Phase 1 Business Plan

Version 2.2.2 · Scope: M0 – M18 · Currency unit: million ₩ (M₩) · Follows on from Business Idea v2.2.2 · 29.09.2026 Readers: the three-group executive team · advisors · Phase 1 capital contributors and Phase 2 investors

One steady shop · one set of cups people come back for · one handbook complete enough to open a second shop — and one ledger anyone can read.

Introduction · What this document is for

Business Idea v2.2.2 says what EverWell is. The three workstream plans say what each workstream does. This document places the three workstreams on one timeline and one cash flow: what each period must achieve, who does what to get there, how the money is split, how it runs month by month, and what can go wrong — along with how to catch it.

• Read together with — Workstream 2 Plan v2.2.2 (product) · Communication Strategy v2.2.2 (Workstream 1) · Workstream 3 Plan v2.2.2 (governance, legal) · Shop Operations Handbook v2.2.2 · Brand Voice v2.2.2 · Governance & Capital Structure v2.2.2.
• This document is the reference for numbers and milestones — Every estimate range in the three workstream plans is fixed to a number here. If they differ, this document wins. For shares, vesting and decision rights, use Governance & Capital Structure. The accompanying interactive HTML version lets you adjust the assumptions and watch the cash flow recalculate.
• The numbers are a scenario, not a promise — Cup price, cups/day and rent will be re-fixed after the M0–M2 trial-brewing round and the M2 premises survey. §5 gives three scenarios so the downside path is looked at squarely.

Four end-of-Phase-1 goals — every period leads back here

Programme launch milestones — one line for the whole document suite to follow

1 · The 18-month picture — five stages, one cash flow

*Base scenario §5; the 40 M₩ reserve is included in this figure and must not be touched.

How to read the picture: M0–M3 is spend only — that is the price of laying the foundation carefully. In M4–M9 the shop covers most of its own costs but the company still tops it up; the summer of M7–M9 is drawn straight into the model. M11 is the first month of positive net cash flow; from M13 net cash flow is steadily positive thanks to the lunch combo, weekly pack and sets. At the end of M18, 86.9 M₩ remains — 46.9 M₩ above the reserve — entering Phase 2 with 600 M₩ of new capital.

2 · Work goals by period

Each stage records measurable goals across four dimensions: product · customers & community · operations & legal · money. The threshold is the "pass" level; below it the stage does not close, and the council discusses stepping back or making up the gap.

Stage 1 · M0–M2 — Drinks set & company foundation

Stage 2 · M2–M3 — Brand onto the cup · build Shop 1

Stage 3 · M4–M10 — Operate · recover shop capital · launch food & the Cup Given Forward

Stage 4 · M10–M12 — Design the full-set shop · re-read the 4 groups

Stage 5 · M12–M18 — Steady profit · standardise · raise 600 M₩

3 · Work items per workstream to meet each period's goals

Each line: task · deliverable · week within the stage. The lead workstream is named; supporting workstreams are noted in brackets.

Stage 1 · M0–M2

Stage 2 · M2–M3

Stage 3 · M4–M10

Stage 4 · M10–M12

Stage 5 · M12–M18

4 · Allocation of spending and resources

4.1 Three capital pockets — 200 M₩

From M10 the shop level is profitable and the surplus flows to the common fund; the three pockets stay separate only until the company is self-sustaining (M11).

4.2 Shop 1 foundation — 67.5 M₩ (M2–M3)

4.3 Company pocket — 70 M₩ by workstream and by stage

4.4 Monthly shop operating costs — from M4

4.5 People resources — hours/week by stage

Total hours for the three part-time roles across Phase 1 ≈ 4,000 hours. The rate of 15,000₩/hour (Governance & Capital Structure §4) is only a bookkeeping unit for hours, used to divide within each group and to evidence contribution — it is not a share valuation. The value of the executive team's 35% block follows the company valuation (175 M₩ at M0), not total hours × rate.

4.6 Spending approval limits — fixed for use

5 · Cash flow and financial plan

5.1 Base assumptions — adjustable in the HTML version

5.2 Nineteen-month cash flow — M0 to M18 (base scenario, M₩)

"Funds left" = 200 M₩ plus cumulative net flow, including the 40 M₩ reserve. The 15 M₩ deposit sits within foundation — recoverable later, but cash out today.

5.3 Cash flow charts

Funds left (M₩) · base scenario · line ┊ = 40 M₩ reserve
200 ┤
M0  │███████████████████████████████████████  195.7
M1  │██████████████████████████████████████   191.0
M2  │███████████████████████████████          159.1
M3  │██████████████████████                   114.5
M4  │█████████████████████                    109.1
M5  │███████████████████                      98.4
M6  │███████████████████                      96.5
M7  │██████████████████                       90.2
M8  │████████████████                         83.4
M9  │███████████████                          79.0
M10 │███████████████                          78.6
M11 │███████████████                          79.0
M12 │███████████████                          77.8
M13 │███████████████                          79.5
M14 │████████████████                         81.2
M15 │████████████████                         82.9
M16 │████████████████                         83.0
M17 │████████████████                         84.2
M18 │█████████████████                        86.9

Monthly net flow (M₩) · base scenario · left of line │ = negative, right = positive
     −45                          0     +5
M0                             ▒▒▒│ -4.3
M1                             ▒▒▒│ -4.7
M2           ▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒│ -31.9
M3  ▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒▒│ -44.6
M4                            ▒▒▒▒│ -5.4
M5                         ▒▒▒▒▒▒▒│ -10.6
M6                               ▒│ -1.9
M7                            ▒▒▒▒│ -6.3
M8                           ▒▒▒▒▒│ -6.8
M9                             ▒▒▒│ -4.3
M10                              ▒│ -0.4
M11                               │█ +0.4
M12                              ▒│ -1.2
M13                               │██ +1.7
M14                               │██ +1.7
M15                               │██ +1.7
M16                               │█ +0.2
M17                               │█ +1.2
M18                               │███ +2.7

5.4 Three numbers to remember

5.5 Break-even — two levels

Method: fixed costs ÷ contribution after ingredients (69–70%). One-off items (cosmetics, packaging, fundraising) are excluded from monthly break-even.

5.6 Three scenarios — looking the downside in the eye

• Cautious (−20% customers, ~56 cups/day at M6) — The 40 M₩ reserve is not touched but the company does not sustain itself within Phase 1; funds at the end 56.6. This is the level at which the plan still survives thanks to the reserve, but raising 600 M₩ must wait until break-even — see the response levels in §6.
• Base — As in table §5.2.
• Good (+15%) — Self-sustaining from M10, funds at the end 109.6; the surplus goes to starting the full-set shop earlier, not to opening new spending lines.

5.7 Phase 2 capital — 600 M₩

The 3.0 M₩ fundraising-dossier cost already sits in Workstream 3 (M13–M15). If the raise is delayed, the 86.9 M₩ left at end of M18 still sustains the company for ~2 years at the M13–M18 net-flow level.

6 · Risk analysis and contingency

6.1 Risk table — ranked by loss × probability

6.2 Three response levels when the money turns bad — written in advance so hard times are not argued on emotion

6.3 What does not change however hard it gets — repeated from Workstream 3

Real ingredients, full measures · growers paid in full, wages on time · no health claims · no religion used as packaging · business side and giving side kept separate · Lane 1 does not talk about religion. May bend: number of cups, number of dishes, opening hours, event rhythm, pace between stages, timing of Lane 2, food, cosmetics.

7 · Plan-tracking rhythm

Closing · A plan is a promise with a calendar

These eighteen months are not measured by the number of tasks done but by four things: cups people come back for, a shop that sustains itself, a handbook complete enough for someone else to open a second shop, and a real community with the cups it has given. The money is drawn straight through the slow season and the bad scenario alike — so that everyone puts in capital with understanding, and so that in hard times the whole house holds to one thing written in advance.

When the roots hold, the flower blooms.

Matters left open

• Actual cup price, cups/day and rent — re-fixed after the M0–M2 trial brewing and the M2 premises survey; the HTML version recalculates.
• Structure of the 600 M₩ (equity or convertible loan) and number of investors — Workstream 3 proposes at M12; 2.4 B₩ pre-money valuation revisited with the advisors.
• Type of shop permit from the start (휴게음식점 or 일반음식점) — per the M2 premises.
• The 55/25/8/12 ratio — re-read at M7.
• Surplus given-forward cups passed to partners: accounted as gifts or as funds held in trust — ask the accountant at M4.

EverWell · Phase 1 document suite · version 2.2.2 · Incheon, Korea · 29.09.2026