Business financial model file
Bar Financial Model
Build a bar opening budget and test whether paid covers can support the full staffed month, not merely pay for the drinks poured.
Opening investment and working cash
This original leased 40-seat case separates bar construction, cold/ice equipment and opening inventory. Licence and insurance amounts are placeholders to replace for the actual jurisdiction and operation, not national fees or proof that permission to trade exists.
| Cash use | $ |
|---|---|
| CAPEX: Bar fit-out and premises services | 45,000 |
| CAPEX: Refrigeration and ice equipment | 25,000 |
| CAPEX: Furniture, glassware and POS equipment | 12,000 |
| Pre-opening: Local licensing/plans/professional setup | 8,000 |
| Pre-opening: Pre-opening training and launch | 6,000 |
| Refundable deposit / tied-up cash | 8,000 |
| Opening stock / initial working inputs | 6,000 |
| Reserve: 2 selected fixed-cost months | 44,428 |
| Selected opening cash total | 154,428 |
CAPEX totals $82,000, pre-opening expense $14,000 and working cash $58,428. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
The roster assumes bartender wages of $24/hour for two 120-hour roles, a 90-hour service role at $20 and a 160-hour manager at $26, each with an original 20% employer allowance. Door coverage and insurance must match the planned hours and events. A loss at planned volume should not be hidden by excluding the manager budget.
| Commitment | $ per month |
|---|---|
| Two bartenders: loaded 120-hour rosters | 6,912 |
| Door/service role: loaded 90-hour roster | 2,160 |
| Manager: loaded 160-hour roster | 4,992 |
| Rent/common charges | 4,000 |
| Base utilities | 650 |
| Insurance | 1,200 |
| Recurring local licence budget | 450 |
| Music/service commitments | 300 |
| Cleaning/waste | 400 |
| POS/software | 150 |
| Maintenance | 250 |
| Marketing | 500 |
| Accounting/admin | 250 |
| Total selected fixed cash | 22,214 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 28 |
| Drinks/food consumption per paid cover | 9 |
| Spillage/breakage allowance per cover | 0.6 |
| Percentage-only fee allocation (3%) | 0.84 |
| Contribution before scheduled payroll/fixed OPEX | 17.56 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
At 24 trading days,40 seats and 1.5 paid turns/day the room permits 1,440 covers; the assumed service ceiling is 1,560. Planned volume is 1,200 covers. This is an aggregate limit before checking late-night peaks and the time guests occupy seats.
For this fixed mix and commitment, whole-unit cash break-even is 1,266 paid customer covers per month: ($22,214) ÷ $17.56, rounded up. The aggregate capacity is 1,440 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 1,000 | 28,000 | -4,654 |
| 1,266 | 35,448 | 16.96 |
| 1,200 (planned) | 33,600 | -1,142 |
| 1,440 | 40,320 | 3,072.40 |
The current price, cost and roster can yield a negative result at planned covers. Compare the break-even count with the practical room ceiling before assuming that promotion alone fixes the plan; the separate additional-window case below has a different price and scope.
Practical KPI definitions
Use net sales divided by settled covers for the average check. Reconcile purchases, stock changes and measured pours before deriving beverage consumption cost; breakage/spillage is explicitly additional here. Track contribution per staffed hour and paid turns by actual service period.
No tips, sales tax, debt service, owner distributions or capital replacement is modeled. Opening stock is a cash asset; only consumed product enters per-cover cost.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model covers
The official FinModelsLab listing describes an editable five-year model. Weekday demand and calendar counts create monthly covers; separate midweek and weekend checks determine ticket revenue before category allocation. Cost rates, fixed expenses, role-level staffing and dated capital purchases support profit and loss, monthly and annual cash projections, break-even analysis and dashboard KPIs.
Use a complete contribution assumption
Our original 48-hour additional-window case needs 99 whole $22 orders when $8 consumption, 3% settlement fees and $1,320 extra staffing are included. Ninety-six orders lose $39.36; omitting fees would incorrectly suggest a small surplus.
Map settled orders and their basket to the model's cover/check basis before entering demand. Date opening stock and deposits separately from drinks consumed during trading. The Bar planning guide develops the original worked case.
Planning guide