Sparkle Lane Business Plan — Break-Even
The cars per day and subscriber base needed to cover the site cost base, and when each site crosses its own break-even.
Break-Even
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- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. The Competitive Problem
- 3. Water: Compliance First, Saving Second
- 4. The Subscription Model
- 5. SWOT and Competitive Position
- 6. The Site and the Offer
- 7. Site Selection
- 8. Unit Economics
- 9. The Rollout and Its Gates
- 10. Funding
- 11. People and Operations
- 12. Compliance and Permits
- 13. Financial Projections
- 14. Break-Even
- 15. Sensitivity and Scenarios
- 16. Risk Management
- 17. Implementation Timeline
- 18. Returns
- 19. Key Performance Indicators
- 20. Key Assumptions
- 21. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Site Capital Schedule
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
|
Measure |
Value |
Basis |
|---|---|---|
|
Break-even revenue per site |
R2.23m |
Site fixed cost divided by the contribution margin |
|
Break-even cars per day |
50 |
At a blended R126.86 per car |
|
Plan at maturity |
66 cars per day |
The modelled mature site throughput |
|
Margin of safety |
24.2% |
The buffer against weather and seasonality |
|
Revenue per car |
R126.86 |
Blended across walk-in, subscription and ancillary |
|
Including group overhead at a third share |
49 cars per day |
25.8% margin of safety once overhead is shared across three sites |
A margin of safety of 24.2 per cent sounds comfortable on an annual view. It is not comfortable in a wet fortnight. This is precisely what the subscription base is for: R3.52 million of Year 5 revenue arrives whether it rains or not, and that converts a weather-dependent business into one with a floor beneath it.