Myanmar Theatre Private Limited: A New Concept For Film Watching

Name and address of business

The name of the theatre company would Myanmar Theatre Private Limited (MTPL). The address of the business firm would be on the Kabar Aye Pagoda Road on which the the Kabar Aye Pagoda is located. The area is close to Okkala Golf Resort. The area is crisscrossed by the Parami Railway and the Kanbe Railway stations. The area has as many as five bus stops. The theatre address would need to acquire its headquarters on the Kabar Aye Pagoda Road because the area has excellent connectivity which would enable viewers easy access to the theatre. The second address of Myanmar Theatre Private Limited would be on the Kabar Aye Pagoda Road in the Suniram Park area close to the Sedona Hotel Yangon. This location would provide transport facilities like railway stations and bus stops. The theatre would overlook the Inya Lake, thus the consumers would be able to enjoy an exotic view of the majestic lake.

The name and address of the principle(s) or director (s) are as follows:

Mr. Lee Cheng, CEO

1 Kabar Aye Road,

Yangon

Mr. Patrick Thomas, Financial director

11 Washington Park,

Yangon

Mrs. Elizabeth Francis,

Pyay Road,

Yangon

The nature of the Myanmar Theatre Private Limited would be provide superior film watching in comfortable environment. The company would also enable the consumers to purchase different types of snacks like flavoured popcorn and beverages like coffee and Pepsi at the dedicated food counter. The customers would also be able to obtain membership with the theatre and avail discounts on tickets to watch movies.

• Vision: Myanmar Theatre Private Limited would operate in the entertainment sector in Myanmar and offer superior quality movie experience to the viewers. The organisation would also aim to benefit in the local community by employing people from the surrounding locality.
• Mission: Myanmar Theatre Private Limited seeks to achieve high position in Myanmar as a provider of superior ambience and great food to set a benchmark in its markets. The firm according to market opportunities would expand into allied business like distributorship and film production to serve the economy in more than one ways.

The financing of Myanmar Theatre Private Limited would be provided by the directors at the initial stage. The management of the company would also approach banks to open current accounts and to borrow loans. The firm would also require to obtain access to payment gateways of the banks to make and receive payments online. The firm at a later stage would get listed on the Yangon Stock Exchange (Ysx-mm.com. 2018). This would allow the firm to raise capital from Myanmar’s booming stock market. The initial amount of capital which would be required to start the business would K 10000000 which comes to USD 6409.85 as on December 8, 2018. The breakdown of the capital structure is as follows:

• CEO-40 percent of the initial capital which amounts of K 4000000.
• Director 1-30 percent of the initial capital which amounts of K 3000000
• Director 2-30 percent of the initial capital which amounts of K 3000000

The information provided in the business plan would be a property of Myanmar Theatre Private Limited and could be confidential. Any application, usage and sharing of the data would require prior permission of the directors. The person(s) using the information including employees and third parties need approval of the management. Any misuse of the confidential information will attract legal actions. The firm would mentioned afore would respect and protect the confidential information of consumers like their email address and bank account details under the Consumer Protection Law, Myanmar (Myanmartradeportal.gov.mm. 2018). The firm should only use and manage customer data for business purpose with consent of the respective customers.

Myanmar is one of fast growing economies in Southeast Asia with a GDP of $ 334.856 billion as on 2017. The country has a very rich culture and people from different orign like Chinese, Thai and the people of Burmese origin. The country has a growing middle class population and people have more disposable income owing to rising per capita income. The country has a strong relationship with developed and developing nations of the world. The government of Myanmar has made new developmental strategies to attract more foreign direct investments into the country (Dica.gov.mm. 2018). This is evident from the fact that the FDIs from countries like India and the US have boosted the development of Myanmar which is evindent from the rising GDP of the country as shown in the graph below.

Name(s) and address(s) of the principles

Figure 1. Graph showing GDP of Myanmar

(Source: Tradingeconomics.com. 2018)

Yangon was the former political capital of Myanmar and the commercial capital of the country. The city is the hub of music, culture, entertainment and theatre. The city has the highest penetration of internet in Myanmar and hence is the choicest location for Myanmar Theatre Private Limited.  The city has a large population of upper class and middle residents. Yangon is ruled by the Yangon City Development Committee. The city attracts large population of tourists and thus luxury hotels. The city would be apt for opening the movie theatre as the residents and tourists would provide large viewership (Ycdc.gov.mm. 2018).

Figure 2. Future population forecast in yangon

(Source: Ycdc.gov.mm. 2018)

The number of movie theatre is decreasing since the major chains of the movies theatres are developing mega multiplexes that pile increased number of people to smaller spaces. This strategy has left the popular down theatres in Myanmar town location still vacant. However, the movie theatre industry in Myanmar started in the 20^th century that peaked in the year 1950’s and 1960’s. There are almost 57 movie theatres located in Yangon, which are not clean and hygienic (Screen 2018). In addition to this Myanmar has a proud tradition with oldest movie theatre that are popular amongst the audience. There are almost 40 cinema theatres across Myanmar and the proposed theatres plans are 100 that will be finished within two years. The group have annual budget of $4million for building 100 cinema theatres and K 200 million that has been assumed for each of 316 seat present in the cinema.

From various sources it has been found that the box office revenues are expected to fall down in the year 2019 after the stellar performance in the year 2018 which was party driven by number of unique blockbuster (Krüger-Klausen and Odgaard 2014). However, there is a steady streaming of strong performing movies in most of the movie theatres in combination with the new state of the art cinemas that has boosted both attendance in cinema and prices of ticket. Owing to this, the box office profit have componential increased with 4.3% (todayonline.com 2018). Therefore, the trends are movie towards high performing movies streaming in movie halls.

Competition for the movie theatres specifically in a place like Myanmar may come in various ways. In general, the indirect competition such as entertainment substitute in the regional areas. In addition to a competition that comes from the local or multiplex hall and other restaurants such as PVR, Inox theatres located in malls (Timesnownews.com 2018). This is because; restaurants too may present a potential complimentary offering that might exploit the food offering provision through strategic partnership. As discussed earlier, the direct competition for the movie theatre is located near the location those 45 miles away from the Entertainment Theatre.

The indirect competitor of the movie theatres are other entertainment facilities like sports and outdoor recreation. The television and the radio are also competitors because they are capable of providing the consumers entertainment like songs at no extra costs.

Nature of the business

The market will be segmented in to two major categories they are as follows:

Families: These segments of the market will be emphasizing on the adults and the parents along with children will be visiting the movie theatre to watch the latest movies that are on release. They will be seeking for a less pricey, affordable, quality and family centred entertainment experience.

Young grownups: The specific segment of the market will be consisting of adults of the age group 16-24 including male and female. This group of people will be mostly interested in watching comedy, fantasy, action and adventurous movies that are not usually directed at the children and family markets.

Following the changing trends within the industry that a buzz could be created once the the movie theatre opens in Myanmar. Excitements will build as a grand launching initiate, therefore market forecasts asserts that:

• In order to encourage the excitement of consumers, the owners of the Myanmar movie Private Limited theatre will have to open a building marquee (The Myanmar Times 2018).
• Advertisement will be posted in both local as well as college daily news pares with promotion of coupons free food items.
• This will helps in gathering huge number of profits coming from commissions.
• Websites will help to keep the customers close to the information about the threated and to provide updates on the movies.

As products, the theatre will be offering the customers with ticketed booking facilities through online and offline mode of service. Myanmar Theatre Private Limited theatre will also be providing reasonably price the snacks products and beverages that will be helpful for keeping the customers satisfied during the experience of the movie (The Myanmar Times 2018).

Myanmar Theatre Private Limited will be offering comfortable arrangement of seating for the consumers to view the standard quality movies. In this context, the management of the theatre will be maintained by movie selection by being able to see how the movies have been rated in their initial period specifically those that have given success in the theatres target market (Yangon Life 2018).  The founders of the theatre will ensure the movie watching experience of the customers for which the theatre will seek to hire more customer centred employees.

The firm would sell food, refreshments, candies and beverages, hot as well as cold within the premises of the theatre. The consumers can obtain the same at affordable prices. They can also avail a variety of beverage starting from cold drinks to tea and coffee on different variants.

Myanmar Theatre Private Limited theatre will be a large antiseptic mega multiplex with almost 102 seats in each of the movie halls. There will be three screens within the entire theatre, which will help in streaming three popular movies all at once at the same place. This will as well help in increasing the production of the theatre.

The equipment would include film projection set up, computers, CCTV camera for surveillance and software of different types like accounting and billing software.

Equipment description	Quantity
Film projection set-up	4
CCTV camera	10
Software packages	10
Air conditioners	4
Automatic drying and cleaning machine	2

  In the initial; period, one of the elder brother who has experience in business will be accountable for managing the major tasks that would represent the theatre after it is up and rind. In this, the operations that he will be responsible for will be selection of movie, marketing and hiring employees. The other brother younger one will be responsible for taking care of hiring of employees and ordering the supplies of the theatres consisting of the concessions.

There will four employees will consisting of the ones who will be providing customer service. They will be working on part time basis for the initial period.

Statement of financing

Myanmar Theatre Private Limited will begin their operations as private limited that will be owned, managed by two co-founders. The two brothers will be the major investors and operators of the Myanmar Theatre Private Limited. One of the brother has been already managing a restaurant in a little faraway location in Myanmar for almost pervious 6 years. Therefore, this will provide them a valuable opportunity to build a partnership with restaurant and the movie theatre with an incredible opportunity to run the theatre. The other brother has been working as a temporary contractor in the local business community.

The pricing policy of any organization is vital for the successful generation of high revenue (Nagle and Müller 2017). Since the Myanmar Theatre Private Limited organization is a startup company, it has to take due care in forming its pricing policy. In the top tiered cities of Myanmar, the theatre can charge a relatively high price from the consumers, based on the fact that the people in the urban areas earn more and therefore, can afford to pay a higher price for the tickets. However, this strategy has to be revised in the second tiered cities where the people earn relatively less; the price of the tickets has to be comparatively low in order to increase the volume sales (Nagle and Müller 2017).

Variants	Price  per unit
Pastries plain	100
Black forest	200
Choco fudge	200
Plain	90
Spiced	100
Vegetable	200
Cheese	350
Chicken	400
Mutton	400
Tea(Lipton)	50
Coffee(Bru)	50
Chocolate(Cornetto)	50
Vanilla	40
Double choco	300
Aquafina	100
Pepsi	80
Mountain Dew	80
7UP	80
Total food and refreshment costs
Gold class	2500
Silver class	2000
Economic class	1500
Total entertainment costs
Total

Every startup requires an elaborate system of advertisement (Ulker-Demirel, Akyol and Simsek 2018). In order to promote the image of Myanmar Theatre Private Limited in the minds of the people, the associates of the movie theatre needs to put up hoardings in the big cities, announcing the opening of the movie theatre. It can also distribute flyers promoting the organization to the targeted people, such as the young generation and the couples. This will help to increase the visibility of the organization in the eyes of the targeted people.

Various promotional activities that can be adopted by Myanmar Theatre Private Limited are instituting an efficient public relation manager. The main aim of the startup is to make the organization visible to as many people as possible so that they decide to give this theatre a chance (Armstrong et al. 2015). This can be done effectively by a public relation manager who can take up the initiative to hold promotional events with various prospective shareholders. Moreover, he or she can hold promotional talks in the television or radio, talking about why people should choose to visit this movie theatre, such as the consumer friendly price and the conducive locations.

Knowing the targeted consumers is very important for any business. If the targeted consumers are appealed to a significant level, then the profit motive of the concerned organization will be achieved (Baker 2014). The targeted consumer of the Myanmar Theatre Private Limited is the youth and the young couples who want to spend some time unwinding by watching a nice movie in a comfortable environment. The organization should take steps to strategically appeal to their target consumers, such as they can give periodical discounts or offers like two tickets in the price of one.

Statement of confidentiality

The process in marketing plan involves targeting the right consumers and creating a favorable brand image in the minds of the people, which is known as brand positioning (Sheth and Sisodia 2015). For Myanmar Theatre Private Limited, it is essential for the management to take up initiatives to advertise about the organization in a wide scale level. This advertisement can take up the form of both offline and online, such as putting up public hoardings in the market place, setting up several strategic tie ups with various banks who will provide discounts when consumers book the tickets. The main intention is to create a conducive image of the brand in the minds of the targeted consumers so that they visit this movie theatre.

The Myanmar Theatre Private Limited will have a physical presence in all of the tier one cities of Myanmar. This is essential as the prices of the tickets is proposed to be high in these cities as compared to the tier two cities. In tier two cities, although the price of the tickets will be comparatively low, the main focus is towards higher volume sale of the tickets. However, there will be less number of branches of the organization in these cities as the potential number of customers is dubious in tier two and tier three cities.

Myanmar Theatre Private Limited is a proposed startup in the field of movie theatre. Initially, it will only be providing the screening of various movies. However, once the organization starts to earn a stable revenue, the various services provided will also increase. There shall be a company owned cafeteria within the premises of the movie theatre. Moreover, the organization shall also form tie ups with other food and beverage outlets to set up small stalls within the movie theatre.

The management of the Myanmar Theatre Private Limited will assume control by auditing the movie theatres every three months in order to analyze the volume of sales of tickets in various cities of Myanmar and the total revenue generated within the time period. It should be the prerogative of every new organization to control the proposed plan and monitor them in every step so that future adjustments can be made (Solomon et al. 2014).

The expansion of the proposed movie theatre is very important. Once established in a tier one city, the management should take up the initiative to further expand the organization into various shopping malls and such other strategic places. The more number of branches the movie theatre will have, the higher will be chances of being closer to the potential customers (Solomon et al. 2014).

The main physical attraction of a movie theatre is the seating arrangement within the movie hall. In a tier one city, the seating arrangements needs to be luxurious and spacious as the people living in these cities are usually elites and they prefer a comfortable, personal space while watching their movies (Joshi and Lohiya 2017).  The plants would consist projection setup, speakers and CCTV camera. Proper air conditioning is required and the size of the screens should be large. However, in a tier two or tier three city, this is not so important because of the poor economic structure of the people.

Industry Analysis

Movie theatres require the basic satellite projections of the required cinema. Moreover, good quality sound systems are a mandatory in movie theatres. These are the various primary requirements for a new movie theatre.

The sound system for Myanmar Theatre Private Limited would be acquired from Dolby as Dolby is renowned for providing quality sound. The movie screens will be purchased from a company named Ekran from Poland. They are known for manufacturing screen, tailored to the required size of the movie hall. This will give an appealing effect to the three dimensional movies. The main food suppliers would Unilever and PepsiCo.

Myanmar Theatre Private Limited would operate as a privately owned theatre company whose shares would be held by the directors and individuals mentioned in the Memorandum of Association and Articles of Association. The core business operations of the firm would revolve around providing high quality film viewing experiences in a comfortable ambience at reasonable rates. The company would operate in the initial stage in the two locations namely, close to the Kabar Aye Pagoda and Suniram Park, both situated on the Kabar Aye Road. The operations of the company would expand into new areas with Yangon and big cities in the country. The firm would then a later stage aim to expand into overseas markets to generate further revenue and establish itself a multinational theatre company.

The tertiary business operations of Myanmar Theatre Private Limited would consider of offering high quality food at affordable prices. The theatre company would also collaborate online ticketing partners and banks. The theatre company should right from its inception collaborate with PepsiCo and offer only aerated beverage products of the company. Similarly, the theatre can then aim to collaborate with Unilever and offer food products of the company. This would also allow the theatre company to markets its film offerings at the events organised by these two corporate giants. This would enable the theatre gain greater level of visibility in the competitive theatre market in Myanmar which would enable it expand its business into new markets (Christopher 2016).

The theatre firm would receive the goods and services from acquiring supply chains in Myanmar. The goods of the business organisation would consist consist of furniture and fixtures which would be installed within its premises (Ho et al. 2015). The furniture would include the pushback chairs and fixtures like air conditioners. These would be regarded as fixed assets of the firm.

The current assets of the firm would consist of food products which it would offer at the food counters. As already pointed out, the suppliers for food and beverages would be Unilever and PepsiCo respectively.

The flow of services to conduct the business would consist of online payment services and ticketing services. The firm would be required to collaborate with banks and online ticketing companies to acquire the same.

Myanmar Theatre Private Limited would employ advanced technology to operate in the entertainment market in Myanmar. The theatres would be empowered by superior film projection technology and screens. The theatres would also be advanced to support films shot in 3D and 4D formats. They would provide viewers with specialised glasses to view films shot in these two formats at no extra costs.

Country Profile

The initial form of ownership of Myanmar Theatre Private Limited would be private limited company in the initial stage. The ownership of the shares of the firm would rest with the directors at the initial phase. The firm however acquire public limited status by getting listed on Yangon Stock Exchange. The ownership at this stage flow to the investors, both individuals as well as body corporate at this stage. However, the directors would be retaining a part of the ownership of the firm even at this stage.

The firm would be required to identify the ticketing and online ticketing partners to sell its tickets to viewers online. As far as shareholding is concerned, the shares would be held by the directors in the initial stage. A part of the shareholding would pass down to the investors post listing of the firm.

The authority to take decisions would be reserved by the CEO and the directors. The power to take decisions regarding specific departments would rest with the respective departmental heads. The employees of the organisation would be liable to be responsible for their performances. The organisational values and principles would apply to all employees across the organisation.  The management of Myanmar Theatre Private Limited would be liable to consult and hold meetings with the business partners like banks while taking significant financial decisions.

Myanmar Theatre Private Limited would require to acquire highly qualified and experienced personnel to function as directors. The managers should have experience in working in diverse fields like marketing and finance. They should also have held decision making positions while being employed with their at least two prior employers.

The roles and responsibilities of the members of Myanmar Theatre Private Limited would be guided by the vision and mission of the firm. The employees would be expected to deliever high standards of performance and act to the best of their knowledge and capabilities. The employees are ought to operate in their respective positions while exhibiting highest standards of ethics and morality. Employees, irrespective of designations, departments and vintage should exhibit high standards of ethical and moral codes of conduct.

It would be assumed that Myanmar Theatre Private Limited at the initial stage would borrow loans from banks. It has also been assumed that the expenses regarding acquiring incorporation and business licenses would be a part of the legal expenses.

				Daily target	Monthly target	Yearly target
Desciption	Variants	Price  per unit	Expenses per unit	Sales target(unit)	Revenue target	Total expenses	Profit	Sales target	Revenue target	Total expenses	Profit	Sales target	Revenue target	Total expenses	Profit
Pastries	Pastries plain	100	12	100	10000	1200	8800	3000	300000	36000	264000	36000	3600000	432000	3168000
Black forest	200	25	80	16000	2000	14000	2400	480000	60000	420000	28800	5760000	720000	5040000
Choco fudge	200	25	80	16000	2000	14000	2400	480000	60000	420000	28800	5760000	720000	5040000
Popcorn	Plain	90	5	100	9000	500	8500	3000	270000	15000	255000	36000	3240000	180000	3060000
Spiced	100	7	80	8000	560	7440	2400	240000	16800	223200	28800	2880000	201600	2678400
Wraps	Vegetable	200	30	50	10000	1500	8500	1500	300000	45000	255000	18000	3600000	540000	3060000
Cheese	350	30	50	17500	1500	16000	1500	525000	45000	480000	18000	6300000	540000	5760000
Chicken	400	40	40	16000	1600	14400	1200	480000	48000	432000	14400	5760000	576000	5184000
Mutton	400	50	40	16000	2000	14000	1200	480000	60000	420000	14400	5760000	720000	5040000
Beverage	Tea(Lipton)	50	5	100	5000	500	4500	3000	150000	15000	135000	36000	1800000	180000	1620000
Coffee(Bru)	50	4	100	5000	400	4600	3000	150000	12000	138000	36000	1800000	144000	1656000
Ice cream	Chocolate(Cornetto)	50	30	80	4000	2400	1600	2400	120000	72000	48000	28800	1440000	864000	576000
Vanilla	40	30	80	3200	2400	800	2400	96000	72000	24000	28800	1152000	864000	288000
Double choco	300	30	80	24000	2400	21600	2400	720000	72000	648000	28800	8640000	864000	7776000
Water	Aquafina	100	2	200	20000	400	19600	6000	600000	12000	588000	72000	7200000	144000	7056000
Cold drinks	Pepsi	80	5	1000	80000	5000	75000	30000	2400000	150000	2250000	360000	28800000	1800000	27000000
Mountain Dew	80	5	1000	80000	5000	75000	30000	2400000	150000	2250000	360000	28800000	1800000	27000000
7UP	80	5	1000	80000	5000	75000	30000	2400000	150000	2250000	360000	28800000	1800000	27000000
	Total food and refreshment costs			4260	419700	36360	383340	127800	12591000	1090800	11500200	1533600	151092000	13089600	138002400
Ticket	Gold class	2500	50	500	1250000	25000	1225000	15000	37500000	750000	36750000	180000	450000000	9000000	441000000
Silver class	2000	45	500	1000000	22500	977500	15000	30000000	675000	29325000	180000	360000000	8100000	351900000
Economic class	1500	30	1000	1500000	30000	1470000	30000	45000000	900000	44100000	360000	540000000	10800000	529200000
	Total entertainment costs			2000	3750000	77500	3672500	60000	112500000	2325000	110175000	720000	1350000000	27900000	1322100000
	Total			6260	4169700	113860	4055840	187800	125091000	3415800	121675200	2253600	1501092000	40989600	1460102400

Proforma Income Statement	Year 1	Year 2	Year 3
Particulars	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
Total cash sales(10% of sales)	37527300	1024740	36502560	676080	41280030	1127214	40152816	743688	45408033	1239935	44168098	818056.8
Less: Selling expenses	345580	345580	345580	345580	380138	380138	380138	380138	418151.8	418151.8	418151.8	418151.8
Sundry debtors	1000000	50000	50000	50000	1100000	55000	55000	55000	1210000	60500	60500	60500
Total income	38181720	679160	36156980	330500	40899892	747076	39772678	363550	44989881.2	821783.6	43749946	399905
Total Cash Expenses	96400	20800	20800	20800	106040	129800	129800	129800	116644	142780	142780	142780
Inventory	10000	10000	10000	10000	11000	11000	11000	11000	12100	12100	12100	12100
Building cash expenses(10% of buidling costs)	84000	8400	8400	8400	92400	92400	92400	92400	101640	101640	101640	101640
Maintenance expenses(10% of total maintenance costs)	2400	2400	2400	2400	2640	26400	26400	26400	2904	29040	29040	29040
Cash balance Opening	500000	500000	500000	500000	550000	550000	550000	550000	605000	605000	605000	605000
Closing balance	50000	550000	1050000	1550000	550000	1100000	1650000	2200000	605000	1210000	1815000	2420000

Balance sheet for opening period
	K	K
Fixed Assets		3618000
Building	3500000
Less: [email protected]%	350000	3150000
Furniture	200000
Less: De[email protected]%	20000	180000
Vehicles	100000
Less: [email protected]%	10000	90000
Airconditioners	20000
Less: [email protected]%	2000	18000
Plant and equipment	200000
Less: [email protected]%	20000	180000
Current assets		920000
Sundry debtors		100000
Inventory		280000
Cash at bank		100000
Cash in hand		100000
Payments made in advance		200000
Receipts in advance		140000
Total assets		4538000
Current liabilities		3338000
Sundry creditors		200000
Short term loans		20000
Interests payable		120000
Accrued salary		2976000
Income tax payable		22000
Onwers capital		1200000
Total liabailties		4538000

Units	Fixed costs	Variable costs	Total costs	Sales
0	500	0	500	0
10000	500	100	600	80000000000
20000	500	200	700	160000000000
40000	500	400	900	320000000000
80000	500	800	1300	640000000000
160000	500	1600	2100	1280000000000
320000	500	3200	3700	2560000000000
640000	500	6400	6900	5120000000000
1280000	500	12800	13300	10240000000000
2560000	500	25600	26100	20480000000000
5120000	500	51200	51700	40960000000000
10240000	500	102400	102900	81920000000000
Fixed costs per year		500
Average variable cost per unit		0.01
Average selling price per unit		8000000
Break even point(units)	Fixed csots/(sales price per unit-variable costs per unit)	0.00

Particulars	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
Total cash sales(10% of sales)	37527300	1024740	36502560	676080	41280030	1127214	40152816	743688	45408033	1239935	44168098	818056.8
Less: Selling expenses	345580	345580	345580	345580	380138	380138	380138	380138	418151.8	418151.8	418151.8	418151.8
Sundry debtors	1000000	50000	50000	50000	1100000	55000	55000	55000	1210000	60500	60500	60500
Total income	38181720	679160	36156980	330500	40899892	747076	39772678	363550	44989881.2	821783.6	43749946	399905
Total Cash Expenses	96400	20800	20800	20800	106040	129800	129800	129800	116644	142780	142780	142780
Inventory	10000	10000	10000	10000	11000	11000	11000	11000	12100	12100	12100	12100
Building cash expenses(10% of buidling costs)	84000	8400	8400	8400	92400	92400	92400	92400	101640	101640	101640	101640
Maintenance expenses(10% of total maintenance costs)	2400	2400	2400	2400	2640	26400	26400	26400	2904	29040	29040	29040
Cash balance Opening	500000	500000	500000	500000	550000	550000	550000	550000	605000	605000	605000	605000
Closing balance	50000	550000	1050000	1550000	550000	1100000	1650000	2200000	605000	1210000	1815000	2420000

Myanmar Theatre Company at the initial phase would suffer from several weaknesses by the virtue of being a new player in the fiercely competitive market of Myanmar. The first weakness which the theatre company would suffer from would be scarcity of financial resources owing to its private limited company status. The second weakness which the theatre group would suffer would be lack of qualified personnel. This would be because due to scarce financial resources, the theatre company would not be able to attracted personnel having work experience of working with renowned media and entertainment companies. The next weakness which the theatre firm would face in Myanmar weak competitive advantage due to its new status in the market.

The firm should utilise modern technology to serve customers and operate in the market. Myanmar Theatre Private Limited should from its very inception adopt modern technology like cloud computing and teleconferencing to hold meeting with its business partners like banks and suppliers of goods.

The contingency plan of Myanmar Theatre Private Limited would be expanding its business into new sector like retail. This would allow the firm generate revenue over which which would be able to diversify the risks it would face due to competition in the Burmese entertainment market.

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Baker, M.J., 2014. Marketing strategy and management. Macmillan International Higher Education.

Christopher, M., 2016. Logistics & supply chain management. Pearson UK.

Dica.gov.mm. 2018. Foreign investment by country. [online] Available at: https://www.dica.gov.mm/en/topic/foreign-investment-country [Accessed 8 Dec. 2018].

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