W06 Case Study: Forecasting the Future
Looking Ahead: Planning for Growth and Gratitude
By mid-July, Maria had found herself reflecting on how far her business had
come. With steady sales growth, improved operations, and a strong sense of
community support, she could finally envision a brighter future for Maria’s
Soup Shack. While there was still plenty of work to do, Maria felt confident
enough to start planning for two priorities close to her heart: rewarding her
hardworking employees and honoring a financial promise to her aunt.
Rewarding the Team
Maria knew she wouldn’t have made it through the restaurant's challenging
first months without her team’s dedication. Marco’s innovative marketing
ideas, the cook’s consistent quality, and the server’s friendly and attentive
service had all contributed to the restaurant's growing success.
"If the numbers keep looking good," Maria thought, "I want to give back to
the people who’ve stuck with me through this journey."
She began sketching out a plan to offer her employees a year-end bonus as
a token of appreciation. Maria calculated that if business remained steady
or improved, she could set aside $1,200 for bonuses—enough to give each
team member a meaningful gift while keeping her cash flow intact. It would
also cost a bit more for payroll taxes in December (12.5% on the $1,200),
but she really wanted to reward the team for a job well done!
To achieve this goal, Maria decided to monitor her monthly financial
statements even more closely. She also created a forecast of her financial
statements through the end of the year in order to make sure there were no
surprises.
Honoring Her Aunt’s Investment
Maria’s aunt had been a key figure in helping the Soup Shack get off the
ground. When Maria needed a bit more funding to cover startup costs, her
aunt had stepped in with a $5,000 investment, asking only that Maria pay
her back when the business could afford it—plus a $1,000 return as a
gesture of gratitude.
Maria wanted to fulfill this promise by the end of the year. She recognized
that while her cash flow was improving, she needed to approach the buyout
, strategically to ensure it wouldn’t strain the restaurant’s finances.
Looking Ahead: Planning for Growth and Gratitude
By mid-July, Maria had found herself reflecting on how far her business had
come. With steady sales growth, improved operations, and a strong sense of
community support, she could finally envision a brighter future for Maria’s
Soup Shack. While there was still plenty of work to do, Maria felt confident
enough to start planning for two priorities close to her heart: rewarding her
hardworking employees and honoring a financial promise to her aunt.
Rewarding the Team
Maria knew she wouldn’t have made it through the restaurant's challenging
first months without her team’s dedication. Marco’s innovative marketing
ideas, the cook’s consistent quality, and the server’s friendly and attentive
service had all contributed to the restaurant's growing success.
"If the numbers keep looking good," Maria thought, "I want to give back to
the people who’ve stuck with me through this journey."
She began sketching out a plan to offer her employees a year-end bonus as
a token of appreciation. Maria calculated that if business remained steady
or improved, she could set aside $1,200 for bonuses—enough to give each
team member a meaningful gift while keeping her cash flow intact. It would
also cost a bit more for payroll taxes in December (12.5% on the $1,200),
but she really wanted to reward the team for a job well done!
To achieve this goal, Maria decided to monitor her monthly financial
statements even more closely. She also created a forecast of her financial
statements through the end of the year in order to make sure there were no
surprises.
Honoring Her Aunt’s Investment
Maria’s aunt had been a key figure in helping the Soup Shack get off the
ground. When Maria needed a bit more funding to cover startup costs, her
aunt had stepped in with a $5,000 investment, asking only that Maria pay
her back when the business could afford it—plus a $1,000 return as a
gesture of gratitude.
Maria wanted to fulfill this promise by the end of the year. She recognized
that while her cash flow was improving, she needed to approach the buyout
, strategically to ensure it wouldn’t strain the restaurant’s finances.
