Berry Bliss Bakery (BBB) is a small, family-run business specialising in high-quality, artisanal pastries and custom-made cakes. Located in a busy city centre, BBB is well-known for its personalised customer service and attention to detail. The bakery has built a loyal customer base over the past five years, relying heavily on word-of-mouth recommendations to attract new customers. However, competition from larger bakery chains offering similar products at lower prices has begun to put pressure on BBB’s market share
Emma and Raj, the co-owners, recognise the need to grow their business to remain competitive. They are currently exploring two options. The first option is to introduce a catering service for local events, such as weddings, corporate meetings and birthday parties. This service would allow BBB to diversify its revenue streams and target a broader customer base. However, it would require purchasing additional equipment and hiring specialised staff to manage the catering orders
The second option is to launch a subscription box service, where customers can sign up to receive a customised selection of BBB’s baked goods delivered to their homes each month. This option would enable BBB to reach customers beyond its city centre location. However, this option would involve setting up an e-commerce platform and investing in packaging and delivery logistics to ensure the freshness and quality of the products
Emma favours the catering service because it aligns with BBB’s reputation for high-quality, personalised offerings and builds on the bakery's existing strengths. Raj, on the other hand, prefers the subscription box service because it offers the potential for recurring revenue and expands BBB’s reach. Both options come with risks, including the potential for cash flow challenges and the difficulty of maintaining product quality as the business scales
To evaluate the feasibility of these options, Emma and Raj are closely reviewing BBB’s financial position. While revenue has grown steadily over the past five years, net profit margins have decreased due to rising operating costs. The bakery has limited cash reserves and relies on short-term loans to manage its working capital. Emma and Raj know that they must carefully assess the financial and operational implications of each option before making a decision
Table 1: Cost and return analysis of growth options
Option | Initial cost ($) | Expected annual revenue increase ($) | Key risks |
Launch catering service | 80,000 | 120,000 | High setup costs, additional staff training and difficulty managing large event orders |
Start subscription box service | 50,000 | 90,000 | Investing in e-commerce, organising delivery logistics and maintaining product freshness |
Table 2: Statement of financial position
As of 31 December 2024
Category | Value ($) |
Non-current assets | |
Property, plant and equipment | 150,000 |
Total non-current assets | 150,000 |
Current assets | |
Cash | 25,000 |
Inventory | 10,000 |
Accounts receivable | 5,000 |
Total current assets | 40,000 |
Total assets | 190,000 |
Equity | |
Share capital | 50,000 |
Retained earnings | 90,000 |
Total equity | 140,000 |
Liabilities | |
Accounts payable | 30,000 |
Short-term loan | 20,000 |
Total liabilities | 50,000 |
Total equity and liabilities | 190,000 |
Graph 1: Gross and net profit margins (2020–2024)