc.org.za www.tradeedge.co.za www.eciafrica.co.za www.uyf.org.za www.foundationdevelopment-africa.orgw www.asasa.org.za www.futureview.co.za www.seda.org.za www.gep.co.za www.asata.co.za www.babasa.co.za www.fedhasa.co.za www.saaci.co.za www.satsa.com www.tbcsa.org.za www.tourismgrading.co.za www.bizland.co.za www.africa.smetoolkit.org www.businesspartners. co.za www.khula.org.za www.fnb.co.za www.standardbank.co.za www.absa.co.za www.nedbank.co.za www.nefcorp.co.za www.bizcommunity.com www.southafrica.info www.saarf.co.za
Slide 15: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT South African Reserve Bank South African Chamber of Business Finmark Trust Finscope Exhibition Association of South Africa Travel News Black Management Forum Catering, Restaurant & Food Services Association of South Africa Franchise Association of South Africa Department of Environmental Affairs & Tourism (DEAT) Credit Guarantee Insurance Corporation of Africa Development Bank of South Africa (DBSA) Industrial Development Corporation Gauteng Economic Development Agency Direct Access/Grant Thornton Conference Industry info Southern African Tourism Services Association (SATSA) www.fasa.co.za www.environment.gov.za www.creditguarantee.co.za www.dbsa.org www.idc.co.za www.geda.co.za www.saconference.co.za www.satsa.co.za www.resbank.co.za www.sacob.co.za www.finmarktrust.org.za www.finscope.co.za www.exsa.co.za www.travelinfo.co.za www.bmfonline.co.za www.catra.co.za 11. AVOID THE COMMON BUSINESS PLAN PITFALLS Here is a list of common business plan pitfalls to avoid when considering your business plan: 1 2 3 4 5 6 7 8 9 10 My business is too small to have a business plan. I’ll just get a consultant to write it for me and that will be good enough. Spending money to develop a business plan is such a waste. Trying to assess what can go wrong is a waste of time. Lack of assessment and understanding of the business and financial risks Underestimating how long it takes to build up a good customer base Underestimating the need to advertise and promote in order to create awareness of the business Underestimating the need to find good staff Excessive length of the business plan, which detracts from the main issues Excessive detail, which clouds the main issues © Tourism Enterprise Programme
Slide 16: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 11 12 13 14 15 16 17 18 19 20 21 22 Excessive appendices regarding production/engineering detail, designs, etc. Excessive write-up about the production or engineering process in the body of the plan Excessive write-up regarding the financials in the body of the plan Irrelevant market and demographic data cluttering up the business plan With all the information on the Internet it is easy to go over the top with market research. It is easy to get carried away with charts, graphs and figures that do little to add value to the write-up. Information should be relevant and support the specific business strategies outlined. Lack of or unrealistic assumptions and projections Projecting too high a level of sales in the first few months to cover inadequacy of start-up capital available Inadequate thoughtful narrative explaining penetration levels, market growth and revenue sources Avoid superlatives (e.g. “greatest”, “best”). Rather explain exactly why your product is the “best”, for example. Avoid use of non-assertive language. This includes vague, qualifying words such as “might”, “probably”, “maybe” and “perhaps” that can have a subtly negative effect on the reader. Be positive and definitive. First impressions count. Check for spelling mistakes, grammar, punctuation, unprofessional language, numbers that do not total and poor organisation/ logic of the business plan. Grudgingly prepared because the business plan is needed to raise finance and never really referred to again Using Internet business plan templates in a mechanical way without making them specific to your actual business. 23 24 25 12. 1 2 3 SOME QUICK TIPS FOR WRITING YOUR BUSINESS PLAN Don’t just start writing Plan out the entire process before beginning Have a brainstorming session with partners, trusted associates, people who know the business and a business advisor to get a few different views © Tourism Enterprise Programme
Slide 17: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Perform research and develop strategies first ENSURE THAT YOUR BUSINESS IDEA IS FEASIBLE AND VIABLE Limit your written plan to no more than 30-50 pages Limit the executive summary to a maximum of 2 pages Include supporting documentation in the annexes/appendices Prepare realistic financial projections Use graphics to highlight critical matters, but do not get carried away Research your competition particularly well and find out what makes them strong or weak Obtain brochures, product catalogues, website information, etc. from similar businesses Define your service well – explain carefully what market need your product/ service will address Think through how your product/service will be different from similar services already provided Explain how the “widgets” will actually be sold to the specific clients identified Ask a few trusted business people to review your plan Support assumptions with independent sources as far as possible Go the extra mile in devoting time to preparing and discussing the content of the business plan Gather reliable business information Focus on the CASH FLOW of the business and then focus on the CASH FLOW of the business and then focus on the CASH FLOW of the business!!!!!! SUGGESTED BUSINESS PLAN FORMAT 13. A business plan format is a useful guideline to structure your thoughts into a logical business plan. However, do not think that these are the only items. Delete or add to the business plan format as you see fit in order to properly explain your business to relevant stakeholders. 1. 2. Executive Summary Business Strategy 2.1 “What is it?” 2.2 Business Life Cycle 2.3 Vision © Tourism Enterprise Programme
Slide 18: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 2.4 Mission 2.5 Medium to Long Term Business Objectives Marketing Plan 3.1 Market Assessment 3.2 Market Segments 3.3 Target Markets 3.4 Specific Customers 3.5 Product 3.6 Pricing 3.7 Location 3.8 Promotion 3.9 Marketing Mix 3.10 SWOT Analysis 3.11 Competitor Analysis Management Plan 4.1 Structure 4.2 Experience & Qualifications Financial Plan 5.1 Assumptions 5.2 Required Business Investment 5.3 Summarised Income Statement for Year 1 5.4 Breakeven Sales 5.5 Breakeven Sales Safety Margin 5.6 Summarised Cash Flow Projection for Year 1 5.7 Cash Safety Margin for Year 1 5.8 Balance Sheet Projection for Year 1 5.9 Financial Ratios at end Year 1 5.10 Financial Sensitivity Analysis 5.11 Financial Controls 5.12 Physical Assets 5.13 Bank Loan Requirement and Security Profile Operational Plan 6.1 Suppliers 6.2 Legislation Issues 6.3 Taxation 6.4 Legal Issues 3. 4. 5. 6. © Tourism Enterprise Programme
Slide 19: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 6.5 Management of Intellectual Assets 6.6 Judgements 6.7 Litigation 6.8 Action Plans 6.9 Corporate Governance 6.10 Business Values Risks 7.1 Management Vulnerability 7.2 Business Instability 7.3 Business Planning 7.4 Record-Keeping 7.5 Loan Non-Repayment 7.6 Stock 7.7 Suppliers 7.8 Debtors 7.9 Contingent Liabilities 7.10 Barriers to Entry 7.11 Seasonal Fluctuations 7.12 Financial Sensitivity 7.13 Other Risks Conclusion OTHER SMME SERVICE PROVIDERS 7. 8. 14. TEP works alongside other SMME service providers in trying to assist SMME entrepreneurs, readily directing entrepreneurs to those service providers where the services required fall outside the scope of TEP services. Examples of other such service providers include: Khula Enterprise Finance (a service unit of the Department of Trade and Industry) Preparation of business plans for loan finance to a bank and mentorship services Telephone 012 394-5560 or toll free 0800 11 88 15 Website www.khula.org.za © Tourism Enterprise Programme
Slide 20: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Umsobomvu Youth Fund: Business Development Services Voucher Programme Provision of business support services to entrepreneurs between the ages of 18 and 35. Services include: Accounting and bookkeeping Branding and design of business forms Business plan development Tendering support Business administration and financial administration Business process re-engineering Business feasibility and due diligence Legal services Marketing plan development Web design for marketing purposes Call Centre 08600 96884 Website www.uyf.org.za 15. CHARACTERISTICS OF A FINANCIALLY SUCCESSFUL BUSINESS A business plan is only the beginning of the process of building a successful business. Much will depend on your passion for success. The characteristics of a financially successful business usually include the following: 1. 2. 3. 4. 5. 6. Profitable Positive cash flow Well structured balance sheet Adequate return to owner Loans repayable from trading cash flow Good working capital management 16. PROFILE OF A SUCCESSFUL ENTREPRENEUR Banks look very closely at the “jockey” and will assess the overall fighting spirit and integrity of the entrepreneur. Do you have the characteristics of a potentially © Tourism Enterprise Programme
Slide 21: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT successful entrepreneur? Characteristics such as: High energy, health and emotional stability Goal orientated Sense of urgency Status (less important than achievement orientation) Moderate risk taker Creative and innovative Ability to deal with failure and overcome problems Enthusiastic Self control Self confident Realistic Need for control (i.e: not good at delegating) Hungry for accomplishment Support of family 17. WHAT DO BANKS LOOK AT WHEN CONSIDERING A LOAN? Most banks have some form of credit model or process that they use as a general starting point when evaluating loan applications. This is the “bank speak” (similar to “doctor speak” or “lawyer speak”, for example). Many bankers speak of the “5 Cs”– The “5 Cs” 1. Character “Who are you?” – Banks lend to people not to plans. Plans support people. The key to the success or failure of the business is the owner. 2. Capacity “Why is the business financially viable?” The financial projections of the business should be realistic and show that the business will be profitable and cash positive. © Tourism Enterprise Programme
Slide 22: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 3. Content “Where will the money go?” What will the money be used for and how will it be repaid? 4. Contribution “What can you bring to the party?” The entrepreneur will be expected to contribute t least 25% of the total start-up capital required and thus have a vested interest in the success of the business. 5. Collateral “What will happen if the business fails?” A banker would also, in most instances, require security or collateral to secure the amount to be financed. 18. BUSINESS PLAN FEES Typically, fees charged by business plan service providers range from R6,000 to R12,000 but could be much higher depending on the complexity of the business plan. Please refer to the TEP “Let’s do Business Toolkit” for information on how TEP can further assist with the development of Business Plans. 19. EXAMPLES OF FINANCIAL CALCULATIONS Some examples of important financial calculations are shown below: 1. Mark-Up Percentage (%) Gross Profit x 100/Purchases (or Cost of Sales) © Tourism Enterprise Programme
Slide 23: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT 2. Gross Profit Percentage (%) Gross Profit x 100/Sales 3. Expenses Percentage (%) Expenses x 100/Sales 4. Net Profit Percentage (%) Net Profit x 100/Sales 5. Current Ratio Current Assets/Current Liabilities 6. Level of External Debt to Total Assets Percentage (%) (Long Term Debt plus Short Term Debt) x 100/Total Assets © Tourism Enterprise Programme
Slide 24: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Notes: © Tourism Enterprise Programme
Slide 25: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Notes: © Tourism Enterprise Programme
Slide 26: Version Two: May 2007 TEP T04 BUSINESS PLAN TOOLKIT Notes: The information contained in this booklet is of a general nature and should not be construed as constituting legal or other professional advice, nor should it be relied on as a substitute for legal or other professional advice. Readers seeking more information or advice are strongly advised to seek professional advice should it be necessary. The processes that are recommended in this publication are as accurate as possible at the time of going to press. Processes may, however, change with time and/or from province to province. Following a process recommended in this book may, therefore, not always be the exact one for your needs. This publication is, nonetheless, intended to be of as much assistance and guidance as possible. © Tourism Enterprise Programme
Slide 28: CONTACT DETAILS Gauteng Free State Head Office Physical Address : Woodmead Business Park, 145 Western Service Road, Woodmead, Johannesburg Postal Address : P O Box 409, Wendywood, 2144 Telephone : 011 804 5750 Fax : 011 802 8448 Email : info@tep.co.za Regional Representative : Ceder Investments CC Physical Address : 78 Victoria Road, Unit 2, Willows, Bloemfontein Postal Address : P O Box 32347, Fichardt Park, Bloemfontein, 9317 Telephone : 051 444 0070 or 086 110 5845 Fax : 051 444 0579 Email : freestate@tep.co.za KwaZulu-Natal Regional Representative : Golden Spot Trading 664 CC Physical Address : 2nd Floor, Tourist Junction Building, 160 Pine Street, Durban Postal Address : P O Box 6573, Zimbali, 4418 Telephone : 031 305 7006 Fax : 031 301 7912 Email : kzn@tep.co.za Northern Cape Regional Representative : Ceder Investments CC Physical Address : 3 Chapel Street, Kimberley Telephone : 053 832 2799 Fax : 053 832 3006 Email : ncape@tep.co.za Eastern Cape – Port Elizabeth Western Cape Regional Representative : African Equations CC Physical Address : Ground Floor, I.L. Rosenberg House, 80 Jordaan Street, Cape Town, 8001 Postal Address : P O Box 16649, Vlaeberg, 8018 Telephone : 021 422 0203 Fax : 021 422 0220 Email : wcape@tep.co.za Physical Address : 108 Tourism Centre, Cnr Walmer Boulevard, Mitchell Street, South End Telephone : 041 582 2150 Fax : 041 582 2234 Email : pe@tep.co.za Eastern Cape – East London Physical Address : 59 Western Avenue, Sanlam Park, Vincent Telephone : 043 727 0480 or 011 832 2014/5 Fax : 043 727 1002 or 011 832 2030 Email : eastlondon@tep.co.za Mpumalanga Regional Representative : Silulu Investment Services (Pty) Ltd Physical Address : 14 Henshall Street, Nelspruit Postal Address : P O Box 2270, Nelspruit, 1200 Telephone : 013 752 2300 Fax : 013 752 3496 Email : mpumalanga@tep.co.za Limpopo Physical Address : Standard Bank Building, 49 Landdros Mare, Polokwane Telephone : 015 295 7287 or 011 832 2014/5 Fax : 015 295 7294 011 832 2030 Email : limpopo@tep.co.za North West Physical Address : 2 Joule Street, Industrial Site, Mafikeng, 2745 Postal Address : P O Box 130, Mafikeng, 2745 Telephone : 018 381 1660 or 011 832 2014/5 Fax : 018 381 1667 or 011 832 2030 Email : northwest@tep.co.za