Table of Contents

1.0 Executive Summary ...................................................................................................................1

1.1 Objective ............................................................................................................................. 2
1.2 Mission ................................................................................................................................2
1.3 Key Success Factors ........................................................................................................... 3
2.0 Company Summary ................................................................................................................... 3
2.1 Company Ownership ......................................................................................................... 3
2.2 Company History ................................................................................................................3
3.0 Services ...................................................................................................................................... 3
4.0 Market Analysis Summary ........................................................................................................ 4
4.1 Market Segmentation ..........................................................................................................5
Table: Market Segmentation ..............................................................................................5
4.2 Target Market Segmentation Strategy ................................................................................ 5
4.3 Service Business Analysis Competitive Advantage .........................................................5
Table: Service Business Analysis ...................................................................................... 5
4.3.1 Purchasing Habits and Competition ......................................................................... 6
Table : Consumer Buying Habits .......................................................................................6
5.0 Strategy and Implementation Summary ....................................................................................6
5.1 SWOT Analysis .................................................................................................................. 7
5.1.1 Strength ..................................................................................................................... 7
5.1.2 Weakness ...................................................................................................................7
5.1.3 Opportunities .............................................................................................................7
5.1.4 Threats .......................................................................................................................7
5.2 Competitive Edge ............................................................................................................... 8
5.3 Marketing Strategy ............................................................................................................. 8
5.4 Sales Strategy ......................................................................................................................9
5.5 Milestones ........................................................................................................................... 9
 Table: Milestones ............................................................................................................... 9
6.0 Management Summary ............................................................................................................10
6.1 Personnel Plan ...................................................................................................................11
Table: personnel ............................................................................................................... 11
7.0 Financial Plan .......................................................................................................................... 12
7.1 Important Assumptions .....................................................................................................12
7.2 Break-even Analysis ......................................................................................................... 12
Table: Break-even Analysis ............................................................................................. 13
7.3 Sales Forecast ................................................................................................................... 14
Table: Sales Forecast ........................................................................................................14
7.4 Project Financial Statement ..............................................................................................14
Table: Financial Statement ..............................................................................................15
Chart : Gross Margin ....................................................................................................... 16
Chart: Net Profit ...............................................................................................................16
7.5 Projected Cash Flow .........................................................................................................16
Table: Cash Flow ............................................................................................................. 17
Chart: Cash Flow ............................................................................................................. 18
Chart: Net Cash Flow ...................................................................................................... 18
7.6 Projected Balance Sheet ................................................................................................... 19
Table: Balance Sheet ........................................................................................................19
Chart: Balanced Sheet ......................................................................................................20
8.0 Exit Strategy ............................................................................................................................ 20
 ZEMAVOLT (APRIL20,2025)

1.0 Executive Summary

Zemavolt Electric Bikes and Scooter Shop

Zemavolt Team, Owners
Mailing Address:
Ledeta Sub-City, Woreda 04,Addis Ababa, Ethiopia
Phone: (+251) 955-691-010
Fax: (+251) 112-345112
Email: [Link]@[Link]
Introduction
Zemavolt is a startup that aims to transform and upgrade the urban transport of Ethiopia.
By renting and selling e-scooters and e-bicycles, the company will reduce traffic crowds,
taxi lines, and carbon emissions. Our service provides a convenient, affordable, and
environment-friendly alternative for commuters.
Location
The headquarters of the company shall be in Addis Ababa, Ethiopia, and it shall have
rental stations located strategically near major bus stops or train stations and high-density
urban areas. Rent or return electric scooters and bicycles at these stations. And it shall be
in the place where bicycle lines exist, this will take the advantage of the new and big
project of Addis Ababa urban redevelopment (corridor project).
The Company
Zemavolt is a private corporation founded to meet the rising need for sustainable urban
transport in Ethiopia. The company model emulates the prosperous electric vehicle-
sharing networks globally but designed to accommodate local needs. The company is
committed to innovation, affordability, and sustainability.
Our Services
Electric Bicycle Rental: Hourly or per-day rental service, predominantly targeting daily
commuters.
Electric Scooter Rental: For clients that desire faster or smaller modes of travel.
Sale of Electric Bicycles and Scooters: For clients that desire ownership.
User Registration System: Each customer must register and receive an unique ID for
access and tracking.

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Mobile App and Website Access: For convenience of identifying bicycles, online
payment, and rental history.
The Market
Ethiopian urban transport, especially in Addis Ababa and the larger cities, is
characterized by overcrowded public taxis and long queues. Our target market:
 Daily commuters who desire a reliable ride
 University students and lectures
 Office workers and employees
 Green-conscious citizens.
The service will be especially useful at rush hour when taxis and buses are full.
Economic Factors
The following expenses will have to be initially borne:
 Purchase of electric scooters and bikes
 Docking points and repair shop installation
 Development of a welcoming mobile app
 Marketing and user awareness campaigns
 Revenue will be generated from:
 Hourly and daily rentals
 Monthly membership plans
 Sales of automobiles and accessories

1.1 Objective
Our major goal is to ease traffic congestion in urban areas and offer a clean transport mode in
Ethiopia. We aim to reach 10,000 monthly active users in the first year and expand to many
cities within three years.

1.2 Mission
In order to provide an affordable, environmentally friendly, and technology-enabled urban
mobility solution that improves the lives of Ethiopians on a daily basis. We will promote green
transport and contribute to building cleaner, smarter cities.

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1.3 Key Success Factors

 Strategic station positioning near bus and taxi stops.
 Efficient and well-maintained electric vehicle fleet.
 Easy mobile payment and registration platform.
 Affordable price strategy for mass adoption.
 Exceptional customer service and community engagement.

2.0 Company Summary

Zemavolt Electric Scooter and Bike Shop is an Addis Ababa, Ethiopia-based business
managed by an undergraduate group of students. It was established in 2025 and offers quality
electric scooters and bikes for sale and rental, as well as a unique battery swapping service.
Zemavolt aims to provide environmentally friendly, affordable, and efficient transport services
to meet the needs of the growing urban population in Addis Ababa.
2.1 Company Ownership
Zemavolt is an undergraduate-owned business that is operated by an equal-owning group
of undergraduate business owners. The team operates all facets of the company, including
operations and customer support, as well as strategy and marketing, collectively. This ownership
structure fosters innovation, shared responsibility, and deep commitment to the company's
mission.

2.2 Company History

Zemavolt was officially established on April 20, 2025, by a dedicated group of
undergraduate students who are passionate about green urban transport. The founders realized
the increasing demand for green transport in Addis Ababa and initiated the business to sell
electric scooters and electric bicycles as alternative means of transport to traditional gas-
powered vehicles. Although newly registered, Zemavolt has already attracted attention due to its
novel approach and is likely to be a key player in transforming urban transport in Ethiopia.

3.0 Services
Starting out from selling and renting bicycles, the business offers:
 Subscription Plans: Low-cost monthly plans designed for delivery companies and
regular users.

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 Maintenance & Repair Services: On-site maintenance, tire replacement, and
diagnostics
 Charging Stations: Public and private stations for convenient battery exchange
 Fleet Leasing: Long-term leasing contracts for companies requiring electric mobility
solutions.
 Smart App Integration: GPS tracking, ride stats, and automated payments These
services make Green Mobility Ethiopia a one-stop solution for urban travelers and
businesses.

4.0 Market Analysis Summary

Ethiopia's electric two-wheeler market is experiencing consistent growth, driven by urban
traffic and government backing for environmentally friendly transport networks.
 Key Market Information
 Market size: by 2029, the total value of the electric two-wheeler industry in
Ethiopia (including sales, rentals and accessories) to be $170.76 million.
 Projected growth (2025-2029): market is expected to grow steadily by 0.64%
annually until 2029, showing positive tends meaning there’s consistent demand for
electric mobility.
 Unit sale: by 2029, an estimated 138,620 electric scooters will be sold across
Ethiopia, including both buyers and businesses investing in electric mobility.
 Growth Drivers
 Government incentives for adoption of electric mobility
 Rapid urbanization creating the demand for efficient transport
 Higher fuel costs fueling demand for electricity-based alternatives

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4.1 Market Segmentation

Zemavolt will focus on the following three customer segments:

Table: Market Segmentation

Segment Features Promotional Strategy

Urban Commuters Need more Subscription services, charging
affordable stations
transport
Delivery and Logistics Courier Fleet Leasing and Maintenance
Solutions Extended
Environmentally Aware Favor sustainable Eco-friendly branding,
Consumers transportationoptions governmental incentives
 Marketing Strategies:
 Social media & Influencer Marketing: Reach out to young urban riders
 Corporate Partnerships: Offer fleet solutions to corporations
 Community Engagement: Highlight sustainability benefits

4.2 Target Market Segmentation Strategy

 Pricing Strategy: Low-cost rentals to attract urban riders
 Technology Integration: GPS tracking and transaction processing applications
 Government Cooperation: Working together on subsidies and fleet adoption initiatives
4.3 Service Business Analysis Competitive Advantage
Table: Service Business Analysis

Factors Zemavolt Competitors

Pricing Affordable and battery Higher upfront cost for
swap plan purchase
Convienience Battery swap and multiple Limited charging
charging stations infrastructure
Technology Smart tracking, app-based Basic rental models with
rental and payment fewer technological
features

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4.3.1 Purchasing Habits and Competition

 Competitive Environment
 Local Motorcycle Dealers – Dealing in traditional fuel-based motorcycles
 Ride-Sharing Services – Providing short-term rental services
 Global Brands – Importing electric scooters
 Consumer Buying Habits

Table : Consumer Buying Habits

Variable Effect on Acquisition

Price Sensitivity Individuals prefer low-cost options

Performance & Battery Life Critical decision driver
Environmental Awareness Growing but secondary priority

5.0 Strategy and Implementation Summary

Zemavolt Electric Bikes and Scooter Shop, aims in becoming one of the leading providers of
sustainable urban mobility in Addis Ababa, by offering high-quality electric bikes and scooters
through both sales and rental services. Through we have tried to take into consideration eco-
conscious innovation, strategic marketing, and robust infrastructure, to create a seamless user
experience and position Zemavolt as a top choice in the emerging electric transportation market.
Implementation Approach
 Market Penetration: To penatrate through the market we will launch a strong
branding and awareness campaign using digital platforms, local partnerships, and
promotional offers.
 Sales & Rental Channels: We will establish a physical showroom, online store, and
mobile application to facilitate purchases, rentals, and subscriptions.
 Infrastructure Development: For the infrastructure we will set up battery charging
and swapping stations across high-demand urban zones.
 Customer Support & Maintenance: We will provide efficient after-sales support,
including regular maintenance, on-site repair services, and customer service desks.
 Technology Integration: We are going to use tracking software and smart locking
systems to manage rentals and enhance security.
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5.1 SWOT Analysis

5.1.1 Strength
The Strenth of Zemavolt Electric Bike and Scooter shop is,
1. It is an eco-friendly and cost-effective transportation alternative.
2. It has strong commitment to sustainabilty, which in line with the global and local
environmental gaol.
3. It has multiple revenue streams like sales, rentals and battery-swapping.
4. It has a high market relevance in urban traffic problems.
5. It has a potential for partnership with the governmentt and NGOs for green mobility
initiatives.

5.1.2 Weakness
The weakness of Zemavolt are be
1. It requires high initial investment
2. There is lack of awerness about e-bikes with the consumer side
3. It is dependent on the electricity infrastructure.
4. It has a limited brand recognition for being new to the market.
5. There is a high cost os lithium-ion battreies which affect the overall pricing.

5.1.3 Opportunities
Zemavolt has many number of opportunities:
1. The Governments incentive for green transport.
2. Rising fuel prices driving e-mobility adoption.
3. It has a great potential for expansion to other cities.
4. Collaborations with delivery companies to expand the usage.

5.1.4 Threats
Zemavolt’s threats are:

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1. There might be a strong competition from fuel-powered two-wheelers and informal
bike rental services.
2. The risk of theft or vandalism is high.
3. The technological and battery-related maintenance issues.
4. The changes in the government policies can affect the price and the operation as well.

5.2 Competitive Edge

Zemavolt will utilize the following strengths to provide it with a leading edge in Addis Ababa,
1. Green Innovation: Zemavolt is among the few local businesses actively promoting
electric mobility, aligning with Ethiopia’s push for sustainable urban development.
2. Battery-Swapping System: We will offer a faster and more convenient alternative to
traditional charging, significantly reducing user downtime.
3. Integrated Tech Ecosystem: Our mobile platform provides rental tracking, online
payments, and user support in one place.
4. Customer-Centric Approach: Our flexible rental plans, subscription models, and
responsive service enhance customer loyalty and satisfaction.
5. Strategic Location: Operating within Addis Ababa ensures access to a large, urban
commuter base with growing mobility needs.
5.3 Marketing Strategy
Zemavolt's marketing strategy is focuses on building awareness, generating leads, and
driving customer engagement through both digital and community-driven approaches:
1. Branding & Positioning: Emphasize sustainability, affordability, and convenience.-
Position Zemavolt as the eco-smart mobility choice for urban commuters.
2. Digital Marketing: Social Media Campaigns on Facebook, Instagram, TikTok, and
Twitter to reach younger, urban audiences.- SEO-optimized website with e-commerce
capability.- Paid Google Ads for mobility and transportation-related search terms in
Addis Ababa.
3. Community Involvement: Campus tours and university events to promote rentals.-
Partnerships with local eco-initiatives and city councils.- Sponsorship of public
"Green Ride" events to promote electric scooters and bikes.
4. Promotions: Introductory promotions: Free first rental, referral rebates, bundled
service offerings.- Loyalty programs for battery-swapping subscribers and frequent
renters.

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5.4 Sales Strategy

Zemavolt will use a multichannel sales approach:
1. Direct Sales-Retail and internet sales from our website and mobile app: Discounts
for bulk purchases and fleet buyers (e.g., delivery companies).
2. Rentals: Rental hubs at universities, tech parks, and tourist centers.- Payment and
booking through app for convenience and traceability
3. Battery-Swapping Subscriptions: Subscription packages monthly or annually-
Incentives for early adopters and multi-bike users (e.g., delivery services).
4. Partnerships: Collaborate with delivery companies, tour operators, and government
agencies for bulk rentals or purchases.

5.5 Milestones
In order to achieve the business goals and revenue targets outlined in this plan, Zemavolt
will pursue a chronological agenda of events. These milestones are pivotal points in building
and growing the business. Each step is toward building customer confidence, building
operational capability, and ensuring long-term [Link] planned milestones allow for
tracking of development, effective usage of resources, and keeping the business onschedule.
The realization of these goals will be essential to their gaining market momentum and
delivering repeatable servicein Addis [Link].
Table: Milestones
Milestone Target Data Status/Notes
Business registration & Month 1 Complete legal setup to
licensing operate as a registered PLC
Shop rental & setup Month 2 Secure and equip the
business location.
Inventory purchase (bikes, Month 2-3 Buy and store 500 bikes,
parts) tools, and spare batteries.
Website & app Month 2-4 build platforms for online
development sales, rentals, and support.
BuLaunch of sales & BuLaunch of sales & Grand opening and full
rentals rentals public access begin.
Battery-swapping hubs Month 5-6 Set up 3 stations in key
setup areas of Addis Ababa.
Digital marketing Month 4 Run ads and social media
campaign launch promotions to attract users.
Revenue breakeven point Month 10 Reach enough sales to

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cover business expenses.

Annual financial review Month 12 Analyze performance and
plan for the next year.
6.0 Management Summary
Zemavolt electric bikes and scooter shop will operate under a streamlined management
structure focused on delivering high-quality customer service, operational efficiency, and
innovation in urban mobility. The business will be led by a founding entrepreneur and supported
by a dedicated team of professionals to ensure smooth operations in sales, rentals, maintenance,
and battery-swapping services.
Owner/Manager
Title: General Manager
Responsibilities: Oversees daily operations, vendor relations, inventory management,
marketing coordination, financial supervision, and strategic partnerships. Ensures service
quality, manages key decisions, and monitors business growth.
Annual Salary: 480,000 ETB
Technical Staff
Roles: 2 full-time electric bike/scooter mechanics
Responsibilities: Conduct regular maintenance, battery installation and swapping,
diagnostics, repairs, and ensure vehicle safety and reliability.
Annual Salary per person: 240,000 ETB
Total Technical Staff Cost: 480,000 ETB
Customer Service and Rental Staff
Roles: 2 rental/shop assistants
Responsibilities: Manage bike/scooter rentals, handle customer queries and support,
process payments, and track inventory.
Annual Salary per person: 180,000 ETB
Total Customer Service Cost: 360,000 ETB
Battery Swapping Station Operator
Role: 1 full-time operator
Responsibilities: Manage battery inventory, ensure safety procedures, assist customers
during swaps, and perform quick diagnostics.

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 ZEMAVOLT (APRIL20,2025)
Annual Salary: 200,000 ETB
Security Personnel
Role: Night shift guard or third-party service
Responsibilities: Monitor the premises after hours, oversee surveillance systems,
respond to security alerts.
Annual Cost (contracted or salaried): 200,000 ETB

6.1 Personnel Plan

The personnel strategy for ZEMAVOLT ELECTRIC BIKES AND SCOOTER SHOP is
focused on efficiency, technical expertise, and exceptional customer service. The business will
begin with a core team of 7 employees, with roles essential to the operation, maintenance,
security, and customer interaction of the shop, rentals, and battery-swapping stations.
Personnel will be compensated with competitive salaries and annual increments of
approximately 5% to reflect inflation and reward performance. As the business scales,
additional staff will be hired in areas such as logistics, marketing, mobile servicing, and app
support.
Personnel Breakdown and Salaries

Table: personnel

Position Number Monthly Annual Notes

Salary Salary
(ETB) (ETB)
General Manager 1 40,000 480,000 Oversees full
operations
Mechanics (EV 2 20,000 240,000 × 2 Maintenance &
Specialists) = 480,000 repair
Customer 2 15,000 180,000 × 2 Handle sales &
Service/Rental Agents = 360,000 rentals
Battery Swap Operator 1 16,666 200,000 Manages battery
station
Night Security Guard 1 16,666 200,000 Monitors pre -mises
overnight
Total 7 108,332 1,720,000

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This lean team structure supports the core functions of the business and ensures quality service
delivery from the outset. Additional part-time support may be engaged during peak seasons or
promotional events.

7.0 Financial Plan

7.1 Important Assumptions
1. Market Demand:
 A growing urban population and increasing environmental awareness will sustain
demand for electric bicycles and rentals.
2. Pricing Strategy:
 Sales: Starting at 20,000 ETB or more than per unit for quality electric bicycles .
 Rentals: 500 ETB per day per bike for flexible daily/weekly packages.
3. Operational Costs:
 Fixed costs for infrastructure, battery swapping stations, fleet acquisition, and
maintenance operations.
 Variable costs include electricity for battery charging, marketing campaigns, and app
development.
4. Customer Retention and Growth:
 High customer retention due to add-on services like maintenance, leasing, and app-
based convenience.
 Annual revenue growth projected at 10-15% based on market trends and scaling.
5. Economic Conditions:
 A Stable inflation and consistent purchasing power among the target demographic.

7.2 Break-even Analysis

This section calculates the break-even point, where total revenue equals total expenses, ensuring
no loss or profit.
Fixed Costs:
- Establishing battery swapping stations, insurance, utilities: 1,000,000 ETB.

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 ZEMAVOLT (APRIL20,2025)
- Marketing and Distribution: 1,000,000 ETB
- Maintenance infrastructure: 1,500,000 ETB.
- Staff Salaries: 2,000,000 ETB
Variable Costs:
- Battery swapping: 1,500 ETB per user x 2,000 users/ year = 3,000,000 ETB
- Rentals: 200 ETB x 24,000 rentals/year = 4,800,000 ETB
- Sales: 18,000 ETB x 500 sales per year = 9,000,000 ETB
Total variable cost = 16,800,000 ETB
Contribution Margin = Total revenue – variable cost = 35,237,500 – 16,800,000 = 18,437,500
ETB
Revenue Streams:
1. Sales Revenue: 20,000 ETB per unit for electric bicycles.
2. Rental Income: 500 ETB per day per bike.
3. Add-on Services Income: Fleet leasing contracts with businesses.
Maintenance subscriptions.
������������ ������ 18,437,500
Contribution Margin Ratio (CMR) = �������
= ≈ 0.523
35,237,500
����� ����� 5,500,000
Break-even Revenue = = ≈ 10,516,252 ���
��� 0.523

Table: Break-even Analysis

Category Amount (ETB)
Fixed Costs 5,500,000
Average units Price 20,000
Average Variable Cost 16,800,000
Contribution Margin 18,437,500
Break-even Revenue 10,516,252

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7.3 Sales Forecast

The following tables illustrate the sales forecast for five years. The first few months will be
slower, a consequence of being a start-up business, struggling to become more visible within the
community, going from nothing to achieve a regular clientele. A steady growth cycle will occur
as the months pass. Profitability is projected to occur during the first half of the first year.
Considering an average price 20,000 birr per one piece of bike and 25,000 birr per one piece of
Scooter , ZEMAVOLT PLC, would need to sell 500 bikes and 500 scooter per year and 5000
rental Services per year for each bike and scooter to get total revenue from 11,725,000-
16,750,00 Per year . Using different methods and technologies we will able to sell 5 bike and 5
scooter and rent 10 bike 10 scooter per day (theoretical operating capacity).

Table: Sales Forecast

Year Sales Unit prices Total Sales Direct unit Cost of

forecast (ETB) (ETB) cost (ETB) Sales
(Units) (ETB)
2025 500 28,475(Avg.) 14,237,500 20,000 10,000,000
2026 550 28,900 15,895,000 20,500 11,275,000
2027 600 29,500 17,700,000 21,000 12,600,000
2028 650 30,200 19,630,000 21,500 13,975,000
2029 700 31,000 21,700,000 22,000 15,400,000
Total 3000 119,600 89,162,500 105,000 63,250,000

7.4 Project Financial Statement

According to our conservative estimates, ZEMAVOLT PLC is expected to maintain a healthy
financial position over the next five years. The following plan outlines the financial
development of our company. The business will be initially financed by a 2,000,000 five year
turn loan and the total capital investment of 1,500,000. The source of pay the loan will be the
cash flow generated from operations. The company will also finance growth through cash flow.
After an initial period of five years, the company will be able to make further expansion. At that
time, it envisioned that bank loan or equity Funding will be sought to finance new development,
in addition to retained earnings. The project Financial statement have been prepared in
accordance with the general accounting principle, and Necessarily include some amounts that
are based on reasonable estimates and judgement. For accounting purposes, the long term
assets are expensed using the straight-line depreciation method, and inventory is accounted for

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based on the First-In First-Out (FIFO) method. The following sections outline important
financial information in ETB.

Table: Financial Statement

Year 2025 2026 2027 2028 2029 Total

Sales 36,237,500 38,200,000 40,200,000 42,340,000 44,577,000 201,554,500
Cost of goods 17,500,000 18,500,000 20,000,000 21,000,000 22,000,000 99,000,000
Gross margin 17,737,500 19,500,000 22,000,000 25,000,000 28,000,000 112,237,500
Gross 48.90% 51% 54.72% 59.04% 62.81%
margin %
Payroll 2,000,000 2,200,000 2,400,000 2,600,000 2,800,000 12,000,000
Sales and 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 6,000,000
Marketing
Depreciation 350,000 700,000 1,050,000 1,400,000 1,750,000 5,250,000
Rent & Misc. 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 6,000,000
Totaloperating 4,350,000 5,100,000 5,850,000 6,600,000 7,350,000 29,250,000
expenses
Profit before 13,387,500 14,400,000 16,150,000 18,400,000 20,650,000 82,987,500
interest &
taxes
Interest 300,000 300,000 300,000 300,000 300,000 1,500,000
Tax incurred 3,926,250 4,230,000 4,755,000 5,430,000 6,105,000 24,446,250
Net Profit 9,161,250 9,870,000 11,095,000 12,670,000 14,245,000 57,041,250

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Chart : Gross Margin

Chart: Net Profit

7.5 Projected Cash Flow

ZEMAVOLT Electric Bikes and Scooter Shop aims for strong and positive cash flows driven by
several revenue streams from electric bike sales, rental services, and battery swapping
subscriptions. The model is designed to produce consistent inflows while maintaining lean
operational costs. The following table and charts outline the estimated cash inflow and outflow,
expenditures, predictable growth, and net cash position over the forecast period in ETB.

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Table: Cash Flow

Year 2025 2026 2027 2028 2029 Total

Cash from 35,237,500 37,000,000 38,800,000 40,740,000 42,777,000 194,554,500
Sales
Cash from 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 7,000,000
Receivables
Total cash 36,237,500 38,200,000 40,200,000 42,340,000 44,577,000 201,554,500
Inflows
Payroll and 2,000,000 2,200,000 2,400,000 2,600,000 2,800,000 12,000,000
Staff
Maintenance 1,500,000 1,600,000 1,700,000 1,800,000 1,900,000 8,500,000
and
Logistics
Rent, 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 6,000,000
Utilities,
Insurance
Marketing 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 6,000,000
and
Distribution
Capital 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 15,000,000
Expenditure
and
Expansion
Taxes and 6,200,000 6,300,000 6,400,000 6,500,000 6,600,000 32,000,000
Misc.
Total cash 13,700,000 14,800,000 15,900,000 17,000,000 18,100,000 79,500,000
Outflows
Net cash 22,537,500 23,400,000 24,300,000 25,340,000 26,477,000 122,054,500
flow

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 ZEMAVOLT (APRIL20,2025)

Chart: Cash Flow

Chart: Net Cash Flow

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 ZEMAVOLT (APRIL20,2025)

7.6 Projected Balance Sheet

This project called ZEMAVOLT is expected to have a balanced and consistent growth in assets,
stable capital structure, and careful liability management. The following table and chart reflects
the main assets, liabilities, and equity that make up the balance sheet in ETB.

Table: Balance Sheet

Year 2025 2026 2027 2028 2029 Total

Cash and 22,537,50 23,400,00 24,300,00 25,340,00 26,477,00 122,054,50
Equivalents 0 0 0 0 0 0
Inventory 2,000,000 2,200,000 2,400,000 2,600,000 2,800,000 12,000,000
Receivables 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 7,000,000
Total Current 25,537,50 26,800,00 28,100,00 29,540,00 31,077,00 141,054,50
Assets 0 0 0 0 0 0
Long-Term Assets 7,000,000 8,000,000 9,000,000 10,000,00 11,000,00 45,000,000
0 0
Accumulated 350,000 700,000 1,050,000 1,400,000 1,750,000 5,250,000
Depreciation
Total Assets 32,187,50 34,100,00 36,050,00 38,140,00 40,327,00 180,804,50
0 0 0 0 0 0
Current Liabilities 2,000,000 2,100,000 2,200,000 2,300,000 2,400,000 11,000,000
Long-Term 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000
Liabilities
Total Liabilities 5,000,000 5,100,000 5,200,000 5,300,000 5,400,000 26,000,000
Paid-in Capital 11,000,00 11,000,00 11,000,00 11,000,00 11,000,00 55,000,000
0 0 0 0 0
Retained Earnings 16,187,50 18,000,00 19,850,00 21,840,00 23,927,00 99,804,500
0 0 0 0 0
Total Equity 27,187,50 29,000,00 30,850,00 32,840,00 34,927,00 154,804,50
0 0 0 0 0 0
Total Liabilities & 32,187,50 34,100,00 36,050,00 38,140,00 40,327,00 180,804,50
Equity 0 0 0 0 0 0

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 ZEMAVOLT (APRIL20,2025)

Chart: Balanced Sheet

8.0 Exit Strategy

Zemavolt Electric Bikes and Scooter Shop is a student-owned business, therefore we have two
clearly outlined plans to leave the business in the future.
 In the short term, if the owners are no longer able to run the business, then we can
sell it to an entrepreneur who resides locally or leave it to other students interested
in continuing the job.
 In the long term, if we expand the company, we may sell it to a larger company or
bring in investors who can further expand it. So the founders can leave and still
ensure the business continues to grow.
Our main objective is to make sure Zemavolt continues to run successfully, even if ownership
changes.

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