Centurion Motor Exchange Business Plan — Conclusion
What the numbers support, what they do not, and the terms on which the plan recommends proceeding.
Section 25 of 28
Conclusion
Jump to section
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan
- 20. Funding Requirement and Structure
- 21. Debt Serviceability
- 22. Investment Case and Valuation
- 23. Sensitivity and Scenario Analysis
- 24. KPIs and Management Dashboard
- 25. Conclusion
- A. Appendix A: Scenario Parameters
- B. Appendix B: Year-1 Monthly Projections
- C. Appendix C: Sources and Glossary
A credible, staged, asset-backed opportunity with honest mid-teens-to-high-teens returns
Centurion Motor Exchange addresses a real gap in a large and growing market: assured, reconditioned used vehicles at mainstream prices, sold with multi-bank finance and a clear after-sale promise. Its economics are those of a well-run dealer, R36.4k of gross profit per unit, a 3.3% EBITDA margin at maturity and a stock-driven balance sheet, and its plan requires only a small share of its catchment.
The base case delivers R474m of revenue, R15.4m of EBITDA and R19.3m of cash by FY32, repays all term debt, and returns 1.99x and 18.0% to the Investor. Those returns are respectable rather than exceptional, and the downside is uncomfortable: a single-site business that survives but breaches covenants and needs further support. The milestone-gated structure is what keeps that downside contained.