Hamlin and Park Design

March 2002
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Table of Contents
1.0
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2.0
Company Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2.1Company Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.2Start-up Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
3.0
Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
4.0
Market Analysis Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

4.1Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
4.2Competitive Edge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
5.0
Strategy and Implementation Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

5.1Sales Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
5.1.1 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
6.0
Management Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
6.1Personnel Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
7.0
Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.1Important Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.2Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.3Projected Profit and Loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.4Projected Cash Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.5Projected Balance Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.6Business Ratios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
9
10
11
12
14
14
Hamlin and Park Design

1.0 Executive Summary
The city of Claremont has been growing by 6% annually for the past five years. Currently, the
city's population is 700,000. Most importantly, the greatest population increase is in southwest
Claremont which is the city's most affluent area. The population of southwest Claremont has
grown by 20% the past two years. The 80,000 residents of the area have an average income
of $200,000 and the average home is valued at $350,000. The new construction in southwest
section of the city is valued at 600 million dollars in home sales next year alone. Growth in the
area has also generated increase remodeling of existing homes. Last year, remodeling projects
were up 20% over the previous year and accounted for $20 million paid for remodeling
services in the area.
The building and remodeling in southwest Claremont has increased the demand for interior
design services. Last year, residential interior design companies generated $4 million in sales
in the greater Claremont area. Forecasts for next year predict that there will be an increase of
11% in sales.
Hamlin and Park Design will offers a wide range of interior design services to meet any client's
needs in southwest Claremont:
On-site consultations;
Project survey & analysis;
Space planning & furniture arrangement;
Design concepts;
Finishes & furnishings;
Custom designs;
Purchasing, delivery, & installation;
Project coordination & management.
Courtney Hamlin and Katherine Park have ten years of experience with the city's top interior
designs firms. Both have been successful is creating a base of former clients that will refer new
business to the designers.
1.1 Objectives
Hamlin and Park Design offers a wide range of interior design services to meet any client's
needs in southwest Claremont.
The primary objectives of our firm are to:
Exceed customers' expectations for service and product.

Increase the number of clients served by 15% per year through superior performance.
Develop a sustainable start-up business that is profitable.
Page 1

1.2 Mission
Hamlin and Park Design's mission is to assure superior customer service by doing the following:
Open communication with clients. The explanation of the "pros and cons" of different
selections and design options are discussed in detail.
Include the client in every stage of the design process.
Exceed the customer's expectations for the project.
Maintain continuing education of the latest development and innovations in the interior
design field.
Highlights (Planned)
$300,000
$250,000
$200,000
Sales
$150,000
Gross Margin
Net Profit
$100,000
$50,000
$0
2003
2004
2005
2.0 Company Summary

Courtney Hamlin and Katherine Park will start Hamlin and Parks Design to offer a wide range
of interior design services to clients in southwest Claremont. The company has a high level of
expertise in interior design and will provide superior personal services to all clients. Courtney
and Katherine take pride in knowing that 50% of their business comes from repeat clients and
their referrals.
Our responsibility as interior design professionals is to take the client's design goals and utilize
our skills and resources to exceed the client's expectations for service, value, functionality, and
beauty.
Page 2

2.1 Company Ownership
The owners and designers of Hamlin and Park Design are Courtney Hamlin and Katherine Park.
2.2 Start-up Summary

Courtney Hamlin and Katherine Park will invest $60,000 in Hamlin and Park Design. They will
also secure a $50,000 loan.
The following table and chart show projected initial start-up costs for Hamlin and Park Design.
Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal
Stationery etc.
Brochures
Insurance
Rent
Answering Service
Utilities Start Up
Office Furnishings
Expensed Equipment
Business Software
Office Supplies
Total Start-up Expense
$900
$2,000
$4,000
$200
$3,000
$200
$250
$4,000
$3,000
$2,000
$1,000
$20,550
Start-up Assets Needed

Cash Balance on Starting Date
Other Short-term Assets
Total Short-term Assets
$59,450
$20,000
$79,450
Long-term Assets
Total Assets
Total Requirements
$0
$79,450
$100,000
Funding
Investment
Investor 1
Investor 2
Total Investment
$30,000
$30,000
$60,000
Short-term Liabilities
Accounts Payable
Current Borrowing
Other Short-term Liabilities
Subtotal Short-term Liabilities
$10,000
$0
$0
$10,000
Long-term Liabilities
Total Liabilities
$30,000
$40,000
Loss at Start-up
Total Capital
Total Capital and Liabilities
($20,550)
$39,450
$79,450
Page 3
Start-up
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Expenses
Assets
Investment
Loans
3.0 Services
Hamlin and Park Design will offers a wide range of interior design services to meet any client's
needs in southwest Claremont:
On-site Consultations: Convenient consultations for busy homeowners and

professionals are offered at the home or office. The consultation will include all
necessary product samples for clients for review, thus eliminating the hassle of having
to visit numerous stores for different products.
Project Survey & Analysis: Each site is inspected for its layout and function. Indepth client interviews are conducted to determine all necessary requirements for the
project. This information is then analyzed for design concepts and space planning.
Design Concepts: The design concept can begin with a treasured piece of fabric or
furniture, or simply a blank page. The goal is to attain the "look" and "feel" a client
wants, from "light and airy" to "rich and elegant" to "comfortable and cozy." Each
project develops its own flavor from the unique selection of fabrics, furniture, and
finishes.
Finishes & Furnishings: There are many factors to consider when selecting furniture
and finishes. Hamlin and Park Design's expertise and guidance helps clients make the
best selections for their needs. Creativity is also applied in the selection process to
create the desired look.
Custom Designs: Custom furniture, built-ins, and window treatments are also
available through the talents of Hamlin and Park Design. Detailed drawings are
prepared to help clients visualize the finished piece.
Purchasing, Delivery, & Installation: Once final selections are made, Hamlin and
Park Design assumes all responsibility for coordinating the purchasing, delivery and
installation of the entire project.
Page 4
Project Coordination & Management: Some projects require a certain sequence of

installation for maximizing results. Hamlin and Park Design coordinates all aspects of
these projects to ensure smooth transitions from each phase until project completion.
4.0 Market Analysis Summary

Due to the strengthening of the area's economy, more southwest Claremont homeowners are
exploring interior design to improve their homes' beauty and charm. Last year, residential
interior design companies generated $4 million in sales in the greater Claremont area.
Approximately, 75% of the sales were located in southwest Claremont. Forecasts for next year
predict that there will be an increase of 11% in sales. This demand for interior design services
is a tremendous opportunity. Hamlin and Park Design is poised to take advantage of these
changes, and expects to become a recognized name and profitable entity in the city's interior
design market.
4.1 Market Segmentation

The customers that Hamlin and Park Design will be serving can be divided into three groups:
New Home Construction: Hamlin and Park Design will compete for the interior
design projects associated with new homes. Contracted consulting responsibilities with
the builders can include one or more of the companies services, i.e. strategic planning,
master planning, and lighting, floor or carpet design.
Remodeling Projects: These projects have some of the same characteristics as new
home construction (i.e. working as a consultant with builders) but can also include
greater control over all aspect of the project.
Interior Design of Existing Home: Hamlin and Park Design will control all aspects of
these projects.
Table: Market Analysis

Market Analysis
Potential Customers
New Home Construction
Remodeling Projects
Interior Design of Existing Home
Total
Growth
6%
10%
8%
8.50%
2002
1,500
3,000
2,000
6,500
2003
1,590
3,300
2,160
7,050
2004
1,685
3,630
2,333
7,648
2005
1,786
3,993
2,520
8,299
2006
1,893
4,392
2,722
9,007
CAGR
5.99%
10.00%
8.01%
8.50%
Page 5
Market Analysis (Pie)

Remodeling Projects
4.2 Competitive Edge

Hamlin and Park Design's competitive edge is that both Courtney Hamlin and Katherine Park
are highly successful interior designers with a loyal customer base. Courtney has been a
Project Manager with Sullivan and Associates for five years. During that time she has
established strong relationships with builders and vendors which will prove beneficial in the
coming years. For the past six years, Katherine has worked as a Design Consultant for
Jonathan Miller, the most successful interior designer in Claremont. Together, Courtney and
Katherine have the skills, resources and experience to be build on the base of 1,000 satisfied
customers.
5.0 Strategy and Implementation Summary

Hamlin and Park will focus on the interior design needs in the southwest section of the city.
Our target customers will be the affluent residents of southwest Claremont.
5.1 Sales Strategy

The following is the sales strategy Hamlin and Park Design will employ on the three target
customer groups:
New Home Construction/Remodeling Projects: Courtney Hamlin already has a

strong professional relationship with the dominant builders/remodelers in southwest
Claremont. She will meet with them directly and pitch the consulting services of Hamlin
and Park Design.
Interior Design of Existing Home: Visibility with the customer base is the most
Page 6

important marketing activity Hamlin and Park Design will follow. Southwest Claremont
has five homeowner associations that meet regularly. In the past both Courtney and
Katherine have made presentations on interior design issues. They will continue this
service to the community to raise the visibility of Hamlin and Park Design.
5.1.1 Sales Forecast

The following table and chart will forecast sales for the next three years.
Table: Sales Forecast (Planned)

Sales Forecast
Sales
Remodeling Projects
Total Sales
2003
$87,672
$41,000
$90,739
$219,411
2004
$96,685
$45,280
$97,800
$239,765
2005
$108,200
$47,300
$105,000
$260,500
Direct Cost of Sales

Remodeling Projects
Subtotal Direct Cost of Sales
2003
$8,634
$5,500
$9,091
$23,225
2004
$9,500
$6,300
$10,000
$25,800
2005
$10,000
$7,000
$10,000
$27,000
Sales Monthly (Planned)
$45,000
$40,000
$35,000
$30,000
$25,000
Remodeling Projects
$20,000
$15,000
$10,000
$5,000
$0
Page 7
Sales by Year (Planned)
$300,000
$250,000
$200,000
Remodeling Projects
$150,000
$100,000
$50,000
$0
2003
2004
2005
6.0 Management Summary

Hamlin and Park is a two member interior design firm. Both designers are equal partners in
the firm.
Courtney Hamlin began her passion for the arts at a young age. Upon graduating
from State University, Courtney secured an office management position at a local
commercial and residential interior design firm. This position afforded her the learning
experience of overseeing all aspects of design projects; from preparing proposals, to
scheduling and coordinating all phases of a project. After five years of managing the
design firm, Courtney returned to school for an Associates Degree in Interior Design.
After completing her Interior Design degree, Courtney became a designer and project
manager for Sullivan and Associates.
Katherine Park received a B.A. in Art from State University. She continued her
education at the Art Institute of Monroe and obtained a degree in Interior Design. She
has worked as a Design Consultant for Jonathan Miller, the most successful interior
designer in Claremont.
Page 8

6.1 Personnel Plan
The staff of Hamlin and Park Design will be its co-owners Courtney Hamlin and Katherine Park.
Table: Personnel (Planned)

Personnel Plan
Courtney Hamlin
Katherine Park
Total Payroll
Total People
Payroll Burden
Total Payroll Expenditures
2003
$48,000
$48,000
$96,000
2004
$54,000
$54,000
$108,000
2005
$60,000
$60,000
$120,000
2
$14,400
$110,400
2
$16,200
$124,200
2
$18,000
$138,000
7.0 Financial Plan

The following is the financial plan for Hamlin and Park Design.
7.1 Important Assumptions

The financial plan depends on important assumptions, most of which are shown in the
following table as annual assumptions. The monthly assumptions are included in the
appendices. 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 the economy that
would change our estimations.
Table: General Assumptions

General Assumptions
Short-term Interest Rate %
Long-term Interest Rate %
Tax Rate %
Expenses in Cash %
Sales on Credit %
Personnel Burden %
2003
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
2004
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
2005
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Page 9

7.2 Break-even Analysis
The following table and chart will summarize our break-even analysis. The monthly break-even
point is $14,778.
Table: Break-even Analysis

Break-even Analysis:
Monthly Units Break-even
Monthly Sales Break-even
Assumptions:
Average Per-Unit Revenue
Average Per-Unit Variable Cost
Estimated Monthly Fixed Cost
15
$14,778
$1,000.0
0
$100.00
$13,300
Break-even Analysis
$10,000
$5,000
$0
($5,000)
($10,000)
($15,000)
$0
$4,000
$8,000
$12,000
$16,000
$20,000
Monthly break-even point

Break-even point = where line intersects with 0
Page 10

7.3 Projected Profit and Loss
Our projected profit and loss is shown on the following table and charts.
Table: Profit and Loss (Planned)

Pro Forma Profit and Loss
Sales
Other Production Expenses
Total Cost of Sales
Gross Margin
Gross Margin %
Operating Expenses:
Advertising/Promotion
Travel
Miscellaneous
Payroll Expense
Payroll Burden
Depreciation
Leased Equipment
Utilities
Insurance
Rent
Contract/Consultants
Total Operating Expenses

Profit Before Interest and Taxes
Interest Expense Short-term
Interest Expense Long-term
Taxes Incurred
Extraordinary Items
Net Profit
Net Profit/Sales
2003
$219,411
$23,225
$0
-----------$23,225
$196,186
89.41%
2004
$239,765
$25,800
$0
-----------$25,800
$213,965
89.24%
2005
$260,500
$27,000
$0
-----------$27,000
$233,500
89.64%
$6,000
$0
$0
$96,000
$14,400
$0
$2,400
$2,400
$2,400
$36,000
$0
-----------$159,600
$36,586
$0
$2,643
$10,183
$0
$23,760
10.83%
$7,000
$0
$0
$108,000
$16,200
$0
$2,400
$2,400
$2,400
$36,000
$0
-----------$174,400
$39,565
$0
$2,010
$11,267
$0
$26,289
10.96%
$10,000
$0
$0
$120,000
$18,000
$0
$2,400
$2,400
$2,400
$36,000
$0
-----------$191,200
$42,300
$0
$1,350
$12,285
$0
$28,665
11.00%
Profit Monthly (Planned)

$20,000
$15,000
$10,000
$5,000
$0
($5,000)
($10,000)
Mar Apr May Jun
Jul Aug Sep Oct Nov Dec Jan Feb
Page 11
Profit Yearly (Planned)
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
2003
2004
2005
7.4 Projected Cash Flow

Cash flow projections are critical to our success. The monthly cash flow is shown in the
illustration, with one bar representing the cash flow per month, and the other the monthly
balance. The annual cash flow figures are included here and the more important detailed
monthly numbers are included in the appendices.
Page 12

Table: Cash Flow (Planned)
Pro Forma Cash Flow
2003
2004
2005
Cash Received
Cash from Operations:
Cash Sales
From Receivables
Subtotal Cash from Operations
$109,706
$106,102
$215,808
$119,883
$119,548
$239,431
$130,250
$129,909
$260,159
Additional Cash Received

Extraordinary Items
Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of other Short-term Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
$0
$0
$0
$0
$0
$0
$0
$0
$215,808
$0
$0
$0
$0
$0
$0
$0
$0
$239,431
$0
$0
$0
$0
$0
$0
$0
$0
$260,159
Expenditures
Expenditures from Operations:
Cash Spent on Costs and Expenses
Wages, Salaries, Payroll Taxes, etc.
Payment of Accounts Payable
Subtotal Spent on Operations
2003
$8,525
$110,400
$84,073
$202,998
$8,928
$124,200
$80,224
$213,351
$9,384
$138,000
$84,310
$231,693
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current Borrowing
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Short-term Assets
Purchase Long-term Assets
Dividends
Adjustment for Assets Purchased on Credit
Subtotal Cash Spent
$0
$0
$0
$6,600
$0
$0
$0
$0
$209,598
$0
$0
$0
$6,600
$0
$0
$0
$0
$219,951
$0
$0
$0
$6,600
$0
$0
$0
$0
$238,293
$6,209
$65,659
$19,479
$85,139
$21,866
$107,005
Net Cash Flow

Cash Balance
2004
2005
Cash (Planned)
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
Net Cash Flow
$20,000
Cash Balance
$10,000
$0
($10,000)
($20,000)
Mar Apr May Jun
Jul Aug Sep Oct Nov Dec Jan Feb
Page 13

7.5 Projected Balance Sheet
The balance sheet in the following table shows managed but sufficient growth of net worth,
and a sufficiently healthy financial position. The monthly estimates are included in the
appendices.
Table: Balance Sheet (Planned)

Pro Forma Balance Sheet
Assets
Short-term Assets
Cash
Accounts Receivable
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
2003
$65,659
$3,603
$20,000
$89,263
2004
$85,139
$3,938
$20,000
$109,076
2005
$107,005
$4,278
$20,000
$131,283
$0
$0
$0
$89,263
$0
$0
$0
$109,076
$0
$0
$0
$131,283
2003
$2,652
$0
$0
$2,652
2004
$2,778
$0
$0
$2,778
2005
$2,919
$0
$0
$2,919
$23,400
$26,052
$16,800
$19,578
$10,200
$13,119
$60,000
($20,550)
$23,760
$63,210
$89,263
$63,210
$60,000
$3,210
$26,289
$89,499
$109,076
$89,499
$60,000
$29,499
$28,665
$118,164
$131,283
$118,164
Liabilities and Capital

Accounts Payable
Current Borrowing
Total Liabilities
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
Net Worth
7.6 Business Ratios

The following table provides important ratios for the real estate industry, as determined by the
Standard Industry Classification (SIC) Index, 8999, Services.
Page 14

Table: Ratios (Planned)
Ratio Analysis
Sales Growth
Percent of Total Assets
Accounts Receivable
Inventory
Long-term Assets
Total Assets
Total Liabilities
Net Worth
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
Business Vitality Profile
Sales per Employee
Survival Rate
Additional Ratios
Net Profit Margin
Return on Equity
Activity Ratios
Accounts Receivable Turnover
Collection Days
Inventory Turnover
Accounts Payable Turnover
Total Asset Turnover
Debt Ratios
Debt to Net Worth
Short-term Liab. to Liab.
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Dividend Payout
2002
0.00%
2003
9.28%
2004
8.65%
Industry Profile
8.50%
4.04%
0.00%
22.41%
100.00%
0.00%
100.00%
3.61%
0.00%
18.34%
100.00%
0.00%
100.00%
3.26%
0.00%
15.23%
100.00%
0.00%
100.00%
20.90%
5.00%
55.70%
81.60%
18.40%
100.00%
0.00%
2.97%
26.21%
29.19%
70.81%
0.00%
2.55%
15.40%
17.95%
82.05%
0.00%
2.22%
7.77%
9.99%
90.01%
48.20%
36.90%
15.50%
52.40%
47.60%
100.00%
89.41%
78.59%
2.73%
16.67%
100.00%
89.24%
78.28%
2.92%
16.50%
100.00%
89.64%
78.63%
3.84%
16.24%
100.00%
0.00%
82.60%
0.60%
1.50%
33.66
33.66
29.19%
62.06%
43.95%
39.27
39.27
17.95%
46.45%
38.12%
44.97
44.97
9.99%
36.94%
33.25%
1.57
1.13
63.70%
1.90%
5.20%
2002
$109,706
2003
$119,883
2004
$130,250
Industry
$0
0.00%
2002
10.83%
37.59%
2003
10.96%
29.37%
2004
11.00%
24.26%
n.a
n.a
30.45
6
0.00
28.93
2.46
30.45
11
0.00
28.93
2.20
30.45
12
0.00
28.93
1.98
n.a
n.a
n.a
n.a
n.a
0.41
0.10
0.22
0.14
0.11
0.22
n.a
n.a
$86,610
13.85
$106,299
19.68
$128,364
31.33
n.a
n.a
0.41
3%
32.30
3.47
$0
0.45
3%
37.85
2.68
0.00
0.50
2%
43.50
2.20
0.00
n.a
n.a
n.a
n.a
n.a
Page 15
Appendix
Appendix Table: Sales Forecast (Planned)
Sales Forecast
Sales
Remodeling Projects
Total Sales
Mar
$2,100
$0
$3,000
$5,100
Apr
$2,200
$0
$3,000
$5,200
May
$3,020
$2,000
$4,240
$9,260
Jun
$6,000
$3,000
$6,300
$15,300
Jul
$8,500
$4,000
$9,000
$21,500
Aug
$12,000
$5,000
$11,000
$28,000
Sep
$14,000
$7,000
$14,000
$35,000
Oct
$18,000
$8,000
$17,000
$43,000
Nov
$10,022
$5,000
$13,000
$28,022
Dec
$5,210
$3,000
$4,322
$12,532
Jan
$3,820
$2,000
$3,222
$9,042
Feb
$2,800
$2,000
$2,655
$7,455

Remodeling Projects
Subtotal Direct Cost of Sales
Mar
$0
$0
$0
$0
Apr
$230
$0
$320
$550
May
$433
$300
$590
$1,323
Jun
$630
$400
$800
$1,830
Jul
$950
$500
$1,002
$2,452
Aug
$1,201
$600
$1,202
$3,003
Sep
$1,550
$700
$1,409
$3,659
Oct
$1,700
$900
$1,650
$4,250
Nov
$850
$800
$1,200
$2,850
Dec
$530
$600
$390
$1,520
Jan
$300
$400
$280
$980
Feb
$260
$300
$248
$808
Page 1
Appendix
Appendix Table: Personnel (Planned)
Personnel Plan
Courtney Hamlin
Katherine Park
Total Payroll
Mar
$4,000
$4,000
$8,000
Apr
$4,000
$4,000
$8,000
May
$4,000
$4,000
$8,000
Jun
$4,000
$4,000
$8,000
Jul
$4,000
$4,000
$8,000
Aug
$4,000
$4,000
$8,000
Sep
$4,000
$4,000
$8,000
Oct
$4,000
$4,000
$8,000
Nov
$4,000
$4,000
$8,000
Dec
$4,000
$4,000
$8,000
Jan
$4,000
$4,000
$8,000
Feb
$4,000
$4,000
$8,000
Total People
Payroll Burden
Total Payroll Expenditures
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
2
$1,200
$9,200
Page 2
Appendix
Appendix Table: General Assumptions
General Assumptions
Short-term Interest Rate %
Long-term Interest Rate %
Tax Rate %
Expenses in Cash %
Sales on Credit %
Personnel Burden %
Mar
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Apr
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
May
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Jun
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Jul
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Aug
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Sep
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Oct
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Nov
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Dec
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Jan
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Feb
10.00%
10.00%
30.00%
10.00%
50.00%
15.00%
Page 3
Appendix
Appendix Table: Profit and Loss (Planned)
Pro Forma Profit and Loss
Sales
Other Production Expenses
Total Cost of Sales
Gross Margin
Gross Margin %
Operating Expenses:
Advertising/Promotion
Travel
Miscellaneous
Payroll Expense
Payroll Burden
Depreciation
Leased Equipment
Utilities
Insurance
Rent
Contract/Consultants
Total Operating Expenses

Interest Expense Short-term
Interest Expense Long-term
Taxes Incurred
Extraordinary Items
Net Profit
Net Profit/Sales
Mar
$5,100
$0
$0
-----------$0
$5,100
100.00%
Apr
$5,200
$550
$0
-----------$550
$4,650
89.42%
May
$9,260
$1,323
$0
-----------$1,323
$7,937
85.71%
Jun
$15,300
$1,830
$0
-----------$1,830
$13,470
88.04%
Jul
$21,500
$2,452
$0
-----------$2,452
$19,048
88.60%
Aug
$28,000
$3,003
$0
-----------$3,003
$24,997
89.28%
Sep
$35,000
$3,659
$0
-----------$3,659
$31,341
89.55%
Oct
$43,000
$4,250
$0
-----------$4,250
$38,750
90.12%
Nov
$28,022
$2,850
$0
-----------$2,850
$25,172
89.83%
Dec
$12,532
$1,520
$0
-----------$1,520
$11,012
87.87%
Jan
$9,042
$980
$0
-----------$980
$8,062
89.16%
Feb
$7,455
$808
$0
-----------$808
$6,647
89.16%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
($8,200)
$0
$245
($2,534)
$0
($5,912)
-115.92%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
($8,650)
$0
$241
($2,667)
$0
($6,224)
-119.68%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
($5,363)
$0
$236
($1,680)
$0
($3,919)
-42.33%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
$170
$0
$232
($19)
$0
($43)
-0.28%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
$5,748
$0
$227
$1,656
$0
$3,865
17.98%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
$11,697
$0
$223
$3,442
$0
$8,032
28.69%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
$18,041
$0
$218
$5,347
$0
$12,476
35.65%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
$25,450
$0
$213
$7,571
$0
$17,666
41.08%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
$11,872
$0
$209
$3,499
$0
$8,164
29.14%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
($2,288)
$0
$204
($748)
$0
($1,745)
-13.92%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
($5,238)
$0
$200
($1,631)
$0
($3,806)
-42.10%
$500
$0
$0
$8,000
$1,200
$0
$200
$200
$200
$3,000
$0
-----------$13,300
($6,653)
$0
$195
($2,054)
$0
($4,794)
-64.30%
Page 4
Appendix
Appendix Table: Cash Flow (Planned)
Pro Forma Cash Flow
Cash Received
Cash from Operations:
Cash Sales
From Receivables
Subtotal Cash from Operations
Additional Cash Received
Extraordinary Items
Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of other Short-term Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
0.00%
Mar
Apr
May
Jun
$2,550
$85
$2,635
$2,600
$2,552
$5,152
$4,630
$2,668
$7,298
$7,650
$4,731
$12,381
$0
$0
$0
$0
$0
$0
$0
$0
$2,635
$0
$0
$0
$0
$0
$0
$0
$0
$5,152
$0
$0
$0
$0
$0
$0
$0
$0
$7,298
$0
$0
$0
$0
$0
$0
$0
$0
$12,381
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
$10,750
$7,753
$18,503
$14,000
$10,858
$24,858
$17,500
$14,117
$31,617
$21,500
$17,633
$39,133
$14,011
$21,250
$35,261
$6,266
$13,753
$20,019
$4,521
$6,208
$10,729
$3,728
$4,495
$8,222
$0
$0
$0
$0
$0
$0
$0
$0
$18,503
$0
$0
$0
$0
$0
$0
$0
$0
$24,858
$0
$0
$0
$0
$0
$0
$0
$0
$31,617
$0
$0
$0
$0
$0
$0
$0
$0
$39,133
$0
$0
$0
$0
$0
$0
$0
$0
$35,261
$0
$0
$0
$0
$0
$0
$0
$0
$20,019
$0
$0
$0
$0
$0
$0
$0
$0
$10,729
$0
$0
$0
$0
$0
$0
$0
$0
$8,222
Expenditures
Expenditures from Operations:
Cash Spent on Costs and Expenses
Wages, Salaries, Payroll Taxes, etc.
Payment of Accounts Payable
Subtotal Spent on Operations
Mar
Apr
May
Jun
Aug
Sep
Oct
Nov
Dec
Jan
Feb
$181
$9,200
$10,054
$19,436
$222
$9,200
$1,643
$11,065
$398
$9,200
$2,054
$11,652
$614
$9,200
$3,646
$13,461
$844
$9,200
$5,598
$15,641
$1,077
$9,200
$7,662
$17,939
$1,332
$9,200
$9,768
$20,300
$1,613
$9,200
$12,076
$22,889
$1,066
$9,200
$14,357
$24,622
$508
$9,200
$9,425
$19,132
$365
$9,200
$4,526
$14,091
$305
$9,200
$3,265
$12,770
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current Borrowing
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Short-term Assets
Purchase Long-term Assets
Dividends
Adjustment for Assets Purchased on Credit
Subtotal Cash Spent
$0
$0
$0
$550
$0
$0
$0
$0
$19,986
$0
$0
$0
$550
$0
$0
$0
$0
$11,615
$0
$0
$0
$550
$0
$0
$0
$0
$12,202
$0
$0
$0
$550
$0
$0
$0
$0
$14,011
$0
$0
$0
$550
$0
$0
$0
$0
$16,191
$0
$0
$0
$550
$0
$0
$0
$0
$18,489
$0
$0
$0
$550
$0
$0
$0
$0
$20,850
$0
$0
$0
$550
$0
$0
$0
$0
$23,439
$0
$0
$0
$550
$0
$0
$0
$0
$25,172
$0
$0
$0
$550
$0
$0
$0
$0
$19,682
$0
$0
$0
$550
$0
$0
$0
$0
$14,641
$0
$0
$0
$550
$0
$0
$0
$0
$13,320
($17,351)
$42,099
($6,464)
$35,636
($4,904)
$30,732
($1,630)
$29,102
$2,312
$31,414
$6,370
$37,783
$10,767
$48,550
$15,694
$64,244
$10,089
$74,333
$337
$74,670
($3,912)
$70,758
($5,098)
$65,659
Net Cash Flow

Cash Balance
Jul
Page 5
Appendix
Appendix Table: Balance Sheet (Planned)
Pro Forma Balance Sheet
Assets
Short-term Assets
Cash
Accounts Receivable
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Starting Balances
$59,450
$0
$20,000
$79,450
Mar
$42,099
$2,465
$20,000
$64,564
Apr
$35,636
$2,513
$20,000
$58,149
May
$30,732
$4,476
$20,000
$55,207
Jun
$29,102
$7,395
$20,000
$56,497
Jul
$31,414
$10,392
$20,000
$61,805
Aug
$37,783
$13,533
$20,000
$71,317
Sep
$48,550
$16,917
$20,000
$85,467
Oct
$64,244
$20,783
$20,000
$105,027
Nov
$74,333
$13,544
$20,000
$107,877
Dec
$74,670
$6,057
$20,000
$100,727
Jan
$70,758
$4,370
$20,000
$95,128
Feb
$65,659
$3,603
$20,000
$89,263
$0
$0
$0
$79,450
$0
$0
$0
$64,564
$0
$0
$0
$58,149
$0
$0
$0
$55,207
$0
$0
$0
$56,497
$0
$0
$0
$61,805
$0
$0
$0
$71,317
$0
$0
$0
$85,467
$0
$0
$0
$105,027
$0
$0
$0
$107,877
$0
$0
$0
$100,727
$0
$0
$0
$95,128
$0
$0
$0
$89,263
Accounts Payable
Current Borrowing
$10,000
$0
$0
$10,000
Mar
$1,576
$0
$0
$1,576
Apr
$1,935
$0
$0
$1,935
May
$3,462
$0
$0
$3,462
Jun
$5,345
$0
$0
$5,345
Jul
$7,339
$0
$0
$7,339
Aug
$9,368
$0
$0
$9,368
Sep
$11,592
$0
$0
$11,592
Oct
$14,037
$0
$0
$14,037
Nov
$9,272
$0
$0
$9,272
Dec
$4,417
$0
$0
$4,417
Jan
$3,174
$0
$0
$3,174
Feb
$2,652
$0
$0
$2,652
Total Liabilities
$30,000
$40,000
$29,450
$31,026
$28,900
$30,835
$28,350
$31,812
$27,800
$33,145
$27,250
$34,589
$26,700
$36,068
$26,150
$37,742
$25,600
$39,637
$25,050
$34,322
$24,500
$28,917
$23,950
$27,124
$23,400
$26,052
$60,000
($20,550)
$0
$39,450
$79,450
$39,450
$60,000
($20,550)
($5,912)
$33,538
$64,564
$33,538
$60,000
($20,550)
($12,135)
$27,315
$58,149
$27,315
$60,000
($20,550)
($16,055)
$23,395
$55,207
$23,395
$60,000
($20,550)
($16,098)
$23,352
$56,497
$23,352
$60,000
($20,550)
($12,233)
$27,217
$61,805
$27,217
$60,000
($20,550)
($4,201)
$35,249
$71,317
$35,249
$60,000
($20,550)
$8,275
$47,725
$85,467
$47,725
$60,000
($20,550)
$25,941
$65,391
$105,027
$65,391
$60,000
($20,550)
$34,105
$73,555
$107,877
$73,555
$60,000
($20,550)
$32,360
$71,810
$100,727
$71,810
$60,000
($20,550)
$28,554
$68,004
$95,128
$68,004
$60,000
($20,550)
$23,760
$63,210
$89,263
$63,210
Liabilities and Capital
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
Net Worth
Page 6

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March 2002

Copyright Palo Alto Software, Inc., 1995-2002

The undersigned reader acknowledges that the information provided by

Market Analysis Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Strategy and Implementation Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6