Alcohol Free Hand Sanitizers

Alcohol free hand sanitizers:
With increased importance on hygiene, people are using sanitizers to keep their hands clean. The need for sanitizer is
more is households with newborn kids. Most sanitizer companies are providing alcohol based sanitizers, which is not
preferred by people who dont like to use alcohol as a cleaning agent, as they have to perform their prayers
(pooja/namaz). This creates an opportunity for this business.
Homemade Natural Hand Sanitizer

(Alcohol-Free)
17
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Ever since Ive embraced this new green lifestyle of mine, there are a few things that I really
miss from my old life. Slowly, Ive been finding ways to find natural alternatives, and a couple
weeks ago I finally decided to make some homemade hand sanitizer. This was a big one for me
because I used to use the store bought stuff like it was going out of style! I had it at home, I
had the travel size one in my purse, and as a former school teacher, you better believe I had a
big old bottle of that stuff right on my desk!
But once I started purging my home of the not-so-natural cleaning and personal care products,
I sadly had to let go of my beloved hand sanitizer. Of course theres no substitute for good
hand washing, and nothing is more effective at killing germs than a good hand soapand some
warm water. But for those times when you need some germ fighting power and youre nowhere
near a washroom, hand sanitizer really does come in handy!
Whats wrong with the store bought sanitizers?

As we discussed in my all natural antibacterial spray post, these products kill nearly all
bacteria good and bad. As effective as those store bought hand sanitizers may be at killing
bacteria, they dont discriminate between good and bad bacteria. Since the good bacteria
protects our bodies from infection and helps it to fight off the bad bacteria, its a bit
counterproductive to kill off those helpful good bacteria, isnt it?
Also, the main ingredient in these store bought products is ethyl alcohol a minimum
concentration of at least 60%. As much as I like using alcohol for cleaning and disinfecting, I
really dont like the idea of rubbing alcohol on my hands over and over again since it can be
drying to the skin. Alcohol is also very toxic and can be deadly for young children, and with a
60% concentration, I definitely dont want these hand sanitizers anywhere near my kiddos!
And have you checked the Environmental Working Groups (EWG) data sheet on Purell Hand
Sanitizer (the brand we used to use)? Not only does it have an overall score of 5 (I dont like
using anything with a score higher than 2 or 3), it contains about 10 other questionable
ingredients, including artificial fragrance (EWG score of 8) and artificial colors, both of which I
try to stay far away from.
So whats the alternative?

Why, Im so glad you asked!
There are a ton of homemade versions floating around on the
internet, so I kind of took a bit from here and there. The main ingredients well be working
with are aloe vera gel, witch hazel, and essential OILS . I also added some vitamin E oil to
act as a natural preservative and for some skin softening properties.
The witch hazel I used has 14% alcohol by volume. Some brands of witch hazel can have up to
70% alcohol, so look for one with a low alcohol concentration. You may also find one with no
alcohol at all at a natural health food store, but Im confortable with the small amount of
alcohol in this one.
Essential oils have anti-bacterial and anti-viral properties, so theyre a great (and necessary!)
addition to a homemade hand sanitizer. For this recipe, Im using tea tree oiland lavender
essential oil. The tea tree OIL is kind of a must, since it has very potentantimicrobial
properties (use at least 0.5% concentration). The lavender oil helps mask the strong scent of
the tea tree oil a bit, but its also very calming. Other oils you may want to experiment with
include lemon, neroli, patchouli, peppermint, ylang ylang, clove, or pine all of which have
antiseptic properties.
Natural Hand Sanitizer

Homemade, alcohol-free version of commercial hand sanitizer, using the powers aloe vera, witch
hazel, and essential oils.
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Ingredients
1.
2.
3.
4.
5.
1 cup pure aloe vera gel (as pure as you can get)
1 tablespoon witch hazel
30 drops (1/4 tsp) tea tree OIL
10 drops lavender oil (or essential oil of choice)
3-4 drops vitamin E oil (optional)
Instructions
1.
2.
3.
4.
5.
In a small glass dish, add the essential oils and stir.

Add the witch hazel and vitamin E oil and stir again.
Add the aloe vera gel and mix very well.
Using a funnel, pour the mixture into your container of choice.
Shake well before using.
Notes
1. The vitamin E oil helps to soften hands and will extend the shelf life up to 3-4 months. In
either case, the sanitizer should be discarded after 6 months.
2. This recipe filled 3 travel size (3 oz) squirt bottles. To fill just one 3 oz bottle, use 1/3 cup
aloe vera, 1 teaspoon witch hazel, 10 drops tea tree oil, and 3 drops lavender oil.
By Sarah @ Nature's Nurture
Wordpress Recipe Plugin by Recipe Card
Warnings:
As with all products that contain essential OILS , please keep in mind that some oils are
not recommended for use while pregnant or breastfeeding, and others (like lavender)
are known to mimic estrogen in the body and are not recommended for use with boys.
So please, research the oils you wish to use before you add them to your recipe.
Before working with essential oils, keep in mind that you or a family member may be
allergic to certain oils. Its always a good idea to do a patch skin test by diluting one
drop of essential oil in 1 tablespoon of olive oil and applying it to your arm. If theres no
reaction after 24 hours, then youre good.
Although this recipe is safe for adults and young children, I wouldnt use this (or any
sanitizer) on children younger than 2 years of age.
Do you use hand sanitizer when youre out and cant wash your hands? Whats your
favorite natural brand to use, or do you make your own?
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Easy Feel Products brings you the variety of cloth diapers for babies and reusable cloth pads for
women. Email: easyfeelshop@hotmail.com
Long Description
At Easy Feel Products, we provide you with the variety of comfortable cloth diapers for your
babies that allows adjustable snap settings to grow with your baby from birth to potty stage. They
are extremely comfortable and safe on your baby's delicate skin. We are also coming up with the
cloth menstrual pads - a reusable alternative to disposable sanitary napkins.
Reasons for using Reusables:
* Environment friendly & do not contribute to the landfill
* Less expensive in long term and will save you loads of money
* Much healthier for you. No chemicals used
* Does not leaks and easier to clean than you think
* Pretty and empowering. Bursting with different colors, patterns and designs
Lets give our loved ones a gift of good health.
Lets pledge to give our next generations a better planet to live in.
Please come forward and do give it a try to save our mother earth.
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Buying reusable nappies

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In this article
How do cloth nappies work?

What else will I need?
How many will I need to buy?
Are cloth nappies cheaper than disposables?
Are they practical?
Are they more environmentally friendly than disposables?
Where do I start?
Weighing it up: the pros and cons
Cloth nappies have come a long way since terry nappies were the only choice. Parents are increasingly choosing
to take the reusable route.
How do cloth nappies work?
It depends on which system you use. There are two basic types of reusable nappy:
Two-part nappies: which consist of a nappy part and a wrap. The nappy may be a traditional terry, or a folded
nappy (a pre-fold), or a shaped nappy. A waterproof wrap goes around it. The wrap can be pull-up or
wraparound.
All-in-one nappies: in which the inner nappy and the outer waterproof are combined. These look
likedisposables and are usually fastened with Velcro. They tend to be less fiddly but more likely to leak and
harder to launder. They are slower to dry as they're bulkier and often cannot go in the tumble dryer.
What else will I need?
You'll need some disposable nappy liners. Any poo is caught by

the liner and the whole thing can be flushed away before the nappy is washed or soaked then washed. You can
also buy reusable fleece liners.
You may also need booster pads. Some makers of two-part nappies suggest booster pads to give extraabsorbency at night.
Plastic nappy grips are the modern alternative to nappy pins if the nappies you're using don't have Velcro or
popper fastenings. Nappi Nippas are a popular choice.
You'll need to buy a bucket with a lid for storing dirty nappies prior to washing.
Finally a tumble dryer, while not essential, will help with drying. But if you're using cloth nappies because you're
concerned about the environment, it considerably reduces the environmental benefits of using them.
How many will I need to buy?

It's very difficult to give hard-and-fast figures for reusables. It depends on:
which system you use

how efficient your washing system is
whether you can, or choose to, tumble dry
how many additional items you decide to buy
Youll probably need to buy about 20 nappies and three wraps to start with. And the wrap size will alter as your
baby grows, so dont buy too many in one size!
If you're using all-in-one nappies you're likely to need at least 15 of these, and you won't need wraps. Booster
pads are another extra and come in packs of about 10, and you will need to buy disposable liners too. Most of
these extras are better value if you buy in bulk.
Some retailers will supply you with a trial pack of all their different makes to see which you like most. This can be
a huge help, as the last thing you want to do is shell out and then decide you don't like the system
you've INVESTED in.
You will also need a bucket with a lid to store your nappies. You should be able to pick one up for under 10, or
less if you buy one second-hand. This may contain a mesh liner which makes it easier to transfer the nappies to
your washing machine with less mess.
Are cloth nappies cheaper than disposables?

Cloth nappies are cheaper than disposables. How much cheaper depends on the type you buy and how you
wash them.
Your baby will be in nappies for about two and a half years. Using disposables for that time will cost
approximately 500 more than if you use cloth nappies. However, if you tumble dry your baby's cloth nappies,
you could add an extra 100 or more to your bill.
Where you can really save with cloth nappies is if you plan to have more children. By using your nappies again
you dramatically reduce your overall costs. And some parents sell them as preloved nappies on online auction
sites.
Are they practical?

Many mums say they are, and here's why:
They stay in place better than they used to, thanks to Velcro fastening and plastic clips.
Reusables are now made of lightweight, fluffy materials that wash and dry easily.
New designs are less likely to leak than old-fashioned terries.
If you're worried about the practicalities, you could always use disposables some of the time. For example, use
them at night or when you're travelling. Or try a nappy laundering service, which collects the dirty nappies and
drop off the clean ones once a week. Though this is more expensive than washing the nappies yourself, and isn't
available everywhere.
Are they more environmentally friendly than

disposables?
You may choose cloth nappies to reduce the impact on the environment. Using cloth nappies means that much
less waste is sent to landfill sites. About eight million nappies are thrown away every day in the UK. These will
take hundreds of years to decompose. Cloth nappies, on the other hand, need to be washed and dried, which
uses a lot of energy. So it's by no means clear cut.
A report for the Environment Agency published in 2008 compared the environmental impact of using disposable
and cloth nappies over a period of two-and-a-half years. Using disposables would create approximately 550kg of
carbon emissions.
For cloth nappies, much depends on the way you wash and dry them. If you wash your nappies at 60 degrees C
(recommended by the Department of Health) and dry three out of four loads on a washing line and tumble dry the
rest, you'd produce about 570kg of carbon emissions. Using the tumble dryer more often would push your carbon
emissions even higher.
However, if you wash your nappies on a fuller load, use an energy-efficient washing machine and always hang
them out to dry, you can reduce this figure considerably. And if you use your nappies on a second child, the
carbon emissions associated with using cloth nappies fall even further, by as much as 40 per cent.
So cloth nappies can be more environmentally friendly than disposables, but you have to think carefully about
how you wash and dry them.
Where do I start?
You could try looking on an internet site that explains the many different types of nappies and nappy accessories
available. www.twinkleontheweb.co.uk has a good introduction to what's involved, or you could
try www.thenappylady.co.uk or www.kittykins.co.uk.
Use websites or coffee mornings, such as your local nappuccino, to talk to mums who have experience of
reusables. Hearing that other people do it, and that it's fine, will give you confidence to try it.
Send off for trial packs of one or two suppliers whose products appeal to you. But beware of getting too many
different sorts of nappy. There are lots of options out there and it's easy to get confused!
Weighing it up: the pros and cons

Pros:
Cheaper than disposables in the long-run.

Quick to wash and dry.
May be more environmentally friendly, if washed and dried carefully.
Look cuter than disposables.
Save you MONEY in the long run.
Cons:
Cost more at the outset, instead of paying for nappies week by week.
Some mums find they're more likely to leak than disposables, though not everyone agrees.
More time-consuming to use than disposables.
You need a tumble dryer or space to dry nappies.
They can be a bind when you're out and about and you have to carry dirty nappies around with you.
You may need lots of accessories, such as liners, in addition to the nappy itself.
Last reviewed: June 2012
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Baby Nappies World

Start your own business plan
Diaper Manufacturer
Business Plan
PAGE
1
2
3
4
5
6
7
8
9
PREVIOUS PAGE NEXT PAGE
Financial Plan
The financial plan shall be essential if we are to meet our objectives. The intention is
to FINANCE growth through cash flow.
One of the most important factors will be the payment terms as agreed between the
client or customer. We can't push our customers hard on collection days, because they
are extremely sensitive and will normally judge us on our terms. However there are
certain instances where we will have the bargaining power instead of the customer.
Examples include informal TRADERS and actual consumers of our products.
Therefore there is need to develop a permanent system of receivables financing
mutually agreed between both parties. Hence in the financial plan we intend to have
the following:
1. A fundamental respect for giving our customers value, and for maintaining a
healthy and congenial workplace.
2. Cash flow as first priority, growth second, profits third.
3. Respect for realistic forecasts, and conservative cash flow and FINANCIAL
management.
Of these only (1) and (3) are flexible.
7.1 Important Assumptions

The financial plan depends on important assumptions, most of which are included in
the financial plan as annual assumptions. The monthly assumptions are included in the
appendix. From the beginning, we recognize that collection days are critical, but not a
factor we can influence easily. At least we are planning on the problem, and dealing
with it. Interest rates, tax rates, and personnel burden are based on conservative
assumptions.
Some of the more important underlying assumptions are:
We assume a strong economy, without major recession.
We assume, of course, that there are no unforeseen changes in economic policy to

make our products and service immediately obsolete.
Other key financial assumptions, including 30-day average collection days, sales
entirely on invoice basis including a favorable deposit policy, expenses mainly on a
net 30 day basis, 30 days on average for payment of invoices, and present-day interest
rates.
GENERAL ASSUMPTIONS
YEAR 1
YEAR 2
Current Interest Rate
10.00%
10.00%
Long-term Interest Rate
10.00%
10.00%
Tax Rate
18.08%
17.00%
Plan Month
Other
Need real financials?
We recommend using LivePlan as the easiest way to create automatic FINANCIALS

for your own business plan.
Create your own business plan
7.2 Key Financial Indicators

We foresee growth in sales at a faster rate than operating expenses, and a bump in our
collection days as we seek to spread the business during start-up.
Collection days are very important. We do not want to let our average collection days
get above 30 under any circumstances. This could cause a serious problem with cash
flow, because our working capital situation is chronically tight. However, we
recognize that we cannot control this factor easily, because of the relationship with our
clients.
Need actual charts?
We recommend using LivePlan as the easiest way to create graphs for your own
business plan.
7.3 Break-even Analysis

Our break-even analysis will be based on running costs, that is costs we shall incur in
keeping the business running, including salaries and wages, rent, machine
maintenance costs, water and electricity, insurance amongst others. We estimate the
company will comfortably exceed the break-even sales volume.
Need actual charts?
business plan.
BREAK-EVEN ANALYSIS
Monthly Revenue Break-even
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost
7.4 Revenue Generation
P1
Baby Nappies World will receive its revenue streams from sales of its diapers and
sanitary pads. However we will also look into whether we are able to generate revenue
from by-products obtained from manufacturing our main products. Additional
research into the above shall be undertaken.
7.5 Expense Forecast

Initial expenses shall not be extremely high considering the fact that the manufacture
of our products does not require much electricity (220v) or water. Expenses will be
brought about by transport charges incurred in delivering our products to customers,
as well as going out on sales calls procuring orders. However the strategy will involve
including these charges in the prices of our products. As time progresses we intend to
undertake MARKETING programs to ensure awareness of our existence on the
market. Invariably this will result in marketing expenses being incurred.
7.6 Projected Profit and Loss

Our projected profit and loss is shown in the appendix, with sales increasing from
more than P748,800 the first year to more than P1,075,200 the second, and
P1,142,400 in the third year. We do expect to more than break-even in the first year of
operation. As with the break-even, we are projecting very conservatively regarding
cost of sales and gross margin. Our cost of sales should be much lower, and gross
margin higher, than in this projection.
Need actual charts?
business plan.

Need actual charts?
business plan.
PRO FORMA PROFIT AND LOSS
Sales
Direct Cost of Sales
Other
TOTAL COST OF SALES
Gross Margin
Gross Margin %
Expenses
Payroll
Sales and MARKETING
and Other Expenses
Depreciation
Maintenance
Utilities
Installation Costs
Insurance
Rent
Payroll Taxes
Other
Total Operating Expenses
Profit Before Interest and Taxes
EBITDA
Interest Expense
Taxes Incurred
Net Profit
PRO FORMA CASH FLOW
YEAR 1
YEAR 2
YEAR 3
Cash Sales
P187,200
P268,800
P285,600
Cash from Receivables
P462,480
P763,194
P847,905
P649,680
P1,031,994
P1,133,505
Sales Tax, VAT, HST/GST Received
P0
P0
P0
New Current Borrowing
P0
P0
P0
New Other Liabilities (interest-free)
P0
P0
P0
New Long-term Liabilities
P0
P0
P0
Sales of Other Current Assets
P0
P0
P0
Sales of Long-term Assets
P0
P0
P0
Cash Received
Cash from Operations
SUBTOTAL CASH FROM OPERATIONS
Additional Cash Received
New INVESTMENT
Received
P9,000
P0
P0
P658,680
P1,031,994
P1,133,505
Year 1
Year 2
Year 3
P43,824
P76,174
P104,661
P455,291
P539,916
P560,907
P499,115
P616,090
P665,568
Sales Tax, VAT, HST/GST Paid Out
P0
P0
P0
Principal Repayment of Current Borrowing
P0
P0
P0
Other Liabilities Principal Repayment
P0
P0
P0
Long-term Liabilities Principal Repayment
P0
P0
P0
Purchase Other Current Assets
P0
P0
P0
Purchase Long-term Assets
P0
P0
P0
SUBTOTAL CASH RECEIVED
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
SUBTOTAL SPENT ON OPERATIONS
Additional Cash Spent
Dividends
P0
P0
P0
P499,115
P616,090
P665,568
Net Cash Flow
P159,565
P415,904
P467,937
Cash Balance
P196,608
P612,512
P1,080,449
SUBTOTAL CASH SPENT
Net Profit/Sales
7.7 Projected Cash Flow

Our cash flow is shown in the following chart and table.
Need actual charts?
business plan.
7.8 Projected Balance Sheet

The balance sheet shows healthy growth of net worth, and strong FINANCIAL
position. The three-year estimates are included in the appendix.
PRO FORMA BALANCE SHEET
YEAR 1
YEAR 2
YEAR 3
P196,608
P612,512
P1,080,449
Accounts Receivable
P99,120
P142,326
P151,222
Inventory
P35,728
P38,476
P38,476
P0
P0
P0
P331,456
P793,314
P1,270,146
P54,277
P54,277
P54,277
Assets
Current Assets
Cash
Other Current Assets
TOTAL CURRENT ASSETS
Long-term Assets
Long-term Assets
Accumulated Depreciation
P10,800
P21,600
P32,400
P43,477
P32,677
P21,877
P374,933
P825,991
P1,292,023
Year 1
Year 2
Year 3
P39,803
P44,786
P46,220
Current Borrowing
P0
P0
P0
Other Current Liabilities
P0
P0
P0
P39,803
P44,786
P46,220
P0
P0
P0
TOTAL LIABILITIES
P39,803
P44,786
P46,220
Paid-in Capital
P109,000
P109,000
P109,000
(P5,000)
P226,130
P672,205
P231,130
P446,075
P464,598
TOTAL LONG-TERM ASSETS
TOTAL ASSETS
Liabilities and Capital
Current Liabilities
Accounts Payable
SUBTOTAL CURRENT LIABILITIES
Long-term Liabilities
Retained Earnings
Earnings
TOTAL CAPITAL
P335,130
P781,205
P1,245,804
TOTAL LIABILITIES AND CAPITAL
P374,933
P825,991
P1,292,023
P335,130
P781,205
P1,245,804
Net Worth
RATIO ANALYSIS
YEAR 1
YEAR 2
YEAR 3
INDUSTRY
PROFILE
0.00%
43.59%
6.25%
0.00%
26.44%
17.23%
11.70%
27.60%
Inventory
9.53%
4.66%
2.98%
11.20%
0.00%
0.00%
0.00%
27.70%
Total Current Assets
88.40%
96.04%
98.31%
66.50%
Long-term Assets
11.60%
3.96%
1.69%
33.50%
100.00%
100.00%
100.00%
100.00%
10.62%
5.42%
3.58%
33.80%
0.00%
0.00%
0.00%
20.00%
10.62%
5.42%
3.58%
53.80%
89.38%
94.58%
96.42%
46.20%
100.00%
100.00%
100.00%
100.00%
Sales Growth
Percent of Total Assets
Accounts Receivable
TOTAL ASSETS
Current Liabilities
Total Liabilities
NET WORTH
Percent of Sales
Sales
Gross Margin
51.67%
63.75%
65.88%
33.60%
Selling, General & Administrative

Expenses
20.44%
22.26%
24.68%
21.20%
0.96%
0.89%
0.84%
0.40%
37.62%
49.99%
49.65%
2.90%
Current
8.33
17.71
27.48
1.77
Quick
7.43
16.85
26.65
1.24
Total Debt to Total Assets
10.62%
5.42%
3.58%
53.80%
Pre-tax Return on Net Worth
84.05%
68.80%
45.53%
6.20%
Pre-tax Return on Assets
75.13%
65.07%
43.90%
13.50%
Additional Ratios
Year 1
Year 2
Year 3
Net Profit Margin
30.87%
41.49%
40.67%
n.a
Return on Equity
68.97%
57.10%
37.29%
n.a
Advertising Expenses
Main Ratios
Activity Ratios
Accounts Receivable Turnover
5.67
5.67
5.67
n.a
57
55
63
n.a
Inventory Turnover
10.91
10.51
10.13
n.a
Accounts Payable Turnover
12.44
12.17
12.17
n.a
27
28
30
n.a
2.00
1.30
0.88
n.a
Debt to Net Worth
0.12
0.06
0.04
n.a
Current Liab. to Liab.
1.00
1.00
1.00
n.a
P291,653
P748,528
P1,223,927
n.a
0.00
0.00
0.00
n.a
0.50
0.77
1.13
n.a
Collection Days
Payment Days
Total Asset Turnover
Debt Ratios
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
11%
5%
4%
n.a
Acid Test
4.94
13.68
23.38
n.a
Sales/Net Worth
2.23
1.38
0.92
n.a
Dividend Payout
0.00
0.00
0.00
n.a
We recommend using LivePlan as the easiest way to create automatic FINANCIALS

for your own business plan.
7.9 Business Ratios

Standard business ratios are shown in the following table. The Industry Profile column
shows ratios for Standard Industry Code (SIC) 2676, Sanitary Paper Products.
PAGE
1
2
3
4
5
6
7
8
9
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PLAN OUTLINE
1.0 Executive Summary
2.0 Company Summary
3.0 Products
4.0 Market Analysis Summary
5.0 Strategy and Implementation Summary
6.0 Management Summary
7.0 Financial Plan

o
Important Assumptions
Key Financial Indicators
Break-even Analysis
Revenue Generation
Expense Forecast
Projected Profit and Loss
Projected Cash Flow
Projected Balance Sheet
Business Ratios
8.0 Controls
Appendix
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Baby Nappies World
Diaper Manufacturer Business Plan
PAGE

Financial Plan
The financial plan shall be essential if we are to meet our objectives. The intention is to FINANCE
growth through cash flow.
One of the most important factors will be the payment terms as agreed between the client or
customer. We can't push our customers hard on collection days, because they are extremely
sensitive and will normally judge us on our terms. However there are certain instances where we will
have the bargaining power instead of the customer. Examples include informal TRADERS and
actual consumers of our products. Therefore there is need to develop a permanent system of
receivables financing mutually agreed between both parties. Hence in the financial plan we intend to
have the following:
1. A fundamental respect for giving our customers value, and for maintaining a healthy and
congenial workplace.
2. Cash flow as first priority, growth second, profits third.
3. Respect for realistic forecasts, and conservative cash flow and financial management.
Of these only (1) and (3) are flexible.
7.1 Important Assumptions
The financial plan depends on important assumptions, most of which are included in the financial
plan as annual assumptions. The monthly assumptions are included in the appendix. From the
beginning, we recognize that collection days are critical, but not a factor we can influence easily. At
least we are planning on the problem, and dealing with it. Interest rates, tax rates, and personnel
burden are based on conservative assumptions.
Some of the more important underlying assumptions are:
We assume a strong economy, without major recession.
We assume, of course, that there are no unforeseen changes in economic policy to make our
products and service immediately obsolete.
Other key financial assumptions, including 30-day average collection days, sales entirely on invoice
basis including a favorable deposit policy, expenses mainly on a net 30 day basis, 30 days on average
for payment of invoices, and present-day interest rates.
GENERAL ASSUMPTIONS
YEAR 1
YEAR 2
YEAR 3
Plan Month
Current Interest Rate
10.00%
10.00%
10.00%
Long-term Interest Rate
10.00%
10.00%
10.00%
Tax Rate
18.08%
17.00%
18.08%
Other
We recommend using LivePlan as the easiest way to create automatic FINANCIALS for your own
business plan.

7.2 Key Financial Indicators
We foresee growth in sales at a faster rate than operating expenses, and a bump in our collection
days as we seek to spread the business during start-up.
Collection days are very important. We do not want to let our average collection days get above 30
under any circumstances. This could cause a serious problem with cash flow, because our working
capital situation is chronically tight. However, we recognize that we cannot control this factor easily,
because of the relationship with our clients.
Need actual charts?
We recommend using LivePlan as the easiest way to create graphs for your own business plan.

7.3 Break-even Analysis
Our break-even analysis will be based on running costs, that is costs we shall incur in keeping the
business running, including salaries and wages, rent, machine maintenance costs, water and
electricity, insurance amongst others. We estimate the company will comfortably exceed the breakeven sales volume.
Need actual charts?
BREAK-EVEN ANALYSIS
Monthly Revenue Break-even
P16,967
Assumptions:
Average Percent Variable Cost
48%
Estimated Monthly Fixed Cost
P8,766
7.4 Revenue Generation

Baby Nappies World will receive its revenue streams from sales of its diapers and sanitary pads.
However we will also look into whether we are able to generate revenue from by-products obtained
from manufacturing our main products. Additional research into the above shall be undertaken.
7.5 Expense Forecast

Initial expenses shall not be extremely high considering the fact that the manufacture of our
products does not require much electricity (220v) or water. Expenses will be brought about by
transport charges incurred in delivering our products to customers, as well as going out on sales calls
procuring orders. However the strategy will involve including these charges in the prices of our
products. As time progresses we intend to undertake MARKETING programs to ensure awareness
of our existence on the market. Invariably this will result in marketing expenses being incurred.
7.6 Projected Profit and Loss
Our projected profit and loss is shown in the appendix, with sales increasing from more than
P748,800 the first year to more than P1,075,200 the second, and P1,142,400 in the third year. We do
expect to more than break-even in the first year of operation. As with the break-even, we are
projecting very conservatively regarding cost of sales and gross margin. Our cost of sales should be
much lower, and gross margin higher, than in this projection.
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PRO FORMA PROFIT AND LOSS
YEAR 1
YEAR 2
YEAR 3
Sales
P748,800
P1,075,200
P1,142,400
Direct Cost of Sales
P361,920
P389,760
P389,760
Other
P0
P0
P0
TOTAL COST OF SALES
P361,920
P389,760
P389,760
Gross Margin
P386,880
P685,440
P752,640
Gross Margin %
51.67%
63.75%
65.88%
Payroll
P43,824
P76,174
P104,661
Sales and MARKETING and Other Expenses
P16,200
P20,400
P20,400
Depreciation
P10,800
P10,800
P10,800
Maintenance
P800
P1,000
P800
Utilities
P2,400
P3,000
P4,200
Installation Costs
P600
P0
P0
Insurance
P12,000
P12,000
P14,400
Rent
P12,000
P13,200
P14,520
Payroll Taxes
P6,574
P11,426
P15,699
Other
P0
P0
P0
Total Operating Expenses
P105,198
P148,000
P185,480
P281,682
P537,440
P567,160
Expenses
EBITDA
P292,482
P548,240
P577,960
Interest Expense
P0
P0
P0
Taxes Incurred
P50,552
P91,365
P102,561
Net Profit
P231,130
P446,075
P464,598
Net Profit/Sales
30.87%
41.49%
40.67%
7.7 Projected Cash Flow

Our cash flow is shown in the following chart and table.
Need actual charts?

PRO FORMA CASH FLOW
YEAR 1
YEAR 2
YEAR 3
Cash Sales
P187,200
P268,800
P285,600
Cash from Receivables
P462,480
P763,194
P847,905
SUBTOTAL CASH FROM OPERATIONS
P649,680
P1,031,994
P1,133,505
Sales Tax, VAT, HST/GST Received
P0
P0
P0
New Current Borrowing
P0
P0
P0
New Other Liabilities (interest-free)
P0
P0
P0
New Long-term Liabilities
P0
P0
P0
Sales of Other Current Assets
P0
P0
P0
Sales of Long-term Assets
P0
P0
P0
New INVESTMENT Received
P9,000
P0
P0
Cash Received
Cash from Operations
Additional Cash Received
SUBTOTAL CASH RECEIVED
P658,680
P1,031,994
P1,133,505
Expenditures
Year 1
Year 2
Year 3
Cash Spending
P43,824
P76,174
P104,661
Bill Payments
P455,291
P539,916
P560,907
SUBTOTAL SPENT ON OPERATIONS
P499,115
P616,090
P665,568
Sales Tax, VAT, HST/GST Paid Out
P0
P0
P0
Principal Repayment of Current Borrowing
P0
P0
P0
Other Liabilities Principal Repayment
P0
P0
P0
Long-term Liabilities Principal Repayment
P0
P0
P0
Purchase Other Current Assets
P0
P0
P0
Purchase Long-term Assets
P0
P0
P0
Dividends
P0
P0
P0
SUBTOTAL CASH SPENT
P499,115
P616,090
P665,568
Expenditures from Operations
Additional Cash Spent
Net Cash Flow
P159,565
P415,904
P467,937
Cash Balance
P196,608
P612,512
P1,080,449
7.8 Projected Balance Sheet

The balance sheet shows healthy growth of net worth, and strong FINANCIAL position. The threeyear estimates are included in the appendix.
PRO FORMA BALANCE SHEET
YEAR 1
YEAR 2
YEAR 3
Cash
P196,608
P612,512
P1,080,449
Accounts Receivable
P99,120
P142,326
P151,222
Inventory
P35,728
P38,476
P38,476
P0
P0
P0
TOTAL CURRENT ASSETS
P331,456
P793,314
P1,270,146
P54,277
P54,277
P54,277
Assets
Current Assets
Long-term Assets
Long-term Assets
Accumulated Depreciation
P10,800
P21,600
P32,400
TOTAL LONG-TERM ASSETS
P43,477
P32,677
P21,877
TOTAL ASSETS
P374,933
P825,991
P1,292,023
Liabilities and Capital
Year 1
Year 2
Year 3
Accounts Payable
P39,803
P44,786
P46,220
Current Borrowing
P0
P0
P0
Other Current Liabilities
P0
P0
P0
SUBTOTAL CURRENT LIABILITIES
P39,803
P44,786
P46,220
P0
P0
P0
TOTAL LIABILITIES
P39,803
P44,786
P46,220
Paid-in Capital
P109,000
P109,000
P109,000
Retained Earnings
(P5,000)
P226,130
P672,205
Earnings
P231,130
P446,075
P464,598
TOTAL CAPITAL
P335,130
P781,205
P1,245,804
Current Liabilities
TOTAL LIABILITIES AND CAPITAL
P374,933
P825,991
P1,292,023
Net Worth
P335,130
P781,205
P1,245,804
We recommend using LivePlan as the easiest way to create automatic FINANCIALS for your own
business plan.

7.9 Business Ratios
Standard business ratios are shown in the following table. The Industry Profile column shows ratios
for Standard Industry Code (SIC) 2676, Sanitary Paper Products.
RATIO ANALYSIS
YEAR 1
YEAR 2
YEAR 3
INDUSTRY
PROFILE
0.00%
43.59%
6.25%
0.00%
Accounts Receivable
26.44%
17.23%
11.70%
27.60%
Inventory
9.53%
4.66%
2.98%
11.20%
0.00%
0.00%
0.00%
27.70%
Sales Growth
Percent of Total Assets
Total Current Assets
88.40%
96.04%
98.31%
66.50%
Long-term Assets
11.60%
3.96%
1.69%
33.50%
TOTAL ASSETS
100.00%
100.00%
100.00%
100.00%
Current Liabilities
10.62%
5.42%
3.58%
33.80%
0.00%
0.00%
0.00%
20.00%
Total Liabilities
10.62%
5.42%
3.58%
53.80%
NET WORTH
89.38%
94.58%
96.42%
46.20%
Sales
100.00%
100.00%
100.00%
100.00%
Gross Margin
51.67%
63.75%
65.88%
33.60%
Selling, General & Administrative Expenses
20.44%
22.26%
24.68%
21.20%
Advertising Expenses
0.96%
0.89%
0.84%
0.40%
37.62%
49.99%
49.65%
2.90%
8.33
17.71
27.48
1.77
Percent of Sales
Main Ratios
Current
Quick
7.43
16.85
26.65
1.24
Total Debt to Total Assets
10.62%
5.42%
3.58%
53.80%
Pre-tax Return on Net Worth
84.05%
68.80%
45.53%
6.20%
Pre-tax Return on Assets
75.13%
65.07%
43.90%
13.50%
Additional Ratios
Year 1
Year 2
Year 3
Net Profit Margin
30.87%
41.49%
40.67%
n.a
Return on Equity
68.97%
57.10%
37.29%
n.a
Accounts Receivable Turnover
5.67
5.67
5.67
n.a
Collection Days
57
55
63
n.a
Inventory Turnover
10.91
10.51
10.13
n.a
Accounts Payable Turnover
12.44
12.17
12.17
n.a
Payment Days
27
28
30
n.a
Total Asset Turnover
2.00
1.30
0.88
n.a
Activity Ratios
Debt Ratios
Debt to Net Worth
0.12
0.06
0.04
n.a
Current Liab. to Liab.
1.00
1.00
1.00
n.a
Net Working Capital
P291,653
P748,528
P1,223,927
n.a
Interest Coverage
0.00
0.00
0.00
n.a
Assets to Sales
0.50
0.77
1.13
n.a
Current Debt/Total Assets
11%
5%
4%
n.a
Acid Test
4.94
13.68
23.38
n.a
Sales/Net Worth
2.23
1.38
0.92
n.a
Dividend Payout
0.00
0.00
0.00
n.a
Liquidity Ratios
Additional Ratios
PAGE

Your business plan can look as polished and professional as this sample plan. It's fast and easy, with
LivePlan.
LivePlan is incredibly simple and easy to use. The FINANCIAL sales forecasting tool is very intuitive
and makes writing a business plan more fun.
HELGA D.SVALA
START YOUR PLAN

PLAN OUTLINE
1.0 Executive Summary
2.0 Company Summary
3.0 Products
4.0 Market Analysis Summary
5.0 Strategy and Implementation Summary
6.0 Management Summary
7.0 Financial Plan

o
Important Assumptions
Key Financial Indicators
Break-even Analysis
Revenue Generation
Expense Forecast
Projected Profit and Loss
Projected Cash Flow
Projected Balance Sheet
Business Ratios
8.0 Controls
Appendix
CREATE YOUR OWN BUSINESS PLAN

Business planning has never been easier. With 500 complete sample plans, easy FINANCIALS , and
access anywhere,LivePlan turns your great idea into a great plan for success.
Learn more about LivePlan
MARKET RESEARCH
Market research reports for Paper And Allied Products industry.
RELATED BUSINESS PLANS
Clothing Manufacturer Business Plan
Cosmetics Manufacturing Business Plan
Plastics Recycling Business Plan
More Day Care Services and Children's Products Plans
More Manufacturing Plans
More Children's Products Plans
Don't bother with copy & paste.

Bplans members can download this complete sample plan as a Word document for FREE.
Join Bplans - It's Free
Already a member? Log in

RATE THIS PLAN
Bplans is owned and operated by Palo Alto Software, Inc., as a free resource to help entrepreneurs
start and run better businesses.
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FUNDING
HOW TO START A BUSINESS
GROWING
Q&A
BLOG
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Business Planning Videos
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Sales and Marketing Software
Sample Marketing Plans
Market Research
SOFTWARE
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About Us
Contact Us
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1996 - 2014 PALO ALTO SOFTWARE. ALL RIGHTS RESERVED

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2. Cash flow as first priority, growth second, profits third.

7.1 Important Assumptions

We assume a strong economy, without major recession.

We assume, of course, that there are no unforeseen changes in economic policy to

Current Interest Rate

Long-term Interest Rate

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Create your own business plan

7.2 Key Financial Indicators

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7.3 Break-even Analysis

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Monthly Revenue Break-even

Average Percent Variable Cost

Estimated Monthly Fixed Cost

7.4 Revenue Generation

7.5 Expense Forecast

7.6 Projected Profit and Loss

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PRO FORMA PROFIT AND LOSS

Direct Cost of Sales

TOTAL COST OF SALES

Sales and MARKETING

and Other Expenses

Total Operating Expenses

Profit Before Interest and Taxes

PRO FORMA CASH FLOW

Cash from Receivables

Sales Tax, VAT, HST/GST Received