Start-up Funding | |
Start-up Expenses to Fund | $91,000 |
Start-up Assets to Fund | $135,000 |
Total Funding Required | $226,000 |
Assets | |
Non-cash Assets from Start-up | $65,000 |
Cash Requirements from Start-up | $70,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $70,000 |
Total Assets | $135,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $30,000 |
Long-term Liabilities | $20,000 |
Accounts Payable (Outstanding Bills) | $5,000 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $55,000 |
Capital | |
Planned Investment | |
Investor 1 | $100,000 |
Investor 2 | $71,000 |
Other | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $171,000 |
Loss at Start-up (Start-up Expenses) | ($91,000) |
Total Capital | $80,000 |
Total Capital and Liabilities | $135,000 |
Total Funding | $226,000 |
The watches will be mid-level all-around high-quality sports watches.
The price will be very competitive: $100-$200.
Grutzen Watches are elegant analog watches with sporting characteristics, able to be used to depths of 100 meters under water.
Grutzen Watches will have the following sustainable competitive advantages:
Grutzen Watches will use advertising, public relations, and sales programs to make the public aware of the watches.
PC-based software will be used for accounts receivable/payable, inventory, purchasing, sales, shipping, and returns.
This business plan uses Business Plan Pro from Palo Alto Software, Inc. and it will be reviewed and updated as necessary.
A luxury watch is the current main focus for a future product. Other future products could include alarm clocks, wall clocks, and clocks for luxury automobiles built in Germany.
The purchase of mid-level and high-level European watches has increased by 50 percent over the past two years. We expect the sales to continue growing, and to capitalize on this ever-present market for watches – people will always need and buy watches.
The market segmentation is divided into the leading target markets. The division reflects the differences in marketing strategy that will be used to target each different market.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
New Yuppies | 5% | 100,000 | 105,000 | 110,250 | 115,763 | 121,551 | 5.00% |
Trend Yuppies | 2% | 50,000 | 51,000 | 52,020 | 53,060 | 54,121 | 2.00% |
Older Adults | 5% | 25,000 | 26,250 | 27,563 | 28,941 | 30,388 | 5.00% |
Other | 4% | 20,000 | 20,800 | 21,632 | 22,497 | 23,397 | 4.00% |
Total | 4.15% | 195,000 | 203,050 | 211,465 | 220,261 | 229,457 | 4.15% |
The watch industry, particularly the upscale markets, is growing faster than ever. Potential watch buyers are willing to spend moderate to high amounts on watches because they can make the customer look good – and hence feel good about themselves. In addition, Grutzen Watches will be built to last a lifetime – battery replacement every ten years will be the only necessary maintenance, therefore customers will see the inherent value in the watches.
The upscale niche market that Grutzen Watches has targeted is competitive because of the competitors and the discerning consumers it serves. However, the competition is based more on quality than price unlike the discount market.
The upscale watch industry is currently in a growth period, so now is an ideal time for entry.
Henry Winster will distribute the watches to Los Angeles and San Francisco outlets from his residence in Los Angeles.
The leading competitor is Swiss Army Watches.
Consumers often only buy a new watch every 5 to 10 years, yet they purchase them often as gifts. Therefore, advertising will be increased during the Christmas holiday season.
The intended retail outlets are full price and full service, therefore Grutzen will not need to use an extreme price penetration strategy to gain a foothold in the market.
Our main competitor is Swiss Army Watches. Our next closest competitor is Tag Heuer. Both of these firms have strong brand equity, but there is room in this market for a new company as brand loyalty is not high on potential consumers’ reasons for purchasing.
Grutzen Watches’ strategy is to serve niche markets of the watch industry. It will capitalize on the German engineering and manufacturing used to build the watches. There are many untapped potential markets that desire high-quality goods, but do not think they can afford them or do not know where to purchase them. Grutzen Watches’ marketing strategy will alleviate this problem.
The marketing strategy will focus on two segments:
The pricing strategy will be to initially undercut our main competitors by 10%, using a market penetration strategy. Then, pricing will be adjusted to be directly competitive with the other major competitors.
Promotion will be initially spearheaded by public relations because of its low cost, and then through advertising once the company begins to increase cash flow to an acceptable figure.
5.2.1 sales forecast.
The following table and chart show our present sales forecast.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Sales | $1,066,000 | $1,307,000 | $1,515,000 |
Other | $0 | $0 | $0 |
Total Sales | $1,066,000 | $1,307,000 | $1,515,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Sales | $410,000 | $500,000 | $610,000 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $410,000 | $500,000 | $610,000 |
Sales will be made by Henry Winster and the sales reps. Outlets that achieve the highest figures in sales will receive 2% discounts in order to encourage increasing sales.
This table lists important program milestones, with dates and managers in charge and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan | 4/16/1998 | 4/16/1998 | $4,000 | FG | Devpt |
Factory Selection | 5/5/1998 | 5/5/1998 | $6,000 | FG | Finance |
Retainer Contracts | 6/1/1998 | 6/1/1998 | $2,500 | HW | Sales |
Brochures | 6/11/1998 | 6/11/1998 | $5,500 | HW | Marketing |
Copywrite | 6/28/1998 | 6/28/1998 | $6,500 | WY | Legal |
Totals | $24,500 |
Grutzen Watches is currently not hiring any more employees. The decision has been made to postpone further hiring until the company begins to succeed.
After approximately one year, two employees will be added to the current six.
Grutzen Watches is split by both location and functionality. The production division is located in Germany where the factory is, and run by Franz Grutzen. The sales and marketing, and finance and administration divisions are located in Los Angeles and are run by Henry Winster and Walter Young.
Franz Grutzen: president, founder, and head of production department. Grutzen was president of production at Swiss Army Watches before he decided to return to his native Germany to start his own company. He graduated from the University of Frankfurt, and received an MBA at The University of Paris at Sorbonne. Forty-eight years old, no children.
Henry Winster: head of american division and sales and marketing division. He has worked and co-owned Wright and Winster, an advertising agency, for fifteen years. BA from USC, MBA from Stanford. Fifty-six years old, three children.
Walter Young: vice president of american division. He was previously vice president of operations at Greentree Sports in Phoenix, AZ. He received his BA from Emory University and his MBA from UCLA.
The following important gaps exist:
The personnel plan calls for adding two employees by the end of the first year for a total of eight. After the second year, employment is expected to increase by another four. These new employees will go into production and sales.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
President | $72,000 | $77,000 | $82,000 |
Head of American Division | $66,000 | $70,000 | $74,000 |
Vice President American Division | $54,000 | $58,000 | $62,000 |
Other | $104,400 | $118,000 | $131,000 |
Total People | 6 | 8 | 8 |
Total Payroll | $296,400 | $323,000 | $349,000 |
7.1 important assumptions.
Grutzen’s financial plan relies on several important assumptions – most of which are shown in the following table.
The key assumptions are:
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 9.00% | 9.00% | 9.00% |
Tax Rate | 25.42% | 25.00% | 25.42% |
Other | 0 | 0 | 0 |
The Break-even Analysis chart and table show that if the costs stay at the current, or relatively stable, level Grutzen Watches will be able to make a steady profit by the second year.
Break-even Analysis | |
Monthly Revenue Break-even | $74,602 |
Assumptions: | |
Average Percent Variable Cost | 38% |
Estimated Monthly Fixed Cost | $45,909 |
The following table and chart shows Grutzen’s expectations for profit and loss. The company will begin to make a profit in its second year of operation.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $1,066,000 | $1,307,000 | $1,515,000 |
Direct Cost of Sales | $410,000 | $500,000 | $610,000 |
Other | $33,000 | $38,000 | $43,000 |
Total Cost of Sales | $443,000 | $538,000 | $653,000 |
Gross Margin | $623,000 | $769,000 | $862,000 |
Gross Margin % | 58.44% | 58.84% | 56.90% |
Expenses | |||
Payroll | $296,400 | $323,000 | $349,000 |
Sales and Marketing and Other Expenses | $100,675 | $112,900 | $129,200 |
Depreciation | $3,504 | $3,500 | $3,500 |
Leased Equipment | $72,000 | $80,000 | $81,000 |
Utilities | $6,325 | $7,000 | $8,000 |
Insurance | $18,000 | $21,000 | $23,000 |
Rent | $48,000 | $51,000 | $55,000 |
Other | $6,000 | $6,300 | $6,500 |
Payroll Taxes | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $550,904 | $604,700 | $655,200 |
Profit Before Interest and Taxes | $72,096 | $164,300 | $206,800 |
EBITDA | $75,600 | $167,800 | $210,300 |
Interest Expense | $6,180 | $2,810 | $900 |
Taxes Incurred | $16,480 | $40,373 | $52,333 |
Net Profit | $49,437 | $121,118 | $153,567 |
Net Profit/Sales | 4.64% | 9.27% | 10.14% |
Cash flow will be managed with a revolving line of credit. We expect to borrow $41,000 in the first year to cover our receivables.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $533,000 | $653,500 | $757,500 |
Cash from Receivables | $453,350 | $635,493 | $741,959 |
Subtotal Cash from Operations | $986,350 | $1,288,993 | $1,499,459 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $41,000 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $1,027,350 | $1,288,993 | $1,499,459 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $296,400 | $323,000 | $349,000 |
Bill Payments | $677,740 | $849,960 | $1,005,944 |
Subtotal Spent on Operations | $974,140 | $1,172,960 | $1,354,944 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $40,000 | $31,000 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $4,000 | $4,000 | $4,000 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $1,018,140 | $1,207,960 | $1,358,944 |
Net Cash Flow | $9,210 | $81,033 | $140,515 |
Cash Balance | $79,210 | $160,243 | $300,758 |
As seen in the balance sheet, a strong growth in net worth is expected over the next three years.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $79,210 | $160,243 | $300,758 |
Accounts Receivable | $79,650 | $97,657 | $113,199 |
Inventory | $35,200 | $42,927 | $52,371 |
Other Current Assets | $5,000 | $5,000 | $5,000 |
Total Current Assets | $199,060 | $305,827 | $471,327 |
Long-term Assets | |||
Long-term Assets | $35,000 | $35,000 | $35,000 |
Accumulated Depreciation | $3,504 | $7,004 | $10,504 |
Total Long-term Assets | $31,496 | $27,996 | $24,496 |
Total Assets | $230,556 | $333,823 | $495,823 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $54,120 | $71,269 | $83,702 |
Current Borrowing | $31,000 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $85,120 | $71,269 | $83,702 |
Long-term Liabilities | $16,000 | $12,000 | $8,000 |
Total Liabilities | $101,120 | $83,269 | $91,702 |
Paid-in Capital | $171,000 | $171,000 | $171,000 |
Retained Earnings | ($91,000) | ($41,563) | $79,554 |
Earnings | $49,437 | $121,118 | $153,567 |
Total Capital | $129,437 | $250,554 | $404,121 |
Total Liabilities and Capital | $230,556 | $333,823 | $495,823 |
Net Worth | $129,437 | $250,554 | $404,121 |
Standard business ratios are provided in the following table. The ratios show a strong, yet safe growth. Industry Profile ratios are based on Standard Industrial Classification (SIC) Index code 3873.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 22.61% | 15.91% | 3.90% |
Percent of Total Assets | ||||
Accounts Receivable | 34.55% | 29.25% | 22.83% | 27.20% |
Inventory | 15.27% | 12.86% | 10.56% | 29.70% |
Other Current Assets | 2.17% | 1.50% | 1.01% | 26.70% |
Total Current Assets | 86.34% | 91.61% | 95.06% | 83.60% |
Long-term Assets | 13.66% | 8.39% | 4.94% | 16.40% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 36.92% | 21.35% | 16.88% | 36.30% |
Long-term Liabilities | 6.94% | 3.59% | 1.61% | 19.00% |
Total Liabilities | 43.86% | 24.94% | 18.49% | 55.30% |
Net Worth | 56.14% | 75.06% | 81.51% | 44.70% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 58.44% | 58.84% | 56.90% | 34.40% |
Selling, General & Administrative Expenses | 58.66% | 54.01% | 50.88% | 23.80% |
Advertising Expenses | 3.38% | 3.21% | 3.17% | 0.70% |
Profit Before Interest and Taxes | 6.76% | 12.57% | 13.65% | 1.70% |
Main Ratios | ||||
Current | 2.34 | 4.29 | 5.63 | 2.42 |
Quick | 1.93 | 3.69 | 5.01 | 1.31 |
Total Debt to Total Assets | 43.86% | 24.94% | 18.49% | 55.30% |
Pre-tax Return on Net Worth | 50.93% | 64.45% | 50.95% | 2.10% |
Pre-tax Return on Assets | 28.59% | 48.38% | 41.53% | 4.80% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 4.64% | 9.27% | 10.14% | n.a |
Return on Equity | 38.19% | 48.34% | 38.00% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 6.69 | 6.69 | 6.69 | n.a |
Collection Days | 58 | 50 | 51 | n.a |
Inventory Turnover | 10.91 | 12.80 | 12.80 | n.a |
Accounts Payable Turnover | 13.43 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 26 | 28 | n.a |
Total Asset Turnover | 4.62 | 3.92 | 3.06 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.78 | 0.33 | 0.23 | n.a |
Current Liab. to Liab. | 0.84 | 0.86 | 0.91 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $113,941 | $234,558 | $387,625 | n.a |
Interest Coverage | 11.67 | 58.47 | 229.78 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.22 | 0.26 | 0.33 | n.a |
Current Debt/Total Assets | 37% | 21% | 17% | n.a |
Acid Test | 0.99 | 2.32 | 3.65 | n.a |
Sales/Net Worth | 8.24 | 5.22 | 3.75 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Sales | 0% | $81,000 | $81,000 | $81,000 | $175,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Sales | $81,000 | $81,000 | $81,000 | $175,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Sales | $32,000 | $32,000 | $32,000 | $58,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $32,000 | $32,000 | $32,000 | $58,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
President | 0% | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 |
Head of American Division | 0% | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 |
Vice President American Division | 0% | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 |
Other | 0% | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 | $8,700 |
Total People | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | |
Total Payroll | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | 9.00% | |
Tax Rate | 30.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | 25.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $81,000 | $81,000 | $81,000 | $175,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | |
Direct Cost of Sales | $32,000 | $32,000 | $32,000 | $58,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | $32,000 | |
Other | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | $2,750 | |
Total Cost of Sales | $34,750 | $34,750 | $34,750 | $60,750 | $34,750 | $34,750 | $34,750 | $34,750 | $34,750 | $34,750 | $34,750 | $34,750 | |
Gross Margin | $46,250 | $46,250 | $46,250 | $114,250 | $46,250 | $46,250 | $46,250 | $46,250 | $46,250 | $46,250 | $46,250 | $46,250 | |
Gross Margin % | 57.10% | 57.10% | 57.10% | 65.29% | 57.10% | 57.10% | 57.10% | 57.10% | 57.10% | 57.10% | 57.10% | 57.10% | |
Expenses | |||||||||||||
Payroll | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | |
Sales and Marketing and Other Expenses | $8,350 | $8,350 | $8,350 | $8,900 | $8,275 | $8,350 | $8,350 | $8,350 | $8,350 | $8,350 | $8,350 | $8,350 | |
Depreciation | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | |
Leased Equipment | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | |
Utilities | $500 | $500 | $550 | $600 | $575 | $550 | $500 | $500 | $500 | $500 | $550 | $500 | |
Insurance | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | |
Rent | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | |
Other | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Payroll Taxes | 12% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $45,842 | $45,842 | $45,892 | $46,492 | $45,842 | $45,892 | $45,842 | $45,842 | $45,842 | $45,842 | $45,892 | $45,842 | |
Profit Before Interest and Taxes | $408 | $408 | $358 | $67,758 | $408 | $358 | $408 | $408 | $408 | $408 | $358 | $408 | |
EBITDA | $700 | $700 | $650 | $68,050 | $700 | $650 | $700 | $700 | $700 | $700 | $650 | $700 | |
Interest Expense | $397 | $395 | $392 | $732 | $729 | $727 | $557 | $555 | $552 | $383 | $381 | $378 | |
Taxes Incurred | $3 | $3 | ($9) | $16,757 | ($80) | ($92) | ($37) | ($37) | ($36) | $6 | ($6) | $7 | |
Net Profit | $7 | $10 | ($26) | $50,270 | ($241) | ($276) | ($112) | ($110) | ($108) | $19 | ($17) | $22 | |
Net Profit/Sales | 0.01% | 0.01% | -0.03% | 28.73% | -0.30% | -0.34% | -0.14% | -0.14% | -0.13% | 0.02% | -0.02% | 0.03% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $40,500 | $40,500 | $40,500 | $87,500 | $40,500 | $40,500 | $40,500 | $40,500 | $40,500 | $40,500 | $40,500 | $40,500 | |
Cash from Receivables | $0 | $1,350 | $40,500 | $40,500 | $42,067 | $85,933 | $40,500 | $40,500 | $40,500 | $40,500 | $40,500 | $40,500 | |
Subtotal Cash from Operations | $40,500 | $41,850 | $81,000 | $128,000 | $82,567 | $126,433 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $41,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $40,500 | $41,850 | $81,000 | $169,000 | $82,567 | $126,433 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | $81,000 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | $24,700 | |
Bill Payments | $7,207 | $65,861 | $55,999 | $58,444 | $124,982 | $28,603 | $56,279 | $56,120 | $56,118 | $56,112 | $55,991 | $56,024 | |
Subtotal Spent on Operations | $31,907 | $90,561 | $80,699 | $83,144 | $149,682 | $53,303 | $80,979 | $80,820 | $80,818 | $80,812 | $80,691 | $80,724 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $20,000 | $0 | $0 | $20,000 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $334 | $334 | $334 | $334 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $32,241 | $90,895 | $81,033 | $83,478 | $150,015 | $53,636 | $101,312 | $81,153 | $81,151 | $101,145 | $81,024 | $81,057 | |
Net Cash Flow | $8,259 | ($49,045) | ($33) | $85,522 | ($67,448) | $72,797 | ($20,312) | ($153) | ($151) | ($20,145) | ($24) | ($57) | |
Cash Balance | $78,259 | $29,215 | $29,181 | $114,703 | $47,255 | $120,052 | $99,740 | $99,587 | $99,436 | $79,291 | $79,267 | $79,210 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $70,000 | $78,259 | $29,215 | $29,181 | $114,703 | $47,255 | $120,052 | $99,740 | $99,587 | $99,436 | $79,291 | $79,267 | $79,210 |
Accounts Receivable | $0 | $40,500 | $79,650 | $79,650 | $126,650 | $125,083 | $79,650 | $79,650 | $79,650 | $79,650 | $79,650 | $79,650 | $79,650 |
Inventory | $25,000 | $35,200 | $35,200 | $35,200 | $63,800 | $35,200 | $35,200 | $35,200 | $35,200 | $35,200 | $35,200 | $35,200 | $35,200 |
Other Current Assets | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Total Current Assets | $100,000 | $158,959 | $149,065 | $149,031 | $310,153 | $212,538 | $239,902 | $219,590 | $219,437 | $219,286 | $199,141 | $199,117 | $199,060 |
Long-term Assets | |||||||||||||
Long-term Assets | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 | $35,000 |
Accumulated Depreciation | $0 | $292 | $584 | $876 | $1,168 | $1,460 | $1,752 | $2,044 | $2,336 | $2,628 | $2,920 | $3,212 | $3,504 |
Total Long-term Assets | $35,000 | $34,708 | $34,416 | $34,124 | $33,832 | $33,540 | $33,248 | $32,956 | $32,664 | $32,372 | $32,080 | $31,788 | $31,496 |
Total Assets | $135,000 | $193,667 | $183,481 | $183,155 | $343,985 | $246,078 | $273,150 | $252,546 | $252,101 | $251,658 | $231,221 | $230,905 | $230,556 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $5,000 | $63,994 | $54,132 | $54,166 | $124,060 | $26,727 | $54,408 | $54,249 | $54,248 | $54,246 | $54,123 | $54,158 | $54,120 |
Current Borrowing | $30,000 | $30,000 | $30,000 | $30,000 | $71,000 | $71,000 | $71,000 | $51,000 | $51,000 | $51,000 | $31,000 | $31,000 | $31,000 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $35,000 | $93,994 | $84,132 | $84,166 | $195,060 | $97,727 | $125,408 | $105,249 | $105,248 | $105,246 | $85,123 | $85,158 | $85,120 |
Long-term Liabilities | $20,000 | $19,666 | $19,332 | $18,998 | $18,664 | $18,331 | $17,998 | $17,665 | $17,332 | $16,999 | $16,666 | $16,333 | $16,000 |
Total Liabilities | $55,000 | $113,660 | $103,464 | $103,164 | $213,724 | $116,058 | $143,406 | $122,914 | $122,580 | $122,245 | $101,789 | $101,491 | $101,120 |
Paid-in Capital | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 | $171,000 |
Retained Earnings | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) | ($91,000) |
Earnings | $0 | $7 | $17 | ($9) | $50,261 | $50,020 | $49,744 | $49,632 | $49,521 | $49,413 | $49,431 | $49,414 | $49,437 |
Total Capital | $80,000 | $80,007 | $80,017 | $79,991 | $130,261 | $130,020 | $129,744 | $129,632 | $129,521 | $129,413 | $129,431 | $129,414 | $129,437 |
Total Liabilities and Capital | $135,000 | $193,667 | $183,481 | $183,155 | $343,985 | $246,078 | $273,150 | $252,546 | $252,101 | $251,658 | $231,221 | $230,905 | $230,556 |
Net Worth | $80,000 | $80,007 | $80,017 | $79,991 | $130,261 | $130,020 | $129,744 | $129,632 | $129,521 | $129,413 | $129,431 | $129,414 | $129,437 |
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A popular Oswestry delicatessen business is set to expand after lodging plans with Shropshire Council to take over the shop unit next door.
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The owners of Gillhams in Church Street say they want to expand from their existing site at number 27 into the vacant former butchers in the next door unit, knocking through to create an expanded shop floor.
Under the proposals, four openings would be created and a wall removed between the new buildings, with new café floor space created in the new shop unit. A scheme of external alterations are also planned for the shop front of number 25 so that it matches the existing operation.
A total of five new jobs would be created by the scheme, with the business indicating on the application that two full-time and three part-time roles would be needed to support the expansion.
“The proposed scheme is for the amalgamation of No 25 and No 27 Church Street so that can both be used as one delicatessen and café. It will extend the existing business at No 27,” said a supporting statement lodged with the application.
“The scheme will extend the deli whilst also providing additional seating areas for the café. A new opening will also be provided to additional WCs and store areas.
“The proposal will provide a much needed service to the area and will create several full time jobs to local people.
“The proposal will not have any adverse effect on the site or surrounding area due to the nature of the use. The site will utilise the existing building (No 25) with works proposed to alter the building both internally and externally so that it can be used as a delicatessen and café.”
The Grade II listed buildings stand on the site of the New Gate on Church Street, a part of the town’s medieval defences, which was taken down and replaced with a commemorative stone pillar in the late 18th century.
The statutory public consultation period on the application will run until October 3, and the scheme will be decided by Shropshire Council in due course.
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Russia’s now-10-year war against Ukraine has affected every inch of the country, but no other region has taken the brunt of Russian aggression like Ukraine's eastern Donbas region, comprised of Donetsk and Luhansk oblasts.
While the initial eight years of Russia's invasion only affected a handful of eastern Ukrainian cities, towns, and villages, some 200 have now been heavily impacted by Russia’s full-scale invasion of 2022, according to Ukrainian authorities.
At least 35 settlements continue to experience active combat, while others have ceased to exist almost entirely, such as Volnovakha , Bakhmut , or Marinka in Donetsk Oblast.
“The town of Marinka no longer exists,” then-Commander-in-Chief Valerii Zalyzhnyi told a news conference in late December 2023.
Each damaged or destroyed town and city carries with it a human toll. Thousands have been killed and over a million have been displaced from the country’s eastern regions since 2014.
Between 2014 and 2021, Russia’s war killed 3,400 civilians and injured 9,000, according to the UN. The number of civilian casualties almost tripled when Russia unleashed its full-scale invasion, with 9,700 dead and 17,750 wounded.
Half of the casualties after 2022 were recorded in Donetsk and Luhansk oblasts.
Ukrainian authorities say, however, that the civilian casualties in occupied territories are impossible to count. Ukraine has said that in Mariupol alone, at least 11,000 civilians could have been killed during Russia’s months-long siege between February and May 2022.
It’s unclear if these places will ever be rebuilt. Even if they are, they changed forever.
The Kyiv Independent has compiled a series of photographs showcasing the stark contrast between what these places looked like before and after the full-scale invasion, alongside locals' memories of cities destroyed or on the brink of destruction.
When Kateryna Kovalchuk stole a book on Mariupol's old architecture from the school library, little did she know that 15 years later, it would serve as her sole connection to her hometown.
Russia’s months-long siege of Mariupol devastated the strategic port city before its forces seized control of it in May 2022. The UN estimates that at least 90% of the city’s residential buildings were damaged or destroyed by the onslaught.
Kovalchuk flips through the book to show the Kyiv Independent her favorite building, the House with Lions. The Art Nouveau mansion built at the turn of the 20th century was impossible to miss among the austere Soviet buildings around it.
She recalls taking walks before the full-scale invasion, saying that she liked to imagine what the city must have looked like 100 years ago.
“I still imagine being there,” Kovalchuk told the Kyiv Independent.
All of Mariupol’s main streets lead to a city garden overlooking the Azov Sea, a popular spot with locals.
From the garden, one also had a view of the gigantic Azovstal steel plant, the Ukrainian military’s last stronghold in Mariupol that is now synonymous with Ukraine’s defense of the city in the early days of the full-scale invasion.
Russia’s brutal siege of Mariupol, once home to 500,000 people, heavily damaged the Azovstal plant, Kovalchuk’s home, and the House with Lions.
Kovalchuk said she doesn't recognize the footage of the hometown she used to explore.
"What scares me the most is that (sometimes) I can't even recognize any landmarks," she said.
Andrii Kiurdzhiev also hung out at the observation deck in the city garden. He loved watching people calmly staring at the horizon during the eight years he lived in Mariupol.
Two years after fleeing, he is still attached to Mariupol’s seaside.
“I can’t imagine how it is possible to live in a city without the sea,” Kiurdzhiev told the Kyiv Independent.
Andrii Kiurdzhiev fled his native Avdiivka in June 2014 after Kremlin-backed proxies captured the town and a string of others in April 2014.
To escape the fighting around Avdiivka, he moved 100 kilometers south to the city of Mariupol, which had recently been liberated by Ukrainian forces in June 2014 after a month under Russian proxy control.
Ukraine managed to retake both places in the summer of 2014. But as of the start of Russia’s full-scale invasion, Russia has captured both cities, practically razing them to the ground in the process.
After months of intense battles, Ukrainian troops were forced to withdraw from Avdiivka in late February 2023 as it became increasingly clear that Russian forces were close to encircling them.
Once home to almost 30,000 people, the city has been flattened to something resembling a large plot of land scattered with the occasional carcass of a destroyed building.
The coke plant — central to the town’s life and the Ukrainian military’s last stronghold in the city — has been taken over by Russian troops.
Kiurdzhiev worked at the plant maintaining one of its turbines. After shifts, he said he would grab his guitar and ride his bicycle to a nearby quarry.
The apartment building where Kiurdzhiev used to live collapsed after it was struck in a Russian attack in October 2023. After seeing footage of the rubble that used to be his home, Kiurdzhiev said he just hoped his bicycle was still in the basement.
Remembering the town, he says it felt like a “dream suburban city compared to American standards, just without the white picket fences.”
After losing two homes to Russia’s 10-year war, Kiurdzhiev says he’s emotionally drained.
"I have no home, nothing. Now I need to survive and search for a new place to call home rather than lamenting the loss of the old one," Kiurdzhiev told the Kyiv Independent from Lviv, where he lives now.
West of Avdiivka, daily Russian missile attacks constantly hit the small but strategic town of Kurakhove in Donetsk Oblast.
Before the war, the predominantly industrial Kurakhove, located on the banks of a large water reservoir, had little to offer its residents. Iryna Ivanchenko and her friends spent most of their time outdoors in nature.
She says they used to go to the bank opposite their homes and walk through the bushes to a hilltop. They’d watch the sunset and stare up at the sky full of stars for hours, she remembers.
Today, civilians can't reach this high ground as it's considered militarily strategic.
"Many places related to my childhood have been destroyed, including the House of Culture where I used to dance, my kindergarten, and school," Ivanchenko told the Kyiv Independent.
“I'm afraid of losing my home and never being able to return because the Russians are razing cities in Donbas to the ground,” she said.
Ivanchenko said that after her classroom survived a Russian attack, she held onto some hope that the school could be rebuilt.
But the last time she was in Kurakhove to visit her parents who have remained in July 2023, the classroom hadn't made it through another Russian attack.
“I don’t have any place now where I could bring my future children and say, your mom spent time here or studied here,” she said.
A similar strategically important hilltop is located some 50 kilometers east of Kurakhovke in the town of Niu-York, Donetsk Oblast.
The high point offers a 360-degree view of an area that has been a war theater for the last 10 years.
The Russian-occupied city of Horlivka and the road connecting it with Toretsk are visible to the naked eye six kilometers east down the hill. Other occupied or destroyed settlements are also in sight.
The hilltop was an unofficial landfill before a group of young people got together to clean it up in May 2021, said Khrystyna Shevchenko, a local who led the NGO Youth Initiative of Ukrainian Niu-York.
“Coming here to the hilltop, young people understand (the real) a dream of liberating Horlivka as well as a free and independent Ukraine,” Shevchenko told the Kyiv Independent.
The group also worked on efforts to rename the city from its Soviet name Novhorodske to its original name, Niu-York.
German settlers in the 19th century had given the area the name Niu-York after the American city. The Soviets renamed it to sound Russian. Its original name was officially reinstated in July 2021.
The war had been near for years, but this didn’t get in the way of local teenagers from using the hill as a place to party. It was a must-see spot for visitors.
Half of the city’s pre-war population of 24,000 had already fled by the time Russia expanded its invasion in February 2022. The city is now mostly abandoned, Shevchenko said.
The NGO’s 22 members had their meetings at the local Palace of Culture, a sort of community center popular in Soviet times that are still used across Ukraine for a variety of functions and gatherings.
The building now stands in rubble like many other buildings around.
Shevchenko said the stage inside and the arch above it survived, hoping it also could be rebuilt.
"We dream of being able to reconstruct a place where all the local children can come and be together," she said.
Before the war, it was a two-hour ride from Niu-York to Sievierodonetsk in Luhansk Oblast. The road goes through the now-destroyed Bakhmut , Soledar , and Klishchiivka along with dozens of other devastated villages.
The industrial city of Sievierodonetsk had served as the regional capital since the 2014 Russian occupation of Luhansk, the region’s official capital. It was attacked on the first day of the full-scale invasion in Feb. 24, 2022.
The day before the start of the full-scale war, Yevhen, who refused to provide his last name for security reasons, took the last pictures of his favorite lake where a decade earlier he had taken his first-ever photograph.
He took his usual route through leafy streets and by the chemical plant in the industrial zone where he would stop for a coffee.
Yevhen said he returned home without any feelings of anxiety that something might happen.
His intuition failed him. Yevhen awoke around 8 a.m. on Feb. 24, 2022 to his mom calling to tell him that Russia invaded Ukraine . Following the call, two loud explosions shook his nine-story apartment building.
“I panicked so hard as I hadn’t heard explosions for eight years. I thought the building would collapse,” Yevhen told the Kyiv Independent.
The explosions were occurring closer to his home every day. The final warning call that it was time to leave was on March 5, 2022 when a barrage of artillery hit his neighborhood. Three days later, his cat, Tymosha, probably saved Yevhen’s life.
Minutes before their apartment was hit, Tymosha’s meows woke up Yevhen. They took shelter and survived an attack that ruined their apartment. After living in a basement for a month, Yevhen fled the area with his mom and Tymosha.
The Battle of Sievierodonetsk quickly turned into fierce urban warfare . Russian forces devastated the city with artillery and guided bombs before it fell under their control in June 2022.
“I watched a video of my apartment building burning. Watching (footage of Sievierodonetsk) I realized that I walked those streets. Now they're gone,” he said barely above a whisper.
In neighboring Rubizhne, Oleksiy Artiukh used to start his mornings with breakfast, football programs on TV, and occasionally gazing out the window at the playground below.
He had purchased his apartment a year before the full-scale invasion, planning a future in the developing city surrounded by forests, lakes, and the winding Siverskyi Donets River.
When Russian President Vladimir Putin addressed Russians shortly before the start of the full-scale invasion recognizing the parts of Luhansk and Donetsk oblasts occupied since 2014 as “independent states,” Artiukh knew it was time to leave.
"On Feb. 23, 2022, I came to my parents for the last time to bid farewell," Artiukh told the Kyiv Independent.
It was also the last he saw of his now-late grandmother, with whom he spent a lot of time growing up.
A week after he left, Russian troops launched an assault on Rubizhne and urban warfare ensued. The street outside of his old office had turned into a front line.
Those who remained were left with the grim task of burying their loved ones, killed during the urban warfare and shelling, in makeshift graves right in front of their apartment buildings.
One day, scrolling through Instagram, Artiukh stumbled upon a photo of a playground where his windows once overlooked. The image depicted four makeshift crosses protruding from the ground, accompanied by the caption, "My house is no longer a playground."
"At the moment, there were makeshift graveyards of both adults and children in nearly every yard," Artiukh said.
In mid-May 2022, Russian troops occupied the heavily damaged city following more than two months of intense street fighting.
"Now, only remnants remain of the city. The shops and cafes are gone, destroyed by fire and looting, but the store signs are still hanging," said Artiukh.
Yuliia Kanzeba spent her childhood playing piano and drums at the music school near her home in downtown Popasna, a town in Luhansk Oblast with a pre-war population of 20,000 residents.
“I lived at the music school,” Kanzeba told the Kyiv Independent as she spoke with enthusiasm about classical and rock music.
Russia's war has silenced Popasna’s children from playing music. The shelling sounds orchestrated by the Wagner Orchestra, the self-proclaimed nickname of the notorious mercenary outfit Wagner Group, took over.
The Kremlin-backed Wagner Group reduced every settlement to rubble as they advanced toward Popasna .
Two months into the Battle of Popasna, the governor reported grim news: No building had survived the onslaught.
The music school was damaged, and part of Kanzeba's five-story residential building crumbled in a Russian air strike.
"My part of the building is still standing. The invincible part," she said.
Kanzeba remembers the memories of her last visit to her family home two weeks before the invasion. Now, she scours Russian propaganda videos, searching for glimpses of her home.
Such footage is rare since the Russian occupying forces are stationed in her building. The idea of it pains her.
When Wagner seized control of the ravaged town in May 2022, Moscow declared it would not rebuild Popasna.
Despite the bleak outlook, Kanzeba wants to return. She said she will go immediately when Popasna is liberated.
She knows it will be difficult to witness her home, located on Peace Street. "There may be no peace in the city (now), but the street is still there," Kanzeba said.
Russia’s war has destroyed 64 settlements in Luhansk Oblast, equivalent to one-tenth of the region.
“The list shouldn’t be considered final and exhaustive until complete liberation,” Roman Mamedov, regional administration spokesperson, told the Kyiv Independent.
Read also: Alone: Photo project shows wives of fallen soldiers coping with loss, shattered dreams
We’ve been working hard to bring you independent, locally-sourced news from Ukraine. Consider supporting the Kyiv Independent .
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Learn to launch a successful watch business, from design and sourcing to branding and marketing, in this comprehensive guide.
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A popular Oswestry delicatessen business is set to expand after lodging plans with Shropshire Council to take over the shop unit next door.
Horlivka Horlivka, also known as Gorlovka, is a city in Donetsk Oblast of Ukraine. Its population is 239,828. Economic activity is predominantly coal mining and the chemical industry.
On the face of it a slagheap isn't much of a prize, but the tactical ramifications could be significant as Ukraine pushes further into the city of Horlivka.
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Horlivka is a large city in Donetsk Oblast, north of Donetsk city. Amidst rising unrest across eastern and southern Ukraine, armed men stormed and took control of a police station in Horlivka on 14 April. Soon after this, the men stormed the city administration, and gained effective control over the city for the breakaway Donetsk People's Republic.