Sample portfolio
Sample plan: specialty coffee roastery and cafés
A full-plan sample for a fictional Jeddah roastery supplying three cafés and opening a third location. Illustrative figures, labelled throughout.
Jeddah Roast Co. — fictional sample: a specialty coffee roastery supplying three Jeddah cafés, seeking a bank loan for roasting equipment and a third location.
All figures on this page are illustrative sample figures invented for a fictional business. They are not benchmarks, not client data and not a forecast.
Contents of the sample document
- Executive summary
- Business description and locations
- Market analysis
- Products and pricing
- Operations: sourcing, roasting, staffing
- Marketing and sales channels
- Management and roles
- Financial plan
- Funding ask and use of funds
- Risks and mitigations
Executive summary excerpt
Sample text for a fictional business.
Jeddah Roast Co. is a specialty coffee roastery operating from a single production unit in Jeddah and supplying three independent cafés under wholesale agreements. The business has outgrown its current roasting capacity: the existing 5 kg roaster runs at practical capacity during peak weeks, and wholesale demand is being declined.
The proposed investment funds a 15 kg production roaster and the fit-out of a third retail location that will operate as both a café and a brand showcase for wholesale customers. The combined investment is SAR 950,000, of which SAR 420,000 is production equipment, SAR 310,000 is fit-out, SAR 150,000 is working capital and SAR 70,000 is contingency.
The plan projects revenue of SAR 1.85 million in year one, growing to SAR 3.05 million in year three as wholesale volume increases and the third location reaches stabilised trading. Gross margin is assumed at 42% in year one, improving modestly as green coffee purchasing consolidates. The loan is structured over five years, with repayment supported by operating cash flow from month fourteen.
The principal risk is demand concentration: three wholesale customers represent most of current volume. The plan addresses this through direct-to-consumer sales at the new location and a target of six wholesale accounts by the end of year two.
Market snapshot
General context, not market statistics. No figures are asserted as market data.
| Factor | Observation | Implication |
|---|---|---|
| Demand | Specialty coffee consumption in Jeddah is served by cafés, roasters and imported retail beans | Wholesale and retail both viable, with different margins |
| Competition | Independent cafés and established roasters compete on quality and consistency | Differentiation must be tangible, not claimed |
| Supply | Green coffee is imported; lead times and currency affect cost | Working capital and price review needed |
| Location | Café performance depends on footfall and repeat local custom | Rent must be affordable at realistic covers |
| Seasonality | Ramadan and summer change trading patterns | Monthly model, not annual averages |
Financial highlights
Illustrative sample figures — fictional business.
| Item | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue (SAR) | 1,850,000 | 2,420,000 | 3,050,000 |
| Gross margin % | 42% | 44% | 45% |
| Gross profit (SAR) | 777,000 | 1,064,800 | 1,372,500 |
| Operating costs (SAR) | 620,000 | 760,000 | 890,000 |
| Net result (SAR) | 157,000 | 304,800 | 482,500 |
| Break-even month | Month 14 (sample-model output) |
Funding ask and use of funds
Illustrative sample figures — fictional business.
| Use of funds | Amount (SAR) | Basis |
|---|---|---|
| 15 kg production roaster and installation | 420,000 | Supplier quotation (sample) |
| Third location fit-out | 310,000 | Fit-out allowance |
| Working capital | 150,000 | Green coffee and payroll during ramp |
| Contingency | 70,000 | Approximately 8% of capital items |
| Total | 950,000 |
What this sample demonstrates
- Full-plan structure — all ten sections present, not an outline.
- Lender-facing clarity — the ask is itemised, and repayment logic is stated in general terms.
- Assumptions stated, not hidden — margin, volume and ramp are visible.
- Honest risk treatment — customer concentration is named rather than avoided.