Cluck ’n Go — Sensitivity & Scenario Analysis

To assess the robustness of the financial projections and investment returns under varying market conditions, three scenarios have been modelled: a base case reflecting management's best estimates, a bear case assuming a 20% revenue shortfall, and a bull case modelling a 20%…

Cluck ’n Go (Pty) Ltd Business PlanSection 10 › Sensitivity & Scenario Analysis

Section 10 · Business Plan

Sensitivity & Scenario Analysis

To assess the robustness of the financial projections and investment returns under varying market conditions, three scenarios have been modelled: a base case reflecting management's best estimates, a bear case assuming a 20% revenue shortfall, and a bull case modelling a 20%…

Base Case NPV (12%)
R8.5 million

Across bear, base and bull scenarios, with a base-case 22% IRR and a 3.5-year payback.

To assess the robustness of the financial projections and investment returns under varying market conditions, three scenarios have been modelled: a base case reflecting management’s best estimates, a bear case assuming a 20% revenue shortfall, and a bull case modelling a 20% revenue outperformance.

Scenario Year 5 Revenue Year 5 EBITDA IRR NPV (12% discount) Payback
Bear Case (–20%) R21,600K R4,500K 12% R2.1M 5.5 years
Base Case R27,000K R7,827K 22% R8.5M 3.5 years
Bull Case (+20%) R32,400K R11,200K 35% R16.2M 2.5 years
Figure
Business Plan Chart — visualised from the accompanying data.

Figure 10.1: Sensitivity Analysis – Key Scenarios

The analysis confirms that even under bear-case assumptions, the investment generates a positive IRR of 12% and an NPV of R2.1 million, validating the fundamental viability of the business model. The base case delivers a compelling 22% IRR with a 3.5-year payback, while the bull case demonstrates significant upside potential at 35% IRR.

10.1 Key Sensitivity Variables

The financial model is most sensitive to the following variables, in order of impact: average transaction value (a 10% increase adds approximately 3 percentage points to IRR), daily customer count (directly correlated with revenue throughput), food cost percentage (every 1% improvement in COGS ratio adds approximately R187,500 to annual EBITDA at base revenue), and staff productivity (measured by revenue per employee).

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