business plan 10-17-13 · 17.10.2013 · businessplan!! 300suns co.! dba!300!suns!brewing!...

BUS INESS PLAN

300 SUNS CO.

DBA 300 SUNS BREWING

Oct 17, 2013

OWNERS:

DAN DITSLEAR JEAN DITSLEAR MARK LUSHER

CANDACE NEWCOMB

300 SUNS CO. BUSINESS PLAN 2

300 SUNS CO. BUSINESS PLAN

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Table of Contents

Table of Contents ............................................................................................................................................ 3

Executive Summary ......................................................................................................................................... 4

Description of the Business ............................................................................................................................. 6 Community Involvement ............................................................................................................. 7 Memberships/Trade Organizations ............................................................................................. 7 Governmental Regulations .......................................................................................................... 7 Brewing Education ....................................................................................................................... 7 Suppliers ...................................................................................................................................... 8 Business Legal Structure .............................................................................................................. 8

Beer Industry ................................................................................................................................................... 9 Homebrewing .............................................................................................................................. 9

Target Market ................................................................................................................................................ 10

Research & Development .............................................................................................................................. 12

Marketing and Promotion ............................................................................................................................. 13

Competition ................................................................................................................................................... 14

Business Location .......................................................................................................................................... 16 Hours of OPeration .................................................................................................................... 16

Management & Staff ..................................................................................................................................... 17 Owners ...................................................................................................................................... 17 Advisory Panel ........................................................................................................................... 18 Arrangements with Officers, Directors & Key Persons .............................................................. 18 Compensation ............................................................................................................................ 19

Milestones ..................................................................................................................................................... 20

Financial Information ..................................................................................................................................... 21 Financial Strategy ...................................................................................................................... 21 Risks ........................................................................................................................................... 22 Financial Projections .................................................................................................................. 23 Financial Management .............................................................................................................. 23

List of Exhibits ................................................................................................................................................ 24


Executive Summary In every industry, whether technology, hospitality, industry, retail, or advertising, customers can have a range of experiences from joyous to awful.

Unlike these other industries, the customers enjoying a delicious craft beer at a tasting room always seem to be happy and relaxed. Even when the beer they taste might not be their favorite, the journey they take by analyzing it is as pleasurable as finding a palate-‐pleasing favorite. The ability of craft beer to bring people together as a community around a common love, is the core attraction that inspired the founders of 300 Suns Brewing to create their brewery. After experimenting with homebrewing, many brewery tours including a tour of the Portland craft beer scene, years of enjoying the Great American Beer Festival and other festivals, and Munich’s Oktoberfest, the plunge into creating a micro-‐brewery seemed less of a dream and more of an inevitable reality for Mark Lusher, Candace Newcomb, Dan Ditslear and Jean Ditslear. They feel they have the perfect mix of craft beer passion, business experience and marketing savvy to build a business bringing the gratification of creating and enjoying craft-‐beer to their beloved hometown. Longmont, Colorado and its 300 days of sun will afford them many beautiful days to not only serve and share in the joy of craft beer, but also encourage innovation and maybe even turn the dreams of some of their most enthusiastic customers – homebrewers – into reality.

300 Suns Co., doing business as 300 Suns Brewing, will be a micro-‐brewery focused on creating a community experience around enjoying delicious, quality craft beer. Longmont, Colorado has a rich craft brewing heritage. The small, independent, micro-‐brewery becoming so popular elsewhere in Colorado, however, does not have a strong presence in Longmont city limits. Two of the three micro-‐breweries in Longmont have grown dramatically in recent years, attracting international acclaim and developing into nationally recognized brands.

300 Suns Brewing strives to fill a void for an audience already captive to quality beer in a close knit community environment. With a 7-‐barrel brewing system and as many as 10 beer choices on tap – some standard and some seasonal – 300 Suns will provide a diverse, ever-‐changing craft drinking experience that gets back to the roots of craft brewing. 300 Suns’ initial primary method of sharing its craft with the community will be through a tasting room. 300 Suns believes craft beer and good food go hand in hand. In the short term, 300 Suns will rely on the many food options available in Longmont, especially in the downtown area, by having catering, food trucks and take out menu availability. After 3 years – or sooner if projections are exceeded – a Phase 2 expansion adding a small kitchen, is planned. Having a tasting room with a simple, complementary food menu will set our tasting room apart from other local available options.

Longmont residents and visitors to the tasting room will have opportunities to vote on what beer is brewed next, and local homebrewers will have at least 6 opportunities a year to participate in Collabeeration Competitions. These competitions will give them the opportunity to have their beer brewed and served as 300 Suns Brewing. In addition, community members will have the fun chance to sit on one of the judging panels. All this affords 300 Suns a unique and regular way to energize the brewery’s tap

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selection, celebrate innovation and encourage new customers to visit.

300 Suns Brewing would also like to distribute locally to bars and restaurants but expect the bulk of sales to be through the tasting room. Expanding the business to distribute through canning or bottling is also part of a long-‐term plan, if the business grows to accommodate it organically.

The opening for 300 Suns Brewing is scheduled for January 2014. Owners are renting a location at 335 1st Ave, Unit C in Longmont, CO. This location was a perfect when taking into account the facility demands of a brewery and balancing that with the need for an accessible and pleasant retail experience, and the potential for growth.

Longmont is a city of approximately 89,000. There are a growing number of craft beer drinkers here, and Longmont draws craft beer enthusiasts from neighboring towns. 300 Suns will build on Longmont’s burgeoning reputation as a destination for craft-‐beer lovers.

To begin operations, 300 Suns Co. secured funding for brewing equipment, renovation of a space and start-‐up expenses totaling $327,498. Quality equipment is essential in the operations of the brewery, but can be found for an economical price used. With a philosophy of “upcycling,” 300 Suns will make the best use of funds by buying used equipment when possible.

ROUGH CONCEPTUAL RENDERING


Description of the Business 300 Suns will have a 7 bbl (barrels) brewery. The 7 bbl system allows approximately 500 barrels per year in the first years of operation but can expand to up to 1000 barrels per year without needing additional equipment or staff. The maximum output capacity is up to 10,000 barrels per year with adequate staff.

The primary method for sales will be the 40-‐seat tasting room – a fun, comfortable, relaxing, community-‐oriented gathering place. 300 Suns will strive to foster a sense of belonging and an atmosphere of a comfortable destination where locals and visitors are welcome and appreciated on every visit.

Longmont residents and visitors to the tasting room will have opportunities to vote on what beer is brewed next (each beer purchase gets them a vote), encouraging participation in the shaping and direction of the brewery. 300 Suns tasting room will be friendly to families who can view it as a place to socialize and relax that “belongs” to them. There will also be a “Pour it Forward” board so customers can purchase in advance a beer for a friend, family member or client that will be waiting for them next time they visit. To take advantage of Longmont’s 300 days of sun every year, an outdoor seating area adding an additional 30 seats is planned. This allows for increased sales in the busier summer months. Session beers (light beers for easy drinking) will be promoted to enjoy.

At least six times a year, 300 Suns Brewing will host homebrewing contests, called Collabeeration Competitions -‐ the winners of which will brew their beer with 300 Suns’ Beer Smiths and have their final product featured on tap. Panels of community members will judge bottled homebrewed beer entries. These competitions capitalize on the camaraderie of home brewing clubs and culture to encourage brand loyalty to 300 Suns Brewing. They also allow community members to participate in beer judging which will give them a sense of contribution and ownership in the final product featured on tap.

300 Suns Brewing will offer up to six “standard” beers on tap in addition to the Collabeeration winner, and various seasonal beer offerings. There will also be sodas and water available and when the kitchen is built out in Phase 2, alcohol-‐free beer, house wines. Having other drink choices for non-‐beer drinkers will encourage continued patronage from every visitor and capture a wider market. Local market research has indicated that there is a level of discontent from many would-‐be customers that local micro-‐breweries can only provide beer and don’t have the options that encourage socializing between non-‐beer drinkers and craft-‐beer lovers. 300 Suns Brewing’s Phase 2 plans will remove that barrier.

Customers will also be able to purchase half-‐gallon growlers to fill and take home as well as promotional items such as pint glasses, hats and t-‐shirts with the 300 Suns Brewing logo.

300 Suns plans to build a demand for their beer through the tasting room initially, then expand to offering beer for distribution locally. Once brand recognition and demand is strong, 300 Suns will explore expanded distribution through bottling and canning, but likely not for several years.


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COMMUNITY INVOLVEMENT

300 Suns Brewing’s brand hinges on community involvement. In addition to the Collabeeration Competitions, 300 Suns Brewing will plan multiple events that are fun, educational and philanthropic. In a minor way, the brewery will be a resource for home-‐brewers or craft beer enthusiasts looking to expand their knowledge of brewing or enjoying craft beer. In addition, 300 Suns believes that an important and natural part of being a successful business is giving back to the community.

MEMBERSHIPS/TRADE ORGANIZATIONS

300 Suns Brewing is a member of the Brewers Association. This gives them access to many resources to help build and then grow their business including trade publications, weekly newsletters, educational conferences and e-‐classes, marketing opportunities, resource libraries and beer industry data.

300 Suns Brewing is also a member of the Colorado Brewers Guild which provides valuable information to the beer-‐drinking public and the media while also serving to protect the industry and promote positive legislative for Colorado craft brewers.

Also, because of their participation in Tom Hennessy’s Brewery Immersion Course, the owners have access to and experienced advice from a network of over 30 peers in the craft brewing industry.

GOVERNMENTAL REGULATIONS

300 Suns Co. will be running a brewery operation that is regulated by federal Alcohol and Tobacco Tax and Trade Bureau (TTB) and the Colorado Department of Revenue's Liquor and Tobacco Enforcement Division.. The brewery has obtained licenses from both of these departments. In Phase 2 development when the kitchen is added, the licenses will be changed to brewpub licensing and 300 Suns will need to obtain a Boulder County Health Department License as well as a City of Longmont License.

BREWING EDUCATION

Dan Ditslear and Mark Lusher graduated from a Brewery Immersion Course taught by Tom Hennessy, owner of Colorado Boy Brewery. The objective of the course is to prepare potential brewery owners to open their brewery in an economic way as well as provide management tools to ensure business success.

Areas of concentration included:

• The brewing process from grain to glass • Licensing • Pub design and layout of your location • Bookkeeping systems • Beer recipes • Staff hiring and management • Business operations • Equipment sourcing • Ordering and inventories


SUPPLIERS

Brewing operations require materials that are supplied by a limited number of suppliers. 300 Suns management will mitigate the possible risk of scare resources by developing relationships with several different suppliers of each material. Management also anticipates acquiring contracts with key suppliers to obtain specific amounts of materials at regular intervals over a multi-‐year period. Through these contracts, management expects to successfully maintain inventories of brewing material for operations in the foreseeable future. The Company does not have any current supply contracts.

Management expects suppliers to increase production of brewing materials to meet the demand, and for additional suppliers to enter the market.

BUSINESS LEGAL STRUCTURE

300 Suns Co. is registered as a Corporation and has elected to be taxed as an S-‐Corporation with the IRS. The Corporation is run by the Officers who are also the owners and sit on the Board of Directors. Non-‐controlling shares in the Company will also be sold to outside investors.

300 Suns Co. is licensed by the state as a Wholesale and Manufacturer of Malt Liquor and by the Federal TTB as a brewery.


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Beer Industry The craft beer industry has been a growth industry in the past decade, and the Front Range is now being referred to as the Napa Valley of Beer.

According to IBISWorld’s Craft Beer Production in the US (published June 2012), industry revenue over the past years grew 8.4% to $3.2 billion, including 7.4% expected growth in 2012. The industry is growing at a much faster pace than the local economy. Consumers are showing a willingness to pay more for a small quantity of high-‐quality beer and are moving away from big-‐name beers, and craft beers have been taking market share from the corporate brands over the past five years. The average profit before interest and taxes is “expected to be about 9.5% of revenue in 2012, up from about 7% in 2007.”

The Brewer’s Association, the major trade group for the brewing industry found that growth of the craft brewing industry in 2011 was 13% by volume and 15% by dollars compared to growth in 2010 of 12% by volume and 15% by dollars.

As part of a May 2012 report in Beverage Industry on the craft beer industry, Brewers Association Director, Paul Gatza said, “Possibly fueling the segment’s growth is the consumer trend toward local products.” With more consumers seeking products made in their area, Gatza suggested that could put the growing number of craft breweries in a “sweet spot”.

Craft beer is gaining new customers quickly. According to a Neilson study, 11% of craft beer’s 2010 growth was from new drinkers, versus 46% in 2011.

In Colorado consumption of beer per capita is 31 gallons/year (Beer Institute, Malt Beverage Per Capita Consumption 2012). Colorado Brewers guild states, “Today we have over 100 craft breweries in Colorado. This makes Colorado the number one state in the nation in terms of craft breweries per capita, number one in the nation in beer volume, number two in absolute number of craft breweries by state, and number two in the nation in sheer craft beer volume. This is extremely impressive for a state with a lower population than many others.”

Colorado is particularly embracing of the craft beer industry and 300 Suns will fill a specific niche in Longmont that is greatly lacking.

HOMEBREWING

Homebrewing is the hobby of brewing beer at home. Nationally, there are over 30,000 members in the American Homebrewers Association (AHA) and that association estimates there are over one million home brewers nationwide. In 2012, the AHA received 7,823 entries in their home brewers competition, a record high. There are 60 Homebrew clubs registered with the AHA in Colorado, and likely many more not registered.

Left Hand Brewing and the Indian Peaks Alers Homebrew Club hosted the Peak to Peak Pro-‐Am Homebrew Competition in 2013 and received over 400 entries. Clearly the thrill of brewing a homebrew recipe on a large system and serving it at a brewery holds great attraction for homebrewers.


Target Market 300 Suns Brewery’s target audience is men and women 30-‐50 years of age who are college-‐educated professionals with families.

“By volume, 80% of craft beer was enjoyed by white (non-‐Hispanic) consumers, over half of them in the 21-‐44 year age bracket. More than 75% earned at least $50,000/year, and 43% were college-‐educated.” (“Who is the New Beer Consumer”, May 2012, Jim Clarke, Beverage Media Group)

The number of women drinking craft beer has increased dramatically in the past 10 years and 300 Suns will capture that market with special offerings for women. Providing a family-‐friendly atmosphere is also important in making the tasting room an attractive destination for women. With a 50% ownership of 300 Suns being women who understand the needs and desires of female craft beer enthusiasts, 300 Suns Brewing has an opportunity to capture this market in a meaningful way.

Craft beer drinkers tend to be adventurous and like a variety of beer experiences rather than sticking to a single style or brand which makes breaking into this market and developing a successful brand plausible.

In addition to the primary market, 300 Suns considers homebrewers and homebrew clubs to be an important secondary targeted market. By allowing homebrewers to fulfill their dreams of brewing on a professional system and having their beer available for public consumption, 300 Suns not only earns their loyalty, but also makes loyal patrons out of their family and friends. Ingratiating 300 Suns with local home brewing associations will help generate buzz in a very targeted market of craft beer enthusiasts.

“There is a movement to be in touch with the fact that…what we consume becomes a part of us, thus is matters to many to get to know the makers behind their brands and their story, philosophy, and practices.” (“The Localization of Beer”, The New Brewer, Jan 2012).

City of Longmont Demographics

Total Households 34,282

Average Household Income $84,218

Median Household Income $62,589

Average Yearly Expenditure on Beer And Ale $234

Average Yearly Expenditure on Wine $173

Average Yearly Expenditure on Dinner Out $1295

5-‐mile Radius

Population 92,790

Population ages 30-‐49 (target) 28,022

Information from Gale Cingage Library

All of Longmont falls within a 5-‐mile radius of the proposed location


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10-‐minute Drive Demographics








20-‐minute Drive Demographics









Research & Development 300 Suns Co. has so far expended $1,450 on research and development since incorporation. These costs include the direct costs of beer recipe development and testing. Management anticipates a continued research and development expenditures while in the development cycle. These expenses are funding through capital contributions by the founding owners.

After the initial development of recipes, management will set aside a research and development budget to allow for continued innovation in new recipes and brewing techniques.

The following brews are being considered for our opening selection of standard beers: • SMASH (Single Malt, Single Hop) • Biere de Garde • Pale Ale • Standard IPA (India Pale Ale) • ESB (Extra Special Bitter) • Brown Ale • Belgian Strong Ale • Amber Ale • American Stout


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Marketing and Promotion 300 Suns will rely heavily on an integrated social marketing but will also promote the brewery through traditional print advertising as well as public relations efforts.

The Collabeeration Competitions and other events will afford regular opportunity to create buzz in the craft beer enthusiast community.

The website, Facebook, Twitter, Pinterest and e-‐newsletters will keep continued interest, build community involvement and announce upcoming events. Customer loyalty will be encouraged through on-‐going special promotions and growler frequent purchaser discounts. Promotion through philanthropy will be leveraged to build the community brand. 300 Suns Brewing plans to participate in local events as a vendor as well as craft-‐beer events such as the Great American Beer Festival which will increase brand exposure.

Cross-‐promotions with other local businesses will be employed to expand our marketing reach.

The marketing and promotion has already been started with a crowdfunding campaign on Indiegogo which raised $10,000 from 98 contributors. The owners have been building their community connections by attending events and homebrewers meetings, having private tastings, creating a Twitter and Facebook following and doing press releases.

As market demand for 300 Suns beers increases and customers become more familiar with the brand, 300 Suns Brewing will build personal relationships to promote localized distribution of kegs to restaurants and bars.

Because three of the owners are advertising professionals, costs will be kept low for marketing efforts.


Competition

Left Hand Brewing

• 36,830 barrels sold (2011) $25,452,000 sales vol.

• Tasting Room only • No Kitchen • Bottles and distributes • Recent $9 million

expansion

Oskar Blues Tasty Weasel

• 59,000 barrels sold (2011) $23,566,000 sales vol.

• Tasting Room only • No Kitchen • Cans and distributes • Recently added a second

brewery location in NC

Oskar Blues Homemade Liquids & Solids

• Restaurant with full bar and beer selection from various breweries

• Potential sales avenue

Pumphouse Brewery & Restaurant/Red Zone

• 1342 barrels sold (2012) $3,359,000 sales volume (includes restaurant)

• Restaurant with full bar and beer selection from various breweries

• Potential sales avenue

300 Suns Brewing

• Planned 500 barrels first year with 10,000 capacity

• Tasting Room with a small plate menu

In Longmont, there are three breweries, all of which are very different from what 300 Suns Brewery strives to be. Two craft breweries are Left Hand Brewery and Oskar Blues Brewery, which are nationally distributed, mainstream breweries. They both have excellent, thriving tasting rooms, but have lost some of their “small, micro” brewery appeal as they grow larger. Their selection, though not static, is more limited because of the need to cater to a larger national palate. Both Oskar Blues and Left Hand are experiencing double digit growth and have recently expanded their tasting rooms and added more outdoor patio space.


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Pumphouse Brewery/Red Zone is a brewpub. The Red Zone bar sells their beer as well as many others and has a sports-‐themed atmosphere. There is no “tasting room,” but they do sell growlers. The main thrust of this business seems to be a profitable and busy restaurant with the brewery as an added benefit to the restaurant’s extensive selection of beer. Pumphouse beers are only available at the restaurant. Pumphouse sold 1,342 barrels of beer in 2011 (Brewer’s Association Brewpubs List 2011 industry Review)

In addition to having a tasting room called the Tasty Weasel, Oskar Blues also has a local restaurant, Oskar Blues Liquids and Solids. Similar to Pumphouse, the restaurant seems to be driving the business at this establishment with Oskar Blues beers merely a fragment of a large selection of beer options. (Oskar blues in Lyons sold 340 barrels of beer in 2011)

Left Hand and Oskar Blues beers are available retail in liquor stores and grocery stores nationally. Left Hand sold 36,830 barrels and Oskar Blues sold 59,000 barrels of beer in 2011.

300 Suns Brewing is going to be set apart from the competition by being the only small scale community brewery with a focus on community input and homebrew competitions.

In the craft beer industry, growth and options are generally considered to be beneficial to all breweries in the vicinity. Diversity of choice grows business, and draws more consumers rather than splits the audience.


Business Location The brewery will be located at 335 1st Avenue, Unit C and approximately 12,000 square foot building. The brewery occupies 3000 square feet, with a 1200 sq. ft. tasting room with seating for 50, brewery, future kitchen, storage, restrooms and offices. A 600 ft. deck on the front of the building will accommodate 25 additional seats for the 300 days of sunshine during which expanded seating would be desirable. According to market research, tasting rooms for breweries of this projected size have an average 45 seats indoors and 13 seats in outdoor areas (Brewer’s Association, Benchmarking and Best Practices Survey Results, 2009).

HOURS OF OPERATION

Initial tasting room hours are projected to be Monday through Thursday 2 pm to 8 pm, Friday and Saturday from 2 pm to 10 pm and Sunday 2 pm to 8 pm.

See Exhibit K for additional information about the location.


17

Management & Staff The owners of 300 Suns have extensive experience that covers many important aspects of creating and managing a successful brewery business within the City of Longmont.

The owners will share in the various daily responsibilities, taking into account backgrounds and education, as well as strengths and challenges. Initially owners will be contributing many unpaid hours per week.

The Brew Smith and COO will be paid positions, Marketing and Finances will be hourly positions staffed by the owners. Part-‐time staffing will be added as necessary for bartenders and bar backs.

OWNERS

Although the owners have never managed a brewery or brewpub before, they have experience starting and managing businesses in other fields.

Mark Lusher, Brew Smith, Chief Innovations Officer

Mark Lusher will serve as 300 Sun’s Brew Smith. Mark has been passionately brewing craft beers from his home for five years. Mark founded and manages a number of businesses in the information technology field. He started Omnidant LLC, an information technology firm in 2007. In 2011, he took on a partner and formed Metal Clouds LLC and began doing business as Hardwired Clouds. In July of 2012, he and his partner started a successful co-‐working space in Boulder and created a second DBA, Colab Boulder. He is on the Advisory Board of Altius Space Machines, a 2012 start-‐up, in Louisville, CO.. Mark is also an integral part of the local craft brewing culture and organized and runs several social networking groups that cater to both local business leaders and people interested in Colorado’s craft beer. Mark recently graduated from an intensive Brewery Immersion Course with brewery owner and world-‐renowned instructor Tom Hennessy where he learned the details of building a brewery and brewing on a commercial system. Mark also has past chain-‐restaurant cooking experience.

Dan Ditslear, Assistant Brewer and Chief Operating Officer

Dan will serve as Assistant Brewer and Operations Manager, assisting in brewing operations and creating recipes. Dan and Jean Ditslear started Red Wall Communications in 2001 and manage all of its operations. Red Wall was recently added to Boulder County Business Reports Mercury 100 Fastest Growing Companies. Dan’s years of experience managing billing, operations, and client/vendor relationships gives him a strong and organized business management background. Before becoming a graphic designer, Dan worked as a waiter for Heidelberg College for 5 years. Dan recently completed an intensive brewery immersion course with brewery owner and world-‐renowned instructor Tom Hennessy where he learned the business systems for operating a small brewery that is profitable and inexpensive to open.


Candace Newcomb, Chief Financial Officer

Accounting and Finance will be handled by Candace Newcomb, a craft beer enthusiast and a professional accountant and financial analyst with a Master’s degree in Business Administration. Candace currently serves as the Controller at a business in Boulder, independently overseeing the financial management of the $3.5 million revenue company.

Jean Ditslear, Chief Marketing Officer

Jean Ditslear will use her 15 years of marketing experience to manage 300 Sun Brewing’s branding, advertising, promotional products and events. Jean and her husband Dan founded a graphic design and advertising agency in 2001 that has become one of the most successful agencies in Longmont. In addition to managing their own small business, they have helped local and nationally recognized companies achieve success through comprehensive branding, advertising campaigns and marketing planning in B2B and B2C markets. Jean will combine her love of craft brewing and marketing experience to bring branding success to 300 Suns Brewing. Before becoming a graphic designer and building her own business, Jean worked in the food service industry prepping food for catering at a monastery for 2 years and worked as a hostess for a restaurant.

ADVISORY PANEL

To round out their knowledge and resources, 300 Suns Brewing has assembled a panel of industry experts to rely on for advice and direction.

Tom Hennessy, Owner, Colorado Boy Brewery Tom Hennessy is a 25-‐year veteran of the restaurant and brewing industry and has owned 6 breweries in that time. He has written various articles for trade publications as well as books including Brewery Operations Manual. He is the creator of Frankenbrew a cult classic 1995 video on how to build inexpensive breweries. He has spent years teaching students how to successfully open and operate their own breweries.

Holly Ditslear, Director of Culinary Services, Balfour Cherrywood Village Holly Ditslear has over 25 years in the food service industry and a Masters Degree in the culinary arts and management industry. She will be an invaluable resource in advice for setting up the kitchen, navigating the regulatory system, and initiating relationships with suppliers. Mauricio Vargas, Special Projects Manager, Coca-‐Cola Company Vargas’ 12 plus years of experience in the beverage industry, specifically building strategic relationships for growth and distribution will be crucial as 300 Suns Brewing grows.

ARRANGEMENTS WITH OFFICERS, DIRECTORS & KEY PERSONS

All of the officers & directors are owners of the Company and have financial stake in the business. None of the officers are irreplaceable and in the event of death or disability, or leaving the Company, officers will

be replaced by employees with similar levels per the Bylaws.


19

COMPENSATION

The Company had not paid any compensation to its Officers, Directors, and key persons for the last fiscal year.

Once the Company reaches the operational stage, the Company expects to compensate the Officers and Directors the following amounts. Key persons, including the Advisory Board are non-‐compensated positions. Compensation to date has not been paid and there is no unpaid compensation owed. Compensation could change depending on business needs. A budget for additional part-‐time staff is also included in the financial exhibits.

Mark Lusher, Brew Smith, Chief Innovations Officer, Salary $30,000 per year

Dan Ditslear, Assistant Brewer & Chief Operating Officer, Salary $30,000 per year

Candace Newcomb, Chief Financial Officer, $20.00/Hour

Jean Ditslear, Chief Marketing Officer, $20.00/Hour


Milestones The following is a rough outline of milestones for the first year from the receipt of funding for the business. The scheduling is flexible and dependent on many factors out of the business’ control. Licenses, build out hurdles or equipment-‐sourcing issues aren’t anticipated but could cause delays in the schedule. Some flexibility to deal with such delays is built into the business plan. A long delay might cause unanticipated costs while revenue is not being generated. If such a situation occurred, adjustments to the business plan, including cutting owner salaries to bring it into budget could be explored to keep the business solvent. Depending on timing, cutbacks in finishing stages can be explored.

It is anticipated we will meet our sales projection milestones. Weekly goals established for beer, food and merchandise sales will be strictly monitored. Adjustments in marketing and direct sales tactics will be made to bring sales up to meet or exceed goals that fall behind so that financial milestones can be met.

Month 1: Additional Bank Financing secured, lease on location signed.

Month 2-‐3: Build out, equipment purchasing, licenses applied for

Month 4: Brewery opening (Estimated to occur in January 2014)

Month 8: First Collabeeration Competition event held

Month 9: Positive net income achieved

Month 12: $100,000 in expected net income for the period


21

Financial Information

FINANCIAL STRATEGY

300 Suns is financed through a mix of owner’s equity and debt financing from an SBA loan. The Owner’s equity includes capital contributions from the founding owners in addition to a private placement stock offering that allowed outside private investors to purchase ownership in the company. 300 Suns projected debt to equity breakdown is outlined in the graph below.

Fundraising began 300 Suns launched a “crowd funding” campaign on Indiegogo, raising $10,000 from 98 contributors in cash contributions directly to the owners. This community contribution is included in Owner’s equity portion of the sources of funding.

The second round of fundraising was an offering of company stock in exchange for equity contribution. The offering was for 10,000 shares representing 20% ownership in the company, in exchange for $100,000.

The third and final round of funding was securing an SBA loan for the remainder of the required start-‐up funds. The loan was secured through High Plains Bank.

11.07%

30.53% 58.40%

Sources of Funding

Owner's Equity

Outside Investors

Commercial / SBA Loan


The amount of capital needed to start up the business is projected in the above table. This amount includes a large investment in fixed assets mostly comprised of the equipment that makes up the 7 bbl brewing system, bar and kitchen equipment. Initial operating capital requirements are also included in the total.

See Exhibits for detailed breakdown of required fixed assets and operating capital needs.

RISKS

300 Suns have investigated the financial risks associated with the industry, economy and business environment that may be faced.

The success of the Company will depend directly on the quality and the variety of the beer offered, the quality, presentation and value of the food offered (once the kitchen is open), the ambience and cleanliness of the business. Each of these things will contribute to the success of a great brewery. As owners/managers, it is a priority that each of the above be achieved with the greatest of success in order to see a frequent and returning clientele.

Risks for a venture of this sort involve not planning adequately for demand, not anticipating needs for growth, underestimating costs, choosing wrong location, overextending services or products offered to customers, and underestimating staffing needs. While there are risks involved in every venture, the

-‐

50,000

100,000

150,000

200,000

250,000

300,000

350,000

Sources of Funding

191,259

100,000

36,239

Start-‐Up Costs by Financing Source

Owner's Equity

Outside Investors

Commercial / SBA Loan


23

owners of this business have researched the many, various similar craft breweries in the region, as well as performed due diligence in researching the industry and the skyrocketing success that others have had. In addition, an intensive Brewery Immersion Course with brewery owner and world-‐renowned instructor Tom Hennessy armed 300 Suns owners with the tools for operating a small brewery that is profitable and avoids the financial pitfalls that could occur with less preparation.

FINANCIAL PROJECTIONS

The financial projections were created using significant assumptions associate d with both internal and external factors.

These assumptions include the assumption that actual sales will be consistent with the forecasted amounts, which are based on management’s interpretation of research done by the Brewer’s Association and the National Beer Wholesalers Association as well as knowledge of the local retailing environment, and demographic information.

The financial projections are located in the exhibits to this document.

FINANCIAL MANAGEMENT

Management will manage the financial risks of the company by utilizing extensive budgeting and forecasting financial models as well as keeping a close eye on cash flow and sales amount while utilizing spending limits to ensure adequate cash for expenses and reinvestment into the Company. The CFO, Candace Newcomb has extensive experience managing the cash needs of a production business experiencing triple digit annual growth.

Important financial aspects of the business will be reviewed on a weekly basis within the Company. These aspects include equity, asset growth, ROA, ROE, current and quick ratios, and profitability ratios. Overall business performance will be monitored through the use of budget variance reports and sales and revenue projections and variance analysis. Business performance will be presented to the Officer’s of the Company at least monthly or on an as needed basis. This constant monitoring will give management the ability to react to any projected financial difficulty in order to prevent the difficulty or reduce the risks associated with the difficulty.


List of Exhibits

A. Sources and Use of Funds

B. Break Even Analysis

C. Projected Income Statements (3 years)

D. Projected Cash Flow Statements (3 years)

E. Projected Balance Sheets (3 years)

F. Location Details

Exhibit ASources and Use of Funds

300 Suns Co. DBA 300 Suns BrewingSources and Use of Funds

Required Start-Up Funds Notes Amount Totals DepreciationFixed Assets

Buildings -$ Equipment 74,258 10.00 yearsLeasehold Improvements 195,142 5.00 yearsFurniture and Fixtures 1. 27,011 5.00 years

Total Fixed Assets 296,411

Operating ExpensesPre-Opening Salaries and Wages 2. 1,300 Prepaid Insurance Premiums 3. 833 Other Organizational Costs 3,155 Retail Inventory 1,200 Legal and Accounting Fees 2,700 Rent Deposits 10,000 Utility Deposits - Retail merchandise 650 Brewing supplies 4. 1,749 Licenses 3,500 Working Capital 6,000

Total Operating Capital 31,087

Total Required Funds 327,498$

Sources of Funding Amount Totals Loan Rate TermMonthly

PmtsOwner's Equity 11.07% 36,239 Outside Investors 30.53% 100,000 Additional Loans or Debt

Commercial / SBA Loan 58.40% 191,259 6.50% 84 $2,840.10Total Sources of Funding 100.00% 327,498$ $2,840.10

Explanatory Notes:1. Detailed breakdown of equipment available in separate table2. Represents one week of paid employee wages prior to opening for training3. Equal to 1 month of premiums, paid prior to opening4. Ingredients to produce 4 batches of 7bbl, prior to opening

Exhibit A

Exhibit BBreak Even Analysis

Exhibit B

300 Suns Co. DBA 300 Suns BrewingBreakeven Analysis

Annual Sales Revenue 642,475$ 100.00%Cost of Sales 96,884 15.08%Gross Margin 545,592 84.92%

Salaries and Wages 193,571 Fixed Operating Expenses 112,915 Total Fixed Business Expenses 306,487

Breakeven Sales Calculation 306,487 84.92%

Breakeven Sales in Dollars 360,911$

Breakeven Sales per month 30,076

Exhibit C

Exhibit C Projected Income Statement - Year 1

300 Suns Co. DBA 300 Suns BrewingProjected Income Statement - Year One

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Totals

IncomeTaproom Beer Sales 22,148 24,362 24,362 25,839 43,557 50,940 57,215 55,369 47,987 35,067 33,960 22,148 442,952 Retail Merchandise Sales 1,872 2,059 2,059 2,184 3,682 4,306 4,836 4,680 4,056 2,964 2,870 1,872 37,440

- -

Total Income 24,020 26,422 26,422 28,023 47,239 55,245 62,051 60,049 52,043 38,031 36,830 24,020 480,392

Cost of SalesTaproom Beer Sales 1,388 1,527 1,527 1,620 2,731 3,194 3,587 3,471 3,008 2,198 2,129 1,388 27,770 Retail Merchandise Sales 715 786 786 834 1,406 1,644 1,847 1,787 1,549 1,132 1,096 715 14,298

- -

Total Cost of Sales 2,103 2,314 2,314 2,454 4,137 4,838 5,434 5,259 4,557 3,330 3,225 2,103 42,068

Gross Margin 21,916 24,108 24,108 25,569 43,102 50,407 56,617 54,791 47,485 34,701 33,605 21,916 438,324

Salaries and WagesOwner's Compensation 3,467 3,467 3,467 3,467 3,467 3,467 3,467 3,467 3,467 3,467 3,467 3,467 41,600 Salaries 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 60,000 Full-Time Employees 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 31,200 Part-Time Employees 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 31,200 Independent Contractors - - - - - - - - - - - - - Payroll Taxes and Benefits 2,464 2,464 2,464 2,464 2,464 2,464 2,464 2,464 2,464 2,464 2,464 2,464 29,571

Total Salary and Wages 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 193,571

Fixed Business ExpensesAdvertising 800 800 800 800 800 800 800 800 800 800 800 800 9,600 Bank & Merchant Fees 150 150 150 150 150 150 150 150 150 150 150 150 1,800 Brewery cleaning supplies 500 500 500 500 500 500 500 500 500 500 500 500 6,000 Contract Labor - - - - - - - - - - - - - Conferences & Seminars 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Internet 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Dues and Subscriptions 50 50 50 50 50 50 50 50 50 50 50 50 600 Music Subscription 50 50 50 50 50 50 50 50 50 50 50 50 600 Insurance (Liability and Property) 833 833 833 833 833 833 833 833 833 833 833 833 10,000 Licenses/Fees/Permits 220 220 220 220 220 220 220 220 220 220 220 220 2,640 Legal and Professional Fees 150 150 150 150 150 150 150 150 150 150 150 150 1,800 Office Expenses & Supplies 375 375 375 375 375 375 375 375 375 375 375 375 4,500 Postage and Delivery 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Rent (on business property) 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 30,000 Restaurant diposables 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Sales & Marketing 300 300 300 300 300 300 300 300 300 300 300 300 3,600 Taxes-Other 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 1,700 20,400 Telephone and Communications 150 150 150 150 150 150 150 150 150 150 150 150 1,800 POS &Brewery Mgmt Software 250 250 250 250 250 250 250 250 250 250 250 250 3,000 Utilities - - - - - - - - - - - - -

Total Fixed Business Expenses 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 101,140

Other ExpensesAmortized Start-up Expenses 664 664 664 664 664 664 664 664 664 664 664 664 7,962 Depreciation 4,321 4,321 4,321 4,321 4,321 4,321 4,321 4,321 4,321 4,321 4,321 4,321 51,856 Interest

Commercial Loan 1,036 1,026 1,016 1,007 997 987 977 966 956 946 936 926 11,775 Commercial Mortgage - - - - - - - - - - - - - Line of Credit - 19 32 46 54 - - - - - - - 152 Credit Card Debt - - - - - - - - - - - - - Vehicle Loans - - - - - - - - - - - - - Other Bank Debt - - - - - - - - - - - - -

Taxes - - - - - - - - - - - - - Total Other Expenses 6,021 6,030 6,034 6,038 6,036 5,972 5,961 5,951 5,941 5,931 5,921 5,910 71,746

Net Income (8,664) (6,481) (6,485) (5,028) 12,507 19,876 26,096 24,280 16,985 4,210 3,125 (8,554) 71,867

Exhibit C (continued) Projected Income Statement - Year 2

Exhibit C (cont.)

300 Suns Co. DBA 300 Suns BrewingProjected Income Statement - Year Two



- -

Total Income 25,221 27,743 27,743 29,424 49,601 58,007 65,153 63,051 54,645 39,933 38,672 25,221 504,412


- -


Gross Margin 23,012 25,313 25,313 26,847 45,257 52,928 59,448 57,530 49,859 36,436 35,285 23,012 460,240





Commercial Loan 915 905 894 884 873 862 852 841 830 819 808 797 10,281 Commercial Mortgage - - - - - - - - - - - - - Line of Credit - - - - - - - - - - - - - Credit Card Debt - - - - - - - - - - - - - Vehicle Loans - - - - - - - - - - - - - Other Bank Debt - - - - - - - - - - - - -


Net Income (6,042) (3,731) (3,720) (2,176) 16,245 23,926 30,457 28,550 20,890 7,477 6,338 (5,925) 112,288

Exhibit C (continued) Projected Income Statement - Year 3

Exhibit C (cont.)

300 Suns Co. DBA 300 Suns BrewingProjected Income Statement - Year Three



- -

Total Income 26,734 29,407 29,407 31,189 52,577 61,488 69,062 66,835 57,923 42,329 40,992 26,734 534,677


- -


Gross Margin 24,393 26,832 26,832 28,458 47,972 56,103 63,015 60,982 52,851 38,622 37,402 24,393 487,855





Commercial Loan 786 775 764 753 741 730 719 707 696 684 672 661 8,687 Commercial Mortgage - - - - - - - - - - - - - Line of Credit - - - - - - - - - - - - - Credit Card Debt - - - - - - - - - - - - - Vehicle Loans - - - - - - - - - - - - - Other Bank Debt - - - - - - - - - - - - -


Net Income (6,644) (4,194) (4,182) (2,545) 16,981 25,123 32,046 30,024 21,905 7,687 6,480 (6,518) 116,162

Exhibit D

Exhibit DProjected Cash-Flow Statement - Year 1

300 Suns Co. DBA 300 Suns BrewingProjected Cash Flow Statement - Year One


Beginning Cash Balance 6,000 5,000 5,000 5,000 5,000 7,654 30,662 59,879 87,271 107,356 114,658 120,863

Cash InflowsIncome from Sales 24,020 26,422 26,422 28,023 47,239 55,245 62,051 60,049 52,043 38,031 36,830 24,020 480,392 Accounts Receivable - - - - - - - - - - - - -

Total Cash Inflows 24,020 26,422 26,422 28,023 47,239 55,245 62,051 60,049 52,043 38,031 36,830 24,020 480,392

Cash OutflowsInvesting Activities

Cost of Sales 2,103 2,314 2,314 2,454 4,137 4,838 5,434 5,259 4,557 3,330 3,225 2,103 42,068 Operating Activities

Salaries and Wages 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 16,131 193,571 Fixed Business Expenses 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 8,428 101,140 Taxes - - - - - - - - - - - - -

Financing Activities - Loan Payments 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 34,081 Line of Credit Interest - 19 32 46 54 - - - - - - - 152 Line of Credit Repayments 12,994 12,994

Total Cash Outflows 29,503 29,732 29,746 29,900 44,584 32,237 32,833 32,658 31,957 30,730 30,625 29,503 384,007

Cash Flow (5,483) (3,310) (3,324) (1,877) 2,654 23,008 29,217 27,391 20,086 7,301 6,205 (5,483) 96,386

Operating Cash Balance 517 1,690 1,676 3,123 7,654 30,662 59,879 87,271 107,356 114,658 120,863 115,380

Line of Credit Drawdowns 4,483 3,310 3,324 1,877 - - - - - - - - 12,994

Ending Cash Balance 5,000 5,000 5,000 5,000 7,654 30,662 59,879 87,271 107,356 114,658 120,863 115,380

Line of Credit Balance 4,483 7,793 11,117 12,994 - - - - - - - -

Exhibit D (cont.)

Exhibit D (continued) Projected Cash-Flow Statement - Year 2

300 Suns Co. DBA 300 Suns BrewingProjected Cash Flow Statement - Year Two






New Fixed Assets Purchases - - - - - - - - - - - - - Inventory Addition to Bal. Sheet - - - - - - - - - - - - - Cost of Sales 2,209 2,429 2,429 2,577 4,344 5,080 5,706 5,521 4,785 3,497 3,386 2,209 44,172

Operating ActivitiesSalaries and Wages 14,557 14,557 14,557 14,557 14,557 14,557 14,557 14,557 14,557 14,557 14,557 14,557 174,689 Fixed Business Expenses 8,597 8,597 8,597 8,597 8,597 8,597 8,597 8,597 8,597 8,597 8,597 8,597 103,163 Taxes - - - - - - - - - - - - -

Financing Activities - Loan Payments 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 34,081 Line of Credit Interest - - - - - - - - - - - - - Line of Credit Repayments - - - - - - - - - - - - - Dividends Paid - - - - - - - - - - - - -


Cash Flow (2,982) (681) (681) 853 19,263 26,933 33,453 31,536 23,865 10,441 9,291 (2,982) 148,307

Operating Cash Balance 112,397 111,716 111,035 111,888 131,151 158,084 191,537 223,073 246,938 257,379 266,669 263,687

Line of Credit Drawdowns - - - - - - - - - - - - -


Line of Credit Balance - - - - - - - - - - - -

Exhibit D (cont.)

Exhibit D (continued) Projected Cash-Flow Statement - Year 3

300 Suns Co. DBA 300 Suns BrewingProjected Cash Flow Statement - Year Three






New Fixed Assets Purchases - - - - - - - - - - - - - Inventory Addition to Bal.Sheet - - - - - - - - - - - - - Cost of Sales 2,341 2,575 2,575 2,731 4,604 5,385 6,048 5,853 5,072 3,707 3,590 2,341 46,822

Operating ActivitiesSalaries and Wages 16,411 16,411 16,411 16,411 16,411 16,411 16,411 16,411 16,411 16,411 16,411 16,411 196,929 Fixed Business Expenses 8,855 8,855 8,855 8,855 8,855 8,855 8,855 8,855 8,855 8,855 8,855 8,855 106,258 Taxes - - - - - - - - - - - - -

Financing Activities - Loan Payments 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 2,840 34,081 Line of Credit Interest - - - - - - - - - - - - - Line of Credit Repayments - - - - - - - - - - - - - Dividends Paid - - - - - - - - - - - - -


Cash Flow (3,713) (1,274) (1,274) 353 19,867 27,998 34,909 32,876 24,745 10,516 9,297 (3,713) 150,587

Operating Cash Balance 259,974 258,701 257,427 257,780 277,646 305,644 340,553 373,429 398,174 408,691 417,987 414,274

Line of Credit Drawdowns - - - - - - - - - - - - -


Line of Credit Balance - - - - - - - - - - - -

Exhibit E

Exhibit E Projected Balance Sheet - Year 1300 Suns Co. DBA 300 Suns Brewing

Balance Sheet - Year One

Base Period End of Year One

AssetsCurrent Assets

Cash 6,000 115,380 Accounts Receivable - - Inventory 1,200 1,200 Prepaid Expenses 23,887 15,925 Other Current - -

Total Current Assets 31,087 132,505

Fixed AssetsBuildings - - Equipment 74,258 74,258 Leasehold Improvements 195,142 195,142 Furniture and Fixtures 27,011 27,011 Computer Equipment - - Furniture and Fixtures - -

- - Total Fixed Assets 296,411 296,411

Less: Accumulated Depreciation - 51,856

Total Assets 327,498 377,059

Liabilities and Owner's EquityLiabilities

Accounts Payable - - Loan Payable 191,259 168,953 Line of Credit Balance - -

Total Liabilities 191,259 168,953

Owner's EquityCommon Stock 136,239 136,239 Retained Earnings - 161,867 Dividends Dispersed - 90,000

Total Owner's Equity 136,239 208,106

Total Liabilities and Owner's Equity 327,498 377,059

Exhibit E (cont.)


Balance Sheet - Year Two

End of Year One End of Year Two


Cash 115,380 263,687 Accounts Receivable - - Inventory 1,200 1,200 Prepaid Expenses 15,925 7,962 Other Current - -


Fixed AssetsBuildings - - Equipment 74,258 74,258 Leasehold Improvements 195,142 195,142 Furniture and Fixtures 27,011 27,011 Computer Equipment - - Furniture and Fixtures - - ## - -

Total Fixed Assets 296,411 296,411

Less: Accumulated Depreciation 51,856 103,713

Total Assets 377,059 465,547


Accounts Payable - - Notes Payable 168,953 145,154 Mortgage Payable - - Credit Card Debt - - Vehicle Loans - - Other Bank Debt - - Line of Credit Balance - -


Owner's EquityCommon Stock 136,239 136,239 Retained Earnings 161,867 274,155 Dividends Dispersed 90,000 90,000



Exhibit E (cont.)


Balance Sheet - Year Three

End of Year Two End of Year Three


Cash 263,687 414,274 Accounts Receivable - - Inventory 1,200 1,200 Prepaid Expenses 7,962 (0) Other Current - -


Fixed AssetsBuildings - - Equipment 74,258 74,258 Leasehold Improvements 195,142 195,142 Furniture and Fixtures 27,011 27,011 Computer Equipment - - Furniture and Fixtures - - ## - -

Total Fixed Assets 296,411 296,411

Less: Accumulated Depreciation 103,713 155,569

Total Assets 465,547 556,316


Accounts Payable - - Notes Payable 145,154 119,760 Mortgage Payable - - Credit Card Debt - - Vehicle Loans - - Other Bank Debt - - Line of Credit Balance - -


Owner's EquityCommon Stock 136,239 136,239 Retained Earnings 274,155 390,317 Dividends Dispersed 90,000 90,000



Exhibit F

Address 335 1st AveLongmont, CO 80501

335 1st Ave, Longmont - Google Maps http://maps.google.com/maps?client=firefox-a&q=335+1st+Ave,...

1 of 1 6/22/13 7:14 PM

Census 2010 - SF1June 22, 2013

Analysis Site: 335 1st Ave, Longmont, Co 80501

*Comparison reports are limited to first 10 geographies selected

1 Miles 3 Miles 5 Miles

Population Summary

Population 9,137 71,997 92,791

Population In Households 99.1% 99.1% 99.2%

Population in Families 76.9% 80.4% 81.0%

Household Summary

Households 3,729 27,639 35,673

Family Households 58.0% 66.2% 67.1%

Non-Family Households 41.9% 33.7% 32.8%

Median Age

Total Population 34.8 37.4 37.8

Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity

American Indian and Alaska Native Alone 1.4% 1.0% 0.9%

Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%

Native Hawaiian and Other Pacific Islander Alone 0.0% 0.0% 0.0%

Some Other Race Alone 15.5% 9.7% 8.5%

White Alone 80.6% 85.6% 86.2%

Two or More Races 3.6% 2.7% 2.8%

Hispanic or Latino Ethnicity 38.9% 26.8% 23.5%

Not Hispanic or Latino Ethnicity 61.0% 73.1% 76.4%

Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%

Main Street

5 m

ile

radius

Exhibit F335 1st Ave., Unit C Longmont, CO

A 5 year lease has been signed for this location. The building offers opportunity for future expansion.

bike path trailhead

front of building

future Dickens

Farm Park

Longmont Downtown

Development District

Exhibit F (continued)Location Renderings

Exhibit F (cont.)

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Exhibit F



1 of 1 6/22/13 7:14 PM





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%

Main Street

5 m

ile

radius



bike path trailhead

front of building

future Dickens

Farm Park

Longmont Downtown


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Exhibit F



1 of 1 6/22/13 7:14 PM





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%





Population Summary

Population 9,137 71,997 92,791



Household Summary

Households 3,729 27,639 35,673



Median Age


Female 35.5 38.6 38.7

Male 34.1 36.3 36.7

Race & Ethnicity


Asian Alone 1.3% 2.5% 3.2%

Black Alone 1.0% 0.9% 0.9%



White Alone 80.6% 85.6% 86.2%




Age: Total

Population 9,137 71,997 92,791

Age 0 to 4 7.8% 7.1% 7.0%

Age 5 to 9 7.4% 7.5% 7.5%

Age 10 to 14 6.4% 6.9% 7.2%

Age 15 to 17 3.7% 4.1% 4.2%

Age 18 to 20 3.7% 3.3% 3.2%

Age 21 to 24 5.3% 4.5% 4.4%

Main Street

5 m

ile

radius



bike path trailhead

front of building

future Dickens

Farm Park

Longmont Downtown


business plan 10-17-13 · 17.10.2013 · businessplan!! 300suns co.! dba!300!suns!brewing!...

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