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The Corporate Retreat Professionals

Table of Contents
Executive Summary ...................................................................................................................... 1
Chart: Highlights ........................................................................................................................ 1
Objectives ....................................................................................................................................... 2
Mission............................................................................................................................................ 2
Company Summary ...................................................................................................................... 2
Company Ownership ...................................................................................................................... 2
Start-up Summary ........................................................................................................................... 2
Table: Start-up ............................................................................................................................ 3
Table: Start-up Funding ............................................................................................................. 4
Chart: Start-up ............................................................................................................................ 5
Services........................................................................................................................................... 7

Market Analysis Summary .......................................................................................................... 7


Market Segmentation ...................................................................................................................... 7
Chart: Market Analysis (Pie) ...................................................................................................... 8
Table: Market Analysis ............................................................................................................... 8
Target Market Segment Strategy .................................................................................................... 9
Service Business Analysis .............................................................................................................. 9
Competition and Buying Patterns ................................................................................................... 9
Strategy and Implementation Summary .................................................................................. 10
Competitive Edge.......................................................................................................................... 10
Sales Strategy ................................................................................................................................ 11
Sales Forecast ........................................................................................................................... 11
Chart: Sales Monthly ................................................................................................................ 12
Table: Sales Forecast ............................................................................................................... 12
Milestones ..................................................................................................................................... 12
Table: Milestones ...................................................................................................................... 13
Management Summary .............................................................................................................. 13
Personnel Plan............................................................................................................................... 13
Table: Personnel ....................................................................................................................... 14
Financial Plan .............................................................................................................................. 14
Important Assumptions ................................................................................................................. 14

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Table: General Assumptions ..................................................................................................... 14


Projected Cash Flow ..................................................................................................................... 14
Chart: Cash............................................................................................................................... 14
Table: Cash Flow...................................................................................................................... 15
Break-even Analysis ..................................................................................................................... 16
Chart: Break-even Analysis ...................................................................................................... 16
Table: Break-even Analysis ...................................................................................................... 17
Projected Profit and Loss .............................................................................................................. 17
Table: Profit and Loss .............................................................................................................. 17
Projected Balance Sheet ................................................................................................................ 18
Table: Balance Sheet ................................................................................................................ 18
Appendix ......................................................................................................................................... i

Table: Sales Forecast ..................................................................................................................... i

Table: Personnel............................................................................................................................ ii

Table: General Assumptions....................................................................................................... iii

Table: Profit and Loss ................................................................................................................. iv

Table: Cash Flow .......................................................................................................................... v

Table: Balance Sheet................................................................................................................... vii

ii

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Executive Summary
The Corporate Retreat Professionals (CRP) is an event planning company specializing in
corporate customers. CRP will offer two types of services, retreat training services as well as
product launch event planning. The retreat training services will be either leadership
development training or teaming skills training. For both types of retreats, CRP can take care of
the planning of the event, as well as actually hosting the training through the use of one of CRP's
strategic business partners.

The corporate market for event planning is steady and profitable. For some large companies,
economic downturns mean cuts in training. This is, however, only the case for shortsighted
companies. The benchmark companies may trim down the workforce during a downturn, but
they do not cut funds for training. They recognize that investing in human resources is always a
good investment. CRP intends to profit nicely from this. Additionally, even in economic
downturns, companies still have product launches and will still need someone to organize these
events. In short, the need for corporate event planning/hosting services rarely diminishes, it is a
steadily increasing demand that CRP will capitalize on.

Corporate Retreat Professionals' projected growth rate is over 100% through year three and will
have profits as a function of sales over 11% by year three.

Chart: Highlights

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Objectives
CRP's objectives for the first three years of operation include:

1. To create a service-based company whose #1 value is exceeding customer's expectations.


2. The utilization of CRP's services in 10 of the 100 top performing companies as listed by
the Lahore Business Journal.
3. To increase our number of served clients by 20% per year through superior service.
4. To develop a sustainable, profitable start-up business.

Mission
The mission of the Corporate Retreat Professionals is to provide companies with the highest
level of event planning. We exist to attract and maintain customers. When we adhere to this
maxim, everything else will fall into place. Our services will exceed the expectations of our
customers.

Company Summary
CRP, soon to be located in Lahore, will offer event planning for corporations. CRP will be
specializing in training/leadership retreats, team building skill retreats and product launch events.

CRP will begin making a profit after month 10, and will grow steadily each consecutive month.

Company Ownership
CRP will be a Lahore corporation. The sole stock holder will be Umer Organizer.

Start-up Summary
CRP start-up costs will include all the necessary equipment needed for an office, legal fees,
accounting fees, advertising fees, and website development fees.

The home office equipment will be the largest chunk of the start-up expenses. This equipment
includes a 3 computer system, fax machine, office supplies, cellular phone, and pager. The
computers should have at least a 500 megahertz Celeron/Pentium processor, 64 megabytes of
RAM (preferably 128) and 6 gigabyte hard drive. One computer will become a server with a
printer and a writable CD-RW for backing up the system. Microsoft Office will be installed on

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all the workstations and one computer will need QuickBooks(r) Pro. The office will require
some desks, bookshelves and couches. Two phone lines will be needed in addition to a cellular
phone and pager for Umer.

The accounting fees will be used to set up the accounting suite so CRP can do the accounting in-
house.

The legal fees are used for the formation of the corporation as well as for
Reviewing/generating standard client contracts. The advertising costs are based on the need to
communicate our service to perspective customers.

The Web creation fees at start-up costs are for design and creation of the website.

Table: Start-up

Start-up

Requirements

Start-up Expenses
Legal $1,000
Stationery etc. $300
Brochures $300
Consultants $300
Insurance $200
Rent $1,000
Office equipment $300
Expensed equipment $0
Other $0
Total Start-up Expenses $3,400

Start-up Assets
Cash Required $41,600
Start-up Inventory $0
Other Current Assets $0
Long-term Assets $5,000
Total Assets $46,600

Total Requirements $50,000

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Table: Start-up Funding

Start-up Funding
Start-up Expenses to Fund $3,400
Start-up Assets to Fund $46,600
Total Funding Required $50,000

Assets
Non-cash Assets from Start-up $5,000
Cash Requirements from Start-up $41,600
Additional Cash Raised $0
Cash Balance on Starting Date $41,600
Total Assets $46,600

Liabilities and Capital

Liabilities
Current Borrowing $0
Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $0

Capital

Planned Investment
Investor 1 $50,000
Investor 2 $0
Other $0
Additional Investment Requirement $0
Total Planned Investment $50,000

Loss at Start-up (Start-up Expenses) ($3,400)


Total Capital $46,600

Total Capital and Liabilities $46,600

Total Funding $50,000

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Chart: Start-up

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Services
CRP will offer event planning for the corporate market. CRP will concentrate on two types of
event planning:

1. Corporate retreats- These events are typically used for two different reasons. They are
either a leadership training or teaming skills training where employees of the corporations
are sent away to develop these skills. In addition to the planning of the events, CRP will
be able to host the event as well. While CRP's core competencies are not in hosting, CRP
will align itself with a well respected host of leadership development/teaming skills
programs and have them assist CRP in the hosting aspect. Using a strategic partner in
this case allows CRP to stick with a narrow focus but still offer the service to our
customers.
2. Product launches- These are events where the corporation is releasing a product and
they have an event that is open to people outside of the corporation. The purpose of the
product launch event is to create visibility for the new release.

Market Analysis Summary


CRP will serve the corporate customer in the event planning market. CRP will be specializing in
two important niches. The first is leadership development and teaming skills development. With
the recent trend in corporate downsizing, corporations are ditching their in-house solutions in
favor of outsourcing. Even though we are in the midst of an economic downturn, investments in
human capital are generally not reduced. Corporations still have the need for leadership
development and teaming skills development. These are investments that cost a bit up front but
pay nice returns in the long run. These are the services that CRP will specialize in.

Additionally, CRP will offer event planning for product launches. Product launches are an
integral stage in the release of a new product, communicating to the public about the new "thing"
the company has just released. Our customers will be companies seeking to raise awareness
about their new product release. CRP will provide a complete service of planning and hosting
these product release events.

Market Segmentation
CRP is providing services to corporate customers only. We will not be going after the "social
market" which is an alternative market within the event planning niche.

The corporate customer is a company that contracts with CRP to plan and typically host an event
for the company. Corporations will be turning to CRP to plan the events because:

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1. It is cost efficient for a third party to plan the event. This is the case because the third
party only does event planning so they can plan and host the event more efficiently.
2. The company does not have additional people that can be taken away from their daily job
and invest time in this infrequent event.

Our event planning services for corporate retreats will typically be utilized by larger
corporations. A larger company can be generally defined as one with more than 40 employees.
Smaller companies sometimes will utilize this service of ours, however, it is the larger
corporations that typically have the budget for this activity.

For our product launch event planning, we will be servicing companies of all different sizes.
Typically the companies that use this service will be product based companies, but we will also
offer this service to service-based companies who desire to announce a new service that they are
offering.

Chart: Market Analysis (Pie)

Table: Market Analysis

Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Growth CAGR
Customers
Large companies 9% 1,158 1,262 1,376 1,500 1,635 9.01%
Small companies 8% 1,878 2,028 2,190 2,365 2,554 7.99%

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Other 0% 0 0 0 0 0 0.00%
Total 8.38% 3,036 3,290 3,566 3,865 4,189 8.38%

Target Market Segment Strategy


CRP is targeting large companies for our corporate retreat event planning. The large
corporations typically have the budget and the foresight to recognize the value in corporate
retreats. In addition, it is the larger corporations that typically use the corporate retreat as a
training session for their employees. The training is typically in leadership development or
teaming skills. While they do have these retreats at different intervals through the year, it is
more cost effective for them to hire a service such as CRP to plan the events when needed
instead of paying the carrying costs of having a full-time, trained employee ready to do the
planning when it is needed.

CRP's product release planning services will be targeted at all different size companies.
Companies of all sizes have product release and it is unusual for them to have product release
many times a year requiring someone to be a a full-time planner on staff. Therefore, it makes
sense for them to hire an outside service to plan the event using their expertise in event planning
to drive down the costs of production and hosting.

Service Business Analysis


Competition in event planning is fierce. Look in the Yellow Pages and you will see rows and
rows of listings. Lucky for CRP, the majority of the event planning is for social events. There are
very few companies that specialize in corporate event planning. There are no companies that
specialize in specific types of corporate events. Additionally, with the recent trend of corporate
downsizing, the companies that had an in-house solution are abandoning these positions in favor
of outsourcing to reduce costs.

Competition and Buying Patterns


Currently there are three other companies that offer event planning specifically to corporations.
They however, tend to do events that are more general in scope such as parties to reward
customers or employees, or events to change the company image. There is no company that
specializes in event planning of corporate training and product release events. There are
companies that offer corporate training, but these companies provide the actual training and do
not do any of the actual event planning/ logistics of the entire event.

There are companies that provide product-release services, but they do not specialize in it.
Because event planning is a tight market, CRP will benefit from their specialization in this area.

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In the past, the buying patterns for the larger corporations was in the past to have an in-house
solution. This pattern is is disappearing in favor of outsourcing as there is the constant drive for
gains in efficiency, something outsourcing can offer.

Strategy and Implementation Summary


CRP will be aggressively courting companies to win over future contracts. CRP will offer a
superior service at a lower cost due to specialization. By concentrating on a few specific
services, CRP will become proficient at these services.

CRP will increase company visibility through a website, local Chamber of Commerce
networking, and participation in trade shows. Our website will be quite detailed and provide a
visitor in-depth information about the services CRP offers, the corresponding high level of
quality, and the cost savings that can be achieved by using CRP.

CRP will also be quite active in the local Chambers of Commence in the Lahore metropolitan
area. Over the years, Umer has come to realize that a lot of business transacts through the
Chamber of Commerce or relationships that were started through that organization.

Lastly, CRP will be active in the many trade shows that come through Lahore. The use of trade
shows allows members of CRP to be introduced to a wide range of businesses that otherwise
would be difficult to establish an initial relationship with.

Competitive Edge
CRP's competitive edge will be based on two factors, specialization and strategic relationships.
CRP will be specializing in two distinct areas of corporate planning. While specializing
essentially precludes CRP out of a lot of different markets, it allows CRP to excel in the markets
that it has chosen to participate in. Specialization allows CRP to be an expert in the two areas
that it is in. Additionally, the expert knowledge allows CRP to provide the service as a cost
saving to the company because the fewer services CRP offers, the more they can concentrate on
improving the current offerings. Improvements that CRP strive for is a reduction in cost charged
to the client and an improvement to the level of services offered.

CRP's second competitive edge is based on the use of strategic relationships. CRP clearly
realizes that they cannot be good at everything. CRP believes it is better to concentrate on a few
things, excel in those areas, and form strategic partnerships with companies that excel in the
service areas that CRP doesn't. Applying this philosophy, CRP has decided in addition to
planning corporate retreat training sessions, they want to offer the service of hosting/leading
these events as well. The service of hosting/leading however, is quite different than planning and
CRP believes that it would be more cost effective to form a strategic relationship with an expert
in this field instead of trying to become proficient themselves. CRP then is able to offer a top-
notch service offering of hosting/leading the training seminars but does not have to invest
heavily in developing the program.

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The use of strategic relationships is unusual in the event planning space. Most event planners are
generalists and try to do a little of everything. CRP is following the model of benchmark
companies in other industries that have recognized the value of specialization and the use of
strategic relationships.

Sales Strategy
CRP will for the most part be using the sale strategy of personal selling. With his five years of
consulting for larger corporations, Umer has formed relationships throughout the business
community. Umer will initially leverage these relationships to form some initial clients. Once
things get rolling and CRP has developed some satisfied clients, Umer will be developing
relationships with his network of friends developed through the Chambers of Commerce and
trade shows.

Umer's spiel to prospective customers will be based on the high level of service offered and cost
advantages by going with CRP. The cost savings can be quantitied and shown to the customer
while the higher level of service can be guarantee as well as communicated through testimonials
from satisfied clients.

Additionally, the website will be used not only to communicate information to prospective
customers, but also a method of communication where CRP can provide more specialized
information such as cost estimates as well as answering questions through the site.

Sales Forecast

The first month will be spent setting up the office. It is unlikely that there will be any sales
activity within the first two months. During the first and second month, Umer will be developing
systems to provide a template for future event planning. Once this is set up, CRP should be able
to process the service request rather easily.

The third month should see the start of sales activity. It will not be until the fifth month that
things will really kick in. From month six through 12 sales will steadily increase and the increase
should continue well into year two.

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Chart: Sales Monthly

Table: Sales Forecast

Sales Forecast
Year 1 Year 2 Year 3
Sales
Large companies $58,764 $122,547 $135,855
Small companies $35,602 $65,458 $78,958
Total Sales $94,366 $188,005 $214,813

Direct Cost of Sales Year 1 Year 2 Year 3


Large companies $15,880 $21,478 $24,585
Small companies $7,434 $10,587 $13,545
Subtotal Direct Cost of Sales $23,314 $32,065 $38,130

Milestones
CRP will have several milestones early on:

1. Business plan completion. This will be done as a roadmap for the organization as well as
an indispensable tool for the ongoing performance and improvement of the company.
2. Set up office. This will done within the first month.
3. Adoption of CRP's services by 20 companies.
4. Revenue over $100,000.

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Table: Milestones

Milestones

Milestone Start Date End Date Budget Manager Department


Business plan 3/1/1999 4/1/1999 $0 Umer Marketing
completion
Set up office 3/1/1999 4/1/1999 $0 Umer Department
Adoption of CRP's 3/1/2001 6/1/2001 $0 CRP Department
services by 20
companies
Revenue of 1/1/2002 1/1/2002 $0 CRP Department
$100,000
Totals $0

Management Summary
CRP is a Lahore corporation whose sole stock holder is Umer Organizer. Umer will be
incorporating to protect himself from personal liability.

Umer Organizer, Founder and President, has a degree in Business from the University of Lahore.
After college, Umer spent five years working for Nauman Consulting. During these years, Umer
became familiar with a large number of companies and the important players in the Lahore
business community. While working for Nauman, Umer attended an MBA night program and
received his MBA in 1996.

After completing his degree, Umer decided to join Boeing in their PR department. It was at
Boeing where Umer learned the bulk of his organizing and event planning skills. These skills, in
conjunction with his MBA education, gave Umer the confidence to handle a wide range of
business propositions. After three years at Boeing, Umer decided to start his own business.
Corporate Retreat Professionals was finally born.

Personnel Plan
The staff will initially consist of Umer working full time. By month two, Umer will have brought
on board a secretary/receptionist in a full-time hourly position. Month four will mark when Umer
will bring on board an account executive to maintain the accounts of their clients. Umer will be
responsible for the set up of the office, forming of strategic relationships with third party
vendors, and turning sales leads into customers.

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Table: Personnel

Personnel Plan
Year 1 Year 2 Year 3
Umer $24,000 $30,000 $32,000
secretary/ receptionist $18,700 $19,200 $20,000
account manager $18,000 $24,000 $28,000
Other $0 $0 $0
Total People 3 3 3

Total Payroll $60,700 $73,200 $80,000

Financial Plan
The following subtopics will provide financial information.

Important Assumptions
See the following table for the company's general assumptions.

Table: General Assumptions

General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0

Projected Cash Flow


The following table indicates projected cash flow.

Chart: Cash

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Table: Cash Flow

Pro Forma Cash Flow


Year 1 Year 2 Year 3
Cash Received

Cash from Operations


Cash Sales $23,592 $47,001 $53,703
Cash from Receivables $49,432 $119,826 $155,047
Subtotal Cash from Operations $73,023 $166,827 $208,750

Additional Cash Received


Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $12,000 $0 $0
Subtotal Cash Received $85,023 $166,827 $208,750

Expenditures Year 1 Year 2 Year 3

Expenditures from Operations


Cash Spending $60,700 $73,200 $80,000
Bill Payments $50,527 $78,050 $87,797
Subtotal Spent on Operations $111,227 $151,250 $167,797

Additional Cash Spent

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Sales Tax, VAT, HST/GST Paid Out $0 $0 $0


Principal Repayment of Current $0 $0 $0
Borrowing
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal $0 $0 $0
Repayment
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $111,227 $151,250 $167,797

Net Cash Flow ($26,203) $15,577 $40,953


Cash Balance $15,397 $30,973 $71,927

Break-even Analysis
This Break-even Analysis projects the figure of approximately $10,000 as the monthly sales
Break-even point.

Chart: Break-even Analysis

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Table: Break-even Analysis

Break-even Analysis

Monthly Revenue Break-even $10,174

Assumptions:
Average Percent Variable Cost 25%
Estimated Monthly Fixed Cost $7,660

Projected Profit and Loss


The following table indicates the projected profit and loss.

Table: Profit and Loss

Pro Forma Profit and Loss


Year 1 Year 2 Year 3
Sales $94,366 $188,005 $214,813
Direct Cost of Sales $23,314 $32,065 $38,130
Other $0 $0 $0
Total Cost of Sales $23,314 $32,065 $38,130

Gross Margin $71,052 $155,940 $176,683


Gross Margin % 75.29% 82.94% 82.25%

Expenses
Payroll $60,700 $73,200 $80,000
Sales and Marketing and Other $1,100 $1,200 $1,200
Expenses
Depreciation $1,668 $1,668 $1,664
Leased Equipment $0 $0 $0
Utilities $1,200 $1,200 $1,200
Insurance $2,400 $2,400 $2,400
Rent $14,400 $14,400 $14,400
Payroll Taxes $10,455 $15,030 $16,050
Other $0 $0 $0

Total Operating Expenses $91,923 $109,098 $116,914

Profit Before Interest and Taxes ($20,871) $46,842 $59,769


EBITDA ($19,203) $48,510 $61,433
Interest Expense $0 $0 $0
Taxes Incurred $0 $11,711 $15,191

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Net Profit ($20,871) $35,132 $44,578


Net Profit/Sales -22.12% 18.69% 20.75%

Projected Balance Sheet


The following table indicates the projected balance sheet.

Table: Balance Sheet

Pro Forma Balance Sheet


Year 1 Year 2 Year 3
Assets

Current Assets
Cash $15,397 $30,973 $71,927
Accounts Receivable $21,343 $42,521 $48,584
Inventory $4,250 $4,102 $4,217
Other Current Assets $0 $0 $0
Total Current Assets $40,990 $77,596 $124,728

Long-term Assets
Long-term Assets $5,000 $5,000 $5,000
Accumulated Depreciation $1,668 $3,336 $5,000
Total Long-term Assets $3,332 $1,664 $0
Total Assets $44,322 $79,260 $124,728

Liabilities and Capital Year 1 Year 2 Year 3

Current Liabilities
Accounts Payable $6,593 $6,399 $7,289
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $6,593 $6,399 $7,289

Long-term Liabilities $0 $0 $0
Total Liabilities $6,593 $6,399 $7,289

Paid-in Capital $62,000 $62,000 $62,000


Retained Earnings ($3,400) ($24,271) $10,861
Earnings ($20,871) $35,132 $44,578
Total Capital $37,729 $72,861 $117,438
Total Liabilities and Capital $44,322 $79,260 $124,728

Net Worth $37,729 $72,861 $117,438

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Need to create your own financial tables? Tools like LivePlan will do this for you
automatically.

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Appendix
Table: Sales Forecast

Sales Forecast
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Sales
Large companies 0% $0 $0 $1,874 $1,997 $4,587 $4,998 $5,354 $6,874 $7,445 $7,963 $8,547 $9,125
Small companies 0% $0 $0 $1,255 $1,458 $2,547 $2,754 $2,914 $3,874 $4,554 $4,998 $5,347 $5,901
Total Sales $0 $0 $3,129 $3,455 $7,134 $7,752 $8,268 $10,748 $11,999 $12,961 $13,894 $15,026

Direct Cost of Sales Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Large companies $0 $0 $321 $384 $1,125 $1,321 $1,478 $1,848 $2,114 $2,325 $2,400 $2,564
Small companies $0 $0 $121 $214 $457 $554 $658 $854 $1,010 $1,121 $1,145 $1,300
Subtotal Direct Cost $0 $0 $442 $598 $1,582 $1,875 $2,136 $2,702 $3,124 $3,446 $3,545 $3,864
of Sales

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Table: Personnel

Personnel Plan
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Umer 0% $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
secretary/ receptionist 0% $0 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700
account manager 0% $0 $0 $0 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Other 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total People 1 2 2 3 3 3 3 3 3 3 3 3

Total Payroll $2,000 $3,700 $3,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700

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Table: General Assumptions

General
Assumptions
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Month Month
10 11 12
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Rate
Long-term 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Interest Rate
Tax Rate 30.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0

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Table: Profit and Loss

Pro Forma Profit


and Loss
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Month Month
10 11 12
Sales $0 $0 $3,129 $3,455 $7,134 $7,752 $8,268 $10,748 $11,999 $12,961 $13,894 $15,026
Direct Cost of $0 $0 $442 $598 $1,582 $1,875 $2,136 $2,702 $3,124 $3,446 $3,545 $3,864
Sales
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Cost of $0 $0 $442 $598 $1,582 $1,875 $2,136 $2,702 $3,124 $3,446 $3,545 $3,864
Sales

Gross Margin $0 $0 $2,687 $2,857 $5,552 $5,877 $6,132 $8,046 $8,875 $9,515 $10,349 $11,162
Gross Margin % 0.00% 0.00% 85.87% 82.69% 77.82% 75.81% 74.17% 74.86% 73.96% 73.41% 74.49% 74.28%

Expenses
Payroll $2,000 $3,700 $3,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700
Sales and $0 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Marketing and
Other Expenses
Depreciation $139 $139 $139 $139 $139 $139 $139 $139 $139 $139 $139 $139
Leased $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Equipment
Utilities $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Insurance $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200
Rent $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Payroll Taxes 15% $300 $555 $555 $1,005 $1,005 $1,005 $1,005 $1,005 $1,005 $1,005 $1,005 $1,005
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating $3,939 $5,994 $5,994 $8,444 $8,444 $8,444 $8,444 $8,444 $8,444 $8,444 $8,444 $8,444
Expenses

Profit Before ($3,939) ($5,994) ($3,307) ($5,587) ($2,892) ($2,567) ($2,312) ($398) $431 $1,071 $1,905 $2,718
Interest and
Taxes
EBITDA ($3,800) ($5,855) ($3,168) ($5,448) ($2,753) ($2,428) ($2,173) ($259) $570 $1,210 $2,044 $2,857
Interest $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Expense
Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Profit ($3,939) ($5,994) ($3,307) ($5,587) ($2,892) ($2,567) ($2,312) ($398) $431 $1,071 $1,905 $2,718
Net Profit/Sales 0.00% 0.00% -105.69% -161.71% -40.54% -33.11% -27.96% -3.70% 3.59% 8.26% 13.71% 18.09%

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Table: Cash Flow

Pro Forma Cash


Flow
Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Cash Received

Cash from
Operations
Cash Sales $0 $0 $782 $864 $1,784 $1,938 $2,067 $2,687 $3,000 $3,240 $3,474 $3,757
Cash from $0 $0 $0 $78 $2,355 $2,683 $5,366 $5,827 $6,263 $8,092 $9,023 $9,744
Receivables
Subtotal Cash $0 $0 $782 $942 $4,138 $4,621 $7,433 $8,514 $9,263 $11,333 $12,497 $13,501
from Operations

Additional Cash
Received
Sales Tax, VAT, 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST/GST
Received
New Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing
New Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
(interest-free)
New Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Sales of Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current Assets
Sales of Long- $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
term Assets
New Investment $0 $0 $0 $0 $0 $0 $0 $4,000 $0 $8,000 $0 $0
Received
Subtotal Cash $0 $0 $782 $942 $4,138 $4,621 $7,433 $12,514 $9,263 $19,333 $12,497 $13,501
Received

Expenditures Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12

Expenditures
from Operations
Cash Spending $2,000 $3,700 $3,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700 $5,700

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Bill Payments $60 $1,812 $2,188 $3,170 $3,650 $4,962 $4,810 $5,058 $5,938 $6,200 $6,400 $6,278
Subtotal Spent on $2,060 $5,512 $5,888 $8,870 $9,350 $10,662 $10,510 $10,758 $11,638 $11,900 $12,100 $11,978
Operations

Additional Cash
Spent
Sales Tax, VAT, $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST/GST Paid Out
Principal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Repayment of
Current
Borrowing
Other Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal
Repayment
Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Principal
Repayment
Purchase Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current Assets
Purchase Long- $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
term Assets
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash $2,060 $5,512 $5,888 $8,870 $9,350 $10,662 $10,510 $10,758 $11,638 $11,900 $12,100 $11,978
Spent

Net Cash Flow ($2,060) ($5,512) ($5,106) ($7,928) ($5,212) ($6,040) ($3,077) $1,756 ($2,376) $7,432 $396 $1,523
Cash Balance $39,540 $34,028 $28,922 $20,994 $15,782 $9,742 $6,665 $8,420 $6,045 $13,477 $13,874 $15,397

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Table: Balance Sheet

Pro Forma
Balance
Sheet
Month Month Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Month Month
1 2 10 11 12
Assets Starting
Balance
s

Current
Assets
Cash $41,600 $39,540 $34,028 $28,922 $20,994 $15,782 $9,742 $6,665 $8,420 $6,045 $13,477 $13,874 $15,397
Accounts $0 $0 $0 $2,347 $4,860 $7,855 $10,986 $11,821 $14,055 $16,792 $18,420 $19,817 $21,343
Receivable
Inventory $0 $0 $0 $558 $960 $1,740 $2,063 $2,350 $2,972 $3,436 $3,791 $3,900 $4,250
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current
Assets
Total $41,600 $39,540 $34,028 $31,827 $26,814 $25,378 $22,790 $20,835 $25,448 $26,273 $35,688 $37,590 $40,990
Current
Assets

Long-term
Assets
Long-term $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000
Assets
Accumulate $0 $139 $278 $417 $556 $695 $834 $973 $1,112 $1,251 $1,390 $1,529 $1,668
d
Depreciatio
n
Total Long- $5,000 $4,861 $4,722 $4,583 $4,444 $4,305 $4,166 $4,027 $3,888 $3,749 $3,610 $3,471 $3,332
term Assets
Total Assets $46,600 $44,401 $38,750 $36,410 $31,258 $29,683 $26,956 $24,862 $29,336 $30,022 $39,298 $41,061 $44,322

Liabilities Month Month Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month Month Month
and Capital 1 2 10 11 12

Current
Liabilities
Accounts $0 $1,740 $2,083 $3,050 $3,485 $4,802 $4,642 $4,860 $5,732 $5,987 $6,192 $6,050 $6,593
Payable

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Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current
Liabilities
Subtotal $0 $1,740 $2,083 $3,050 $3,485 $4,802 $4,642 $4,860 $5,732 $5,987 $6,192 $6,050 $6,593
Current
Liabilities

Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Total $0 $1,740 $2,083 $3,050 $3,485 $4,802 $4,642 $4,860 $5,732 $5,987 $6,192 $6,050 $6,593
Liabilities

Paid-in $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $54,000 $54,000 $62,000 $62,000 $62,000
Capital
Retained ($3,400 ($3,400 ($3,400 ($3,400) ($3,400) ($3,400) ($3,400) ($3,400) ($3,400) ($3,400) ($3,400) ($3,400) ($3,400)
Earnings ) ) )
Earnings $0 ($3,939 ($9,933 ($13,240 ($18,827 ($21,719 ($24,286 ($26,598 ($26,996 ($26,565 ($25,494 ($23,589 ($20,871
) ) ) ) ) ) ) ) ) ) ) )
Total $46,600 $42,661 $36,667 $33,360 $27,773 $24,881 $22,314 $20,002 $23,604 $24,035 $33,106 $35,011 $37,729
Capital
Total $46,600 $44,401 $38,750 $36,410 $31,258 $29,683 $26,956 $24,862 $29,336 $30,022 $39,298 $41,061 $44,322
Liabilities
and Capital

Net Worth $46,600 $42,661 $36,667 $33,360 $27,773 $24,881 $22,314 $20,002 $23,604 $24,035 $33,106 $35,011 $37,729

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