HighTech Auto Repair Business PLan

September 2001
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Table of Contents
1.0 Executive Summary.............................................................................................................................1
1.1 Mission........................................................................................................................................1
1.2 Keys to Success ........................................................................................................................2
1.3 Objectives ...................................................................................................................................2
2.0 Company Summary.............................................................................................................................2
2.1 Start-up Summary ......................................................................................................................3
3.0 Products and Services........................................................................................................................5
4.0 Market Analysis Summary..................................................................................................................5
4.1 Market Segmentation ................................................................................................................5
4.2 Service Business Analysis........................................................................................................6
4.2.1 Competition and Buying Patterns................................................................................6
5.0 Strategy and Implementation Summary ............................................................................................6
5.1 Competitive Edge ......................................................................................................................6
5.2 Marketing Strategy.....................................................................................................................7
5.3 Sales Forecast ...........................................................................................................................7
6.0 Management Summary ....................................................................................................................10
6.1 Personnel Plan.........................................................................................................................10
7.0 Financial Plan ....................................................................................................................................12
7.1 Projected Cash Flow ...............................................................................................................12
7.2 Break-even Analysis................................................................................................................14
7.3 Projected Profit and Loss .......................................................................................................16
7.4 Projected Balance Sheet ........................................................................................................19
7.5 Business Ratios .......................................................................................................................20
Page 1
HighTech Auto Repair

1.0 Executive Summary
HighTech is the desire of Ortega, Magala, Kyambadde, Wasiike and Banyikidde who
together have 5 years experience as auto mechanics. The five have a dream of starting
up their own company and offering better service to their clients than competitors.
1.1 Mission
HighTech Auto Repair's mission is to completely satisfy its clients through providing high
quality, convenient and comprehensive auto repair at fair cost. The most important
aspect of our business is trust.
Page 1

1.2 Keys to Success
Provide high quality services to meet our clients satisfaction.
Dedicated customer support and updating our clients as regards the progress of
their vehicle repair.
Skilled mechanics that are friendly, customer oriented, and will take the time to
explain to customer the intricate nature of our business and our work.
State-of-the-art tec hnology and a conducive working environment.
Managing the business by implementing, and consistently measuring and

adjusting the fundamentals of a Balanced Scorecard:
Financial Goals vs. Results
Internal Business Process Goals vs. Results
Employee Learning and Growth Goals vs. Results
Customer Satisfaction Goals vs. Results
1.3 Objectives
The objectives over the next three years for HighTech Auto Repair are the following:
To sales revenues increase steadily through year one.
To institute a program of superior customer service through rigorous evaluation
of service experience.
To solve the present working capital shortage allowing us to hire more mec hanics and
equipment.
2.0 Company Summary

The company will be a limited liability company registered in the city of Kampala,Uganda.
The firm will have facilities on Dewinton Road Plot No.567 neighbouring Centenary Park
across the road. The facilities will contain a four-bay garage, office space and storage space
for tools, spare parts,Washing bay,restaurant,parking space,dinning and changing rooms.
Page 2

2.1 Start-up Summary
The data obtained for the start-up comes from research done in the Kampala city with
other big mechanic shops who have started their own business. Inflation has been taken
into account between the estimates of these fellow business owners (and when they
started) and the current prices for expensed items.
Much of the equipment to go into the facilities such as tools, air compressors, etc., are
currently owned by the five partners.
Table: Start-up Funding

Start-up Funding
Start-up Expenses to Fund
Start-up Assets to Fund
Total Funding Required
Ug.Shs5,150,000
Ug.Shs31,650,000
Ug.Shs36,800,000
Assets
Non-cash Assets from Start-up
Ug.Shs26,500,000
Cash Requirements from Start-up

Additional Cash Raised
Cash Balance on Starting Date
Total Assets
Ug.Shs5,150,000
Ug.Shs0
Ug.Shs5,150,000
Ug.Shs31,650,000
Liabilities and Capital

Liabilities
Current Borrowing
Long-term Liabilities
Accounts Payable (Outstanding Bills)
Other Current Liabilities (interest-free)
Total Liabilities
Ug.Shs10,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs10,000,000
Capital
Planned Investment
Ortega Ian
Magala Bogia
Kyambadde Francisco
Ug.Shs5,360,000
Ug.Shs5,360,000
Ug.Shs5,360,000
Wasike Eria
Bannyikidde Ashirafu
Additional Investment Requirement
Total Planned Investment
Ug.Shs5,360,000
Ug.Shs5,360,000
Ug.Shs0
Ug.Shs26,800,000
Loss at Start-up (Start-up Expenses)
(Ug.Shs5,150,000)
Total Capital
Ug.Shs21,650,000
Total Capital and Liabilities
Ug.Shs31,650,000
Total Funding
Ug.Shs36,800,000
Page 3

Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal
Stationery etc.
Advertising
Phone
Rent
Ug.Shs1,500,000
Ug.Shs500,000
Ug.Shs600,000
Ug.Shs200,000
Ug.Shs400,000
Utilities
Computer
Other
Ug.Shs350,000
Ug.Shs1,000,000
Ug.Shs600,000
Total Start-up Expenses
Ug.Shs5,150,000
Start-up Assets
Cash Required
Start-up Inventory
Other Current Assets
Ug.Shs5,150,000
Ug.Shs3,000,000
Ug.Shs3,500,000
Long-term Assets
Total Assets
Ug.Shs20,000,000
Ug.Shs31,650,000
Total Requirements
Ug.Shs36,800,000
Page 4

3.0 Products and Services
HighTech Auto offers a wide range of services as outlined in the detailed sections below. It
is ultimately the goal of the company to offer a one-stop facility for all auto servicing needs,
including brakes, transmission, wheel alignment, etc. In this way the company can offer
greater perceived value for the customer than many other shops which specialize in
certain areas.
The industry is highly competitive with suppliers having a great deal of power in setting and
negotiating the prices of their products and services to repair shops. In addition, because
the customers see the service as undifferentiated and a "commodity" with little value
separation between competitors, buyer power is also very high. Finally, the barriers to
entry are moderately low, and the large number of competitors in this field, including
substitutes (such as do-it-yourself work) mean that the pricing for such services are very
competitive. The only way to have an advantage in this industry is a low cost leadership
principal applied aggressively or to create higher switching costs through the building of
strong business to customer ties.
Also the integration of other fac ilitating services and products like restaurants,waiting gardens
and a washing bay will put us at an advantage over our competitors.
HighTech Auto Repair will hire trained and certified mechanics who are able to prove they
have superior customer awareness and interaction. It is the company's professional
people who will fulfill the firm's contracts and goals. The largest part of the company's
expenses will be in labor costs.
4.0 Market Analysis Summary

Since HighTech will be able to service any vehicle on the road, including motorcycles and
campers, it does not make any sense to segment our market. Our potential customers
include every household/organisation in Kampala that owns one or more vehicles. The
industry does not have any seasonality that affects it.
4.1 Market Segmentation

The following table and chart show the market analysis for HighTech Auto Repair.
Table: Market Analysis

Market Analysis
2013
Potential Customers
Number of cars in Kampala
Other
Total
Growth
7%
2%
23.72%
2014
700,000
300
700,300
1,260,000
0
1,260,000
2015
1,350,000
0
1,350,000
2016
1,590,000
0
1,590,000
2017
1,641,000
0
1,641,000
CAGR
23.74%
-100.00%
23.72%
Page 5

4.2 Service Business Analysis
This section is covered in the Competitive Comparison section of the Plan.
4.2.1 Competition and Buying Patterns

While many customers looking to purchase automotive repair services are concerned with
price, the primary concern is with building a relationship of trust between themselves and
their service provider. A large number of people within the country have experienced or
heard of bad service encounters within this market. As a person's car is usually connected
in one way or another with that individual's livelihood, a dependable automobile is crucial.
Therefore, many clients are willing to pay a little more for a mechanic they feel does a
quality job and understands their needs.
An automotive repair company that can anticipate, meet, and even exceed customer's
needs can build a defensible position within the market place and acquire market share at
the expense of other rivals.
5.0 Strategy and Implementation Summary

The following section outlines the company's strategic focus in growing the business.
5.1 Competitive Edge

HighTech Auto's competitive edge lies in the vision of its partners, who understand better
than many of their rivals that a service visit does not just include repairing a client's car, it
includes the entire service experience from the first time a client talks to their mechanic
until they decide to stop driving. The long-term profitability of a service firm of this type lies
in the repeat customer that find HighTech's services an excellent experience, DESPITE the
fact that they usually have suffered a inconvenient breakdown. The company will seek to
examine ALL aspects of the service experience to seek ways to improve its customer
satisfaction. In addition, all employees will be rigorously trained and retrained to think
about customer satisfaction in order to create a self-sustaining company culture that
revolves around this issue.
Page 6

5.2 Marketing Strategy
The company has a modest program of marketing its services that include the following:
1.
2.
3.
4.
5.
6.
Flyers.
Direc t mailers
Discounts.
Newspaper adverts.
Yellow pages.
Referrals through other local businesses.
Each of these marketing approaches has the advantage of being low cost and creating
service awareness. The company's long-term marketing goals are to use local radio and
TV advertismment.
The company is also investigating the possibility of having a grand opening program that
would feature discounts, food, a local radio disc jockey, and other promotional ideas.
5.3 Sales Forecast

Since the automotive repair industry is, operationally, a job-shop environment, it is
somewhat difficult to estimate sales. For job-shops, each individual product or service is
tailored or unique to that job, and is only initiated once an order is made. However, the
sales forecast reflect the professional opinion of the owners in how much sales they will
make based on the following assumptions:
1.
2.
3.
4.
The number of clients owners can attract from their colleagues.

The effect of planned promotions and word-of-mouth marketing.
Current prices and costs of doing business.
The types of automobiles and jobs that will occur in every month.
For the most part, sales for an automobile repair firm are steady year round and reflect
little seasonality.
The table and charts below outline the sales forecast. Three years of annual sales and
costs of sales are shown. Twelve monthly tallies are included in the appendices.
Page 7
Page 8

Table: Sales Forecast
Sales Forecast
FY 2014
FY 2015
FY 2016
Sales
Routine maintenance
Small repair jobs
Large repair jobs
Total Sales
Ug.Shs106,921,425
Ug.Shs20,140,722
Ug.Shs255,000,000
Ug.Shs382,062,147
Ug.Shs79,800,000
Ug.Shs20,000,000
Ug.Shs100,000,000
Ug.Shs199,800,000
Ug.Shs85,000,000
Ug.Shs21,500,000
Ug.Shs120,000,000
Ug.Shs226,500,000
Direct Cost of Sales

Routine maintenance
FY 2014
Ug.Shs44,721,140
FY 2015
Ug.Shs25,000,000
FY 2016
Ug.Shs35,000,000
Ug.Shs7,096,025
Ug.Shs85,840,164
Ug.Shs137,657,329
Ug.Shs6,000,000
Ug.Shs30,000,000
Ug.Shs61,000,000
Ug.Shs15,000,000
Ug.Shs75,000,000
Ug.Shs125,000,000
Small repair jobs

Large repair jobs
Subtotal Direct Cost of Sales
Page 9

6.0 Management Summary
Magala Bogia began working as an apprentice mechanic in his father's shop in 1998. Since
that time, he has worked for a variety of automotive shops and dealerships and has
numerous certificates in automobile repair. During the past two years Mr. Ford has
attended Bellevue Community College where he received an Associates degree in business
administration in June of 2010. Currently, he is pursuing a bachelor's degree in Automotive
and Power Engineering at Kyambogo University.
Kyambadde Francisco attended Musa Body Technical Institute in Katwe where he received a
certificate in electronics repair in 2008. In 2009 Mr. Kyambadde went to work for Toyota
Uganda branch he worked on automotive electrical and electronic systems. Desiring to
expand his skills, Mr. Kyambadde received a mechanic's certificate in 2010 and since then
has become certified in various automotive fields. In anticipation of HighTech business
needs, Mr. Kyambadde is taking night classes at Uganda Managment Institute (UMI) in
marketing.
Ortega Ian probably the most learned and experienced in the team has all the tec hnical skills
up his sleeves. He has consulted for SpearMotors, worked part-time at Roofings Uganda
Limited. He boasts of a wide range of education advancements which include, a Higher Diploma in
Mechatronics engineering from MIT, he is currently pursuing a degree in mec hanical and
manufac turing engineering.
On the team is, Wasiike Eria and Banyikidde Ashiraf who together sc ooped awards in the
management fellowship that was organised. The two are students at Kyambogo univeristy
pursuing Automotive and Power Engineering. They used to own a company that they later sold
off to Nissan motors Uganda limited.
6.1 Personnel Plan

HighTech Auto Repair initial staffing will consist of Wasiike, Magala, Kyambadde, Ortega and
Banyikidde, plus Ortega's wife who will act as a part-time office manager. The company
will seek two entry level mechanics to be hired within a few months after the company is
operating. Accounting, bookkeeping, and marketing services will be outsourced. The
company's intermediate goal is to have four full time, fully trained mechanics at the
original facility, plus a full-time office manager. However, management has decided to
await future developments before determining the best time to bring on such personnel.
Page 10

Table: Personnel
Personnel Plan
Mr. Kyambadde Francisco
Mr. Wasike Erias
Mr. Magala Bogia
Mr. Ortega Ian
Mr. Bannyikide Ashirafu
3 Apprentice mechanic
Total People
Total Payroll
FY 2014
Ug.Shs4,257,610
Ug.Shs3,600,000
Ug.Shs3,804,752
Ug.Shs3,804,752
Ug.Shs3,600,000
Ug.Shs1,419,208
8
FY 2015
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs1,000,000
8
FY 2016
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs3,600,000
Ug.Shs1,000,000
8
Ug.Shs20,486,322
Ug.Shs19,000,000
Ug.Shs19,000,000
Page 11

7.0 Financial Plan
The following sections outline the financial plan for HighTech Auto Repair.
7.1 Projected Cash Flow

The following table and chart are the projected cash flow figures for HighTech.
Page 12

Table: Cash Flow
Pro Forma Cash Flow
FY 2014
FY 2015
FY 2016
Ug.
Shs343,855,932
Ug.
Shs20,679,126
Ug.Shs179,820,000
Ug.Shs203,850,000
Ug.Shs28,341,270
Ug.Shs21,425,138
Ug.
Shs364,535,058
Ug.Shs208,161,270
Ug.Shs225,275,138
Ug.Shs0
Ug.
Shs10,000,000
Ug.Shs6,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.
Shs10,000,000
Ug.
Shs10,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.
Shs23,446,393
Ug.
Shs423,981,452
Ug.Shs0
Ug.Shs0
Ug.Shs208,161,270
Ug.Shs225,275,138
FY 2014
FY 2015
FY 2016
Ug.
Shs20,486,322
Ug.
Shs178,254,513
Ug.
Shs198,740,835
Ug.Shs19,000,000
Ug.Shs19,000,000
Ug.Shs221,171,697
Ug.Shs227,506,466
Ug.Shs240,171,697
Ug.Shs246,506,466
Ug.Shs20,000,000
Ug.Shs22,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs15,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs13,000,000
Ug.Shs20,956,600
Ug.Shs296,128,297
Ug.Shs20,956,600
Ug.Shs302,463,066
(Ug.Shs87,967,027)
(Ug.Shs77,187,928)
Ug.Shs94,276,882
Ug.Shs17,088,955
Cash Received
Cash from Operations
Cash Sales
Cash from Receivables
Subtotal Cash from Operations
Additional Cash Received

Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
Subtotal Spent on Operations
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 Current Assets
Purchase Long-term Assets
Dividends
Subtotal Cash Spent
Net Cash Flow

Cash Balance
Ug.
Shs12,000,000
Ug.
Shs11,353,623
Ug.Shs0
(Ug.Shs3)
Ug.Shs0
Ug.
Shs17,152,869
Ug.Shs7,640,218
Ug.
Shs246,887,543
Ug.
Shs177,093,909
Ug.
Shs182,243,909
Page 13
7.2 Break-even Analysis

The company's Break-even Analysis is based on an average company's running costs
within this industry, including payroll, and its fixed costs for such things as rent, utilities,
etc.
Table: Break-even Analysis

Break-even Analysis
Monthly Revenue Break-even
Ug.Shs6,994,346
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost
36%
Ug.Shs4,474,277
Page 14
Page 15

7.3 Projected Profit and Loss
The following table and chart show the projected profit and loss for HighTech Auto Repair.
Page 16
Page 17

Table: Profit and Loss
Pro Forma Profit and Loss
Sales
Other Production Expenses
Total Cost of Sales
FY 2014
Ug.Shs382,062,147
Ug.Shs137,657,329
Ug.Shs3,090,000
Ug.Shs140,747,329
FY 2015
Ug.Shs199,800,000
Ug.Shs61,000,000
Ug.Shs270,000
Ug.Shs61,270,000
FY 2016
Ug.Shs226,500,000
Ug.Shs125,000,000
Ug.Shs320,000
Ug.Shs125,320,000
Gross Margin
Gross Margin %
Ug.Shs241,314,818
63.16%
Ug.Shs138,530,000
69.33%
Ug.Shs101,180,000
44.67%
Expenses
Payroll
Ug.Shs20,486,322
Ug.Shs19,000,000
Ug.Shs19,000,000
Sales and Marketing and Other Expenses

Depreciation
Leased Equipment
Ug.Shs14,500,000
Ug.Shs1,320,000
Ug.Shs2,880,000
Ug.Shs72,000,000
Ug.Shs2,000,000
Ug.Shs1,000,000
Ug.Shs72,000,000
Ug.Shs2,000,000
Ug.Shs1,000,000
Utilities
Insurance
Rent
Ug.Shs3,090,000
Ug.Shs0
Ug.Shs5,330,000
Ug.Shs5,000,000
Ug.Shs7,400,000
Ug.Shs2,400,000
Ug.Shs5,000,000
Ug.Shs7,400,000
Ug.Shs2,400,000
Payroll Taxes
Other
Ug.Shs3,600,000
Ug.Shs2,485,000
Ug.Shs3,600,000
Ug.Shs13,000,000
Ug.Shs3,600,000
Ug.Shs1,300,000
Ug.Shs53,691,322
Ug.Shs125,400,000
Ug.Shs113,700,000
Profit Before Interest and Taxes
Ug.Shs187,623,496
Ug.Shs13,130,000
(Ug.Shs12,520,000)
EBITDA
Interest Expense
Taxes Incurred
Ug.Shs188,943,496
Ug.Shs2,418,269
Ug.Shs55,561,568
Ug.Shs15,130,000
Ug.Shs1,864,638
Ug.Shs3,379,609
(Ug.Shs10,520,000)
Ug.Shs1,864,638
Ug.Shs0
Net Profit
Net Profit/Sales
Ug.Shs129,643,659
33.93%
Ug.Shs7,885,753
3.95%
(Ug.Shs14,384,638)
-6.35%
Total Operating Expenses
Page 18

7.4 Projected Balance Sheet
The following table shows the projected balance sheet.
Table: Balance Sheet

Pro Forma Balance Sheet
FY 2014
FY 2015
FY 2016
Current Assets
Cash
Accounts Receivable
Ug.Shs182,243,909
Ug.Shs17,527,089
Ug.Shs94,276,882
Ug.Shs9,165,819
Ug.Shs17,088,955
Ug.Shs10,390,680
Inventory
Total Current Assets
Ug.Shs30,573,856
(Ug.Shs6,500,000)
Ug.Shs223,844,854
Ug.Shs13,548,173
(Ug.Shs6,500,000)
Ug.Shs110,490,873
Ug.Shs27,762,649
(Ug.Shs6,500,000)
Ug.Shs48,742,283
Ug.Shs37,152,869
Ug.Shs52,152,869
Ug.Shs65,152,869
Ug.Shs1,320,000
Ug.Shs35,832,869
Ug.Shs259,677,723
Ug.Shs3,320,000
Ug.Shs48,832,869
Ug.Shs159,323,743
Ug.Shs5,320,000
Ug.Shs59,832,869
Ug.Shs108,575,153
FY 2014
FY 2015
FY 2016
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
Ug.Shs79,931,509
Ug.Shs8,646,377
(Ug.Shs6,000,000)
Ug.Shs82,577,886
Ug.Shs12,648,375
Ug.Shs8,646,377
(Ug.Shs26,000,000)
(Ug.Shs4,705,248)
Ug.Shs19,241,023
Ug.Shs8,646,377
(Ug.Shs48,000,000)
(Ug.Shs20,112,600)
Total Liabilities
Ug.Shs10,000,003
Ug.Shs92,577,889
Ug.Shs10,000,003
Ug.Shs5,294,755
Ug.Shs10,000,003
(Ug.Shs10,112,597)
Paid-in Capital
Retained Earnings
Earnings
Ug.Shs50,246,393
(Ug.Shs12,790,218)
Ug.Shs129,643,659
Ug.Shs50,246,393
Ug.Shs95,896,841
Ug.Shs7,885,753
Ug.Shs50,246,393
Ug.Shs82,825,994
(Ug.Shs14,384,638)
Total Capital
Total Liabilities and Capital
Ug.Shs167,099,834
Ug.Shs259,677,723
Ug.Shs154,028,988
Ug.Shs159,323,743
Ug.Shs118,687,750
Ug.Shs108,575,153
Net Worth
Ug.Shs167,099,834
Ug.Shs154,028,988
Ug.Shs118,687,750
Assets
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Page 19

7.5 Business Ratios
The Business ratios give an overall idea of how profitable and at what risk level HighTech
Auto repair will operate at. The ratio table gives both time series analysis and crosssectional analysis by including industry average ratios. As can be seen from the comparison
between industry standards and HighTech's own ratios, there is some differences. Most
of these are due to the fact that there is a very large variance in assets, liabilities, financing,
and net income between companies in this industry due to the vast differences in
company size.
Overall the company's projections show a company that faces the usual risks of
companies in this industry and one that will be profitable in the long-run. The company
shows that it has higher SG&A costs than other competitors, however management
has deliberately overstated costs and minimized profits in order to create a "safe" or
"buffer" zone in case of hard times or other unforeseeable problems. Pre-tax return on
net worth and pre-tax return on assets appears to be very high, especially within the first
two years, however this is due to the fact that the company will be operating with fewer
assets than most companies in the first few years until it can build up enough cash to
acquire the tools and facilities that are desired and go beyond the "adequate" level.
Page 20

Table: Ratios
Ratio Analysis
FY 2014
0.00%
FY 2015
-47.70%
FY 2016
13.36%
Industry Profile
4.53%
6.75%
11.77%
-2.50%
86.20%
13.80%
5.75%
8.50%
-4.08%
69.35%
30.65%
9.57%
25.57%
-5.99%
44.89%
55.11%
11.47%
6.20%
33.29%
50.96%
49.04%
100.00%
100.00%
100.00%
100.00%
Current Liabilities
31.80%
-2.95%
-18.52%
23.62%
Total Liabilities
Net Worth
3.85%
35.65%
64.35%
6.28%
3.32%
96.68%
9.21%
-9.31%
109.31%
33.40%
57.02%
42.98%
Sales Growth
Percent of Total Assets
Accounts Receivable
Inventory
Long-term Assets
Total Assets
Percent of Sales
Sales
100.00%
100.00%
100.00%
100.00%
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
63.16%
89.32%
1.34%
69.33%
84.89%
1.50%
44.67%
86.42%
1.39%
100.00%
76.57%
1.67%
49.11%
6.57%
-5.53%
0.87%
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
2.71
2.34
35.65%
110.84%
71.32%
-23.48
-20.60
3.32%
7.31%
7.07%
-2.42
-1.04
-9.31%
-12.12%
-13.25%
1.57
1.18
60.95%
6.21%
2.43%
Additional Ratios
Net Profit Margin
Return on Equity
FY 2014
33.93%
77.58%
FY 2015
3.95%
5.12%
FY 2016
-6.35%
-12.12%
n.a
n.a
2.18
48
10.36
3.23
2.18
244
2.77
12.17
2.18
158
6.05
12.17
n.a
n.a
n.a
n.a
Payment Days
Total Asset Turnover
27
1.47
110
1.25
25
2.09
n.a
n.a
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
0.55
0.89
0.03
-0.89
-0.09
0.00
n.a
n.a
Ug.
Ug.
Shs141,266,968 Shs115,196,121
Ug.
Shs68,854,883
n.a
Main Ratios
Activity Ratios
Accounts Receivable Turnover
Collection Days
Inventory Turnover
Accounts Payable Turnover
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
77.59
7.04
-6.71
n.a
0.68
32%
2.13
0.80
-3%
0.00
0.48
-19%
0.00
n.a
n.a
n.a
Page 21

Sales/Net Worth
Dividend Payout
2.29
0.06
1.30
2.66
1.91
0.00
n.a
n.a
Page 22
Appendix
Table: Sales Forecast
Sales Forecast
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Sales
Routine maintenance
4%
Ug.Shs5,000,000
Ug.
Shs5,500,000
Ug.
Ug.
Shs6,050,000 Shs6,655,000
Ug.
Shs7,320,500
Ug.
Shs8,052,550
Ug.Shs8,857,805
Ug.
Ug.
Ug.
Ug.
Ug.
Shs9,743,586 Shs10,717,94 Shs11,789,740 Shs12,968,714 Shs14,265,585
5
Small repair jobs
0%
Ug.Shs1,000,000
Ug.
Shs1,090,000
Ug.
Ug.
Shs1,188,100 Shs1,295,029
Ug.
Shs1,411,582
Ug.
Shs1,538,624
Ug.Shs1,677,100
Ug.
Ug.
Shs1,828,039 Shs1,992,563
Large repair jobs
0% Ug.Shs10,000,000
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs13,700,000
Ug.
Ug.
Ug.
Ug.
Ug.
0
0
Ug.Shs16,000,000
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs24,234,905
Ug.
Ug.
Ug.
Ug.
Ug.
0
9
5
8
Total Sales

Routine maintenance
Small repair jobs
Jun
Jul
Ug.Shs2,500,000
Ug.
Shs2,675,000
Ug.Shs500,000
Aug
Sep
Oct
Nov
Dec
Ug.
Ug.
Shs2,862,250 Shs3,062,608
Ug.
Shs3,276,991
Ug.
Shs3,506,380
Ug.Shs3,751,827
Ug. Ug.Shs562,755 Ug.Shs579,638

Shs546,364
Ug.Shs597,027
Ug. Ug.Shs530,450
Shs515,000
Ug.Shs6,500,000
Jan
Ug.
Shs2,171,894
Ug.
Shs2,367,364
Ug.
Shs2,580,427
Feb
Mar
Apr
May
Ug.
Ug.
Shs4,014,455 Shs4,295,467
Ug.
Shs4,596,150
Ug.
Shs4,917,880
Ug.
Shs5,262,132
Ug.
Shs614,938
Ug. Ug.Shs652,388 Ug.Shs671,960 Ug.Shs692,119

Shs633,386
Large repair jobs
Ug.Shs15,000,000
Ug.
Shs2,400,000
Ug.
Ug.
Shs3,500,000 Shs4,800,000
Ug.
Shs4,000,000
Ug.
Shs5,000,000
Ug.
Ug.
Shs6,500,000 Shs4,300,000
Ug.
Shs5,500,000
Ug.
Ug.
Shs6,500,000 Shs21,840,164
Subtotal Direct Cost of Sales
Ug.Shs18,000,000
Ug.
Shs5,590,000
Ug.
Ug.
Shs6,892,700 Shs8,408,972
Ug.
Shs7,839,746
Ug. Ug.Shs10,848,854
Ug.
Ug.
Ug.
Ug.
Ug.
Shs9,086,018
3
Page 1
Appendix
Table: Personnel
Personnel Plan
Jun
Jul
Aug
Jan
Feb
Mar
Apr
May
Mr. Kyambadde Francisco
0%
Ug.
Shs300,000
Ug.
Shs309,000
Ug.
Shs318,270
Ug.Shs327,818 Ug.Shs337,653 Ug.Shs347,783 Ug.Shs358,216 Ug.Shs368,962
Ug.
Shs380,031
Ug.
Shs391,432
Ug.
Shs403,175
Ug.
Shs415,270
Mr. Wasike Erias
0%
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Mr. Magala Bogia
0%
Ug.
Shs300,000
Ug.
Shs303,000
Shs306,030
Ug.
Shs324,857
Ug.
Shs328,106
Ug.
Shs331,387
Ug.
Shs334,701
Mr. Ortega Ian
0%
Ug.
Shs300,000
Ug.
Shs303,000
Ug.
Shs306,030
Ug.
Shs324,857
Ug.
Shs328,106
Ug.
Shs331,387
Ug.
Shs334,701
Mr. Bannyikide Ashirafu
0%
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
Ug.
Shs300,000
3 Apprentice mechanic
0%
Ug.
Shs100,000
Ug.
Shs103,000
Ug.
Shs106,090
Ug.
Shs126,678
Ug.
Shs130,478
Ug.
Shs134,392
Ug.
Shs138,424
Total People
Total Payroll
Sep
Oct
Nov
Dec
Ug.
Ug.
Ug. Ug.Shs1,655,271
Shs1,600,000 Shs1,618,000 Shs1,636,420
Ug.
Shs1,674,566
Ug.
Shs1,694,317
Ug.
Shs1,714,534
Ug.
Ug.
Ug.
Ug.
Ug.
Page 2
Appendix
Table: General Assumptions
General Assumptions
Jun
Plan Month
Jul
2
Aug
3
Sep
4
Oct
5
Nov
6
Dec
7
Jan
8
Feb
9
Mar
10
Apr
11
May
12
Current Interest Rate
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
Long-term Interest Rate
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
Tax Rate
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
Other
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Sales
Ug.
Ug. Ug.Shs20,338,100
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs16,000,00 Shs18,590,000
Shs18,950,029 Shs18,732,08 Shs22,591,174 Shs24,234,905 Shs20,571,625 Shs21,910,508 Shs23,961,634 Shs27,336,078 Shs148,846,012
0
2
Ug.
Shs18,000,00
0
Other Production Expenses
Ug. Ug.Shs6,892,700
Shs5,590,000
ug.shs Ug.Shs350,000
300,000
Ug.
Ug.
Shs8,408,972 Shs7,839,746
Ug.Shs320,000 Ug.Shs240,000
Ug.
Shs18,000,00
0
Gross Margin
(Ug.
Ug. Ug.Shs13,125,400
Ug.
Ug.
Ug.
Ug.
Shs2,000,000 Shs12,650,000
Shs10,301,057 Shs10,582,33 Shs13,185,156 Shs13,146,051
)
6
-12.50%
68.05%
64.54%
Ug.
Ug.
Shs8,648,972 Shs8,149,746
54.36%
Ug.
Ug.
Ug.
Ug.
Shs9,228,853 Shs10,748,538 Shs12,089,840 Shs27,794,415
Ug. Ug.Shs320,000 Ug.Shs240,000 Ug.Shs210,000 Ug.Shs270,000 Ug.Shs240,000 Ug.Shs240,000 Ug.Shs350,000

Shs310,000
Total Cost of Sales
Gross Margin %
Ug. Ug.Shs7,212,700
Shs5,940,000
Ug.
Ug.
Ug.
Shs9,086,018 Shs10,848,854 Shs11,129,393
Ug.
Ug.
Ug.
Shs9,406,018 Shs11,088,854 Shs11,339,393
Ug.
Ug.
Ug.
Ug.
Shs9,498,853 Shs10,988,538 Shs12,329,840 Shs28,144,415
Ug.
Ug.
Ug.
Ug.
Ug.
56.49%
58.36%
54.24%
44.88%
56.65%
54.14%
54.90%
81.09%
Expenses
Payroll
Ug.
Shs1,600,000
Ug. Ug.Shs1,636,420
Shs1,618,000
Ug.
Ug.
Shs1,655,271 Shs1,674,566
Ug.
Shs1,694,317
Ug.
Shs1,714,534
Ug.
Shs1,735,232
Ug.
Shs1,756,423
Ug.
Shs1,778,122
Ug.
Shs1,800,341
Ug.
Shs1,823,096
Sales and Marketing and

Other Expenses
Ug.
Shs3,000,000
Ug. Ug.Shs1,000,000
Shs1,000,000
Ug.
Ug.
Shs1,000,000 Shs2,000,000
Ug.
Shs1,000,000
Ug.
Shs1,000,000
Ug.
Shs1,000,000
Ug.
Shs1,000,000
Ug. Ug.Shs500,000
Shs1,000,000
Ug.
Shs1,000,000
Depreciation
Ug. Ug.Shs100,000
Shs150,000
Ug.Shs120,000 Ug.Shs140,000

Shs110,000
Leased Equipment
Ug. Ug.Shs200,000
Shs500,000
Ug.Shs240,000 Ug.Shs300,000

Shs240,000
Utilities
Ug. Ug.Shs300,000
Shs600,000
Ug.Shs250,000 Ug.Shs240,000

Shs230,000
Ug.Shs0
Ug.Shs0
Ug. Ug.Shs500,000
Shs1,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs600,000 Ug.Shs450,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Shs400,000
Ug. Ug.Shs300,000
Shs300,000
Ug. Ug.Shs120,000
Shs150,000
Ug.Shs300,000 Ug.Shs300,000

Shs300,000
Shs130,000
Insurance
Rent
Payroll Taxes
Other
Total Operating Expenses
15%
Ug.
Shs7,300,000
Ug.Shs130,000
Ug. Ug.Shs4,276,420
Shs4,138,000
Ug.
Shs1,050,000
Ug.
Ug.
Shs5,135,271 Shs5,084,566
Ug.
Shs3,969,317
Ug.
Shs3,994,534
Ug.
Shs4,015,232
Ug.
Shs4,036,423
Ug.
Shs4,058,122
Ug.
Shs3,580,341
Ug.
Shs4,103,096
Page 4
Appendix
(Ug.
Shs9,300,000
)
Ug. Ug.Shs8,848,980
Shs8,512,000
Ug.
Ug.
Shs5,165,786 Shs5,497,770
Ug.
Shs9,215,839
Ug.
Shs9,151,517
Ug.
Shs5,217,000
Ug.
Shs8,375,232
Ug.
Ug.
Ug.
Shs8,914,974 Shs11,425,897 Shs116,598,501
EBITDA
(Ug.
Shs9,150,000
)
Ug. Ug.Shs8,968,980
Shs8,612,000
Ug.
Ug.
Shs5,305,786 Shs5,607,770
Ug.
Shs9,315,839
Ug.
Shs9,251,517
Ug.
Shs5,317,000
Ug.
Shs8,475,232
Ug.
Ug.
Ug.
Shs9,014,974 Shs11,525,897 Shs116,698,501
Interest Expense
Taxes Incurred
Net Profit
Net Profit/Sales
Ug. Ug.Shs236,467
Shs243,333
Ug.Shs229,394 Ug.Shs222,109

Shs214,606
(Ug.
Shs2,863,000
)
Ug. Ug.Shs2,585,876
Shs2,482,660
Ug.
Ug.
Shs1,483,103 Shs1,584,949
Ug.
Shs2,702,689
Ug.
Shs2,685,780
Ug.
Shs1,507,885
Ug.
Shs2,457,888
Ug.
Shs2,622,420
Ug.
Ug.
Shs3,378,385 Shs34,932,934
(Ug.
Shs6,680,333
)
Ug. Ug.Shs6,033,710
Shs5,792,873
Ug.
Ug.
Shs3,460,574 Shs3,698,215
Ug.
Shs6,306,273
Ug.
Shs6,266,820
Ug.
Shs3,518,398
Ug.
Shs5,735,072
Ug.
Shs6,118,980
Ug.
Ug.
Shs7,882,898 Shs81,510,180
27.91%
25.86%
17.10%
26.17%
25.54%
-41.75%
31.16%
29.67%
18.26%
19.74%
28.84%
54.76%
Page 5
Appendix
Table: Cash Flow
Pro Forma Cash Flow
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Cash Received
Cash from Operations
Cash Sales
Ug.
Ug. Ug.Shs18,304,290
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs21,565,471
Shs14,400,000 Shs16,731,00
Shs17,055,02 Shs16,858,874 Shs20,332,05 Shs21,811,41 Shs18,514,46 Shs19,719,45
0
6
7
5
3
7
Cash from Receivables
Ug.Shs0 Ug.Shs53,333
Subtotal Cash from Operations
Ug.Shs1,608,633
Ug.
Shs1,864,827
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs24,602,470 Shs133,961,4
11
Ug.Shs2,061,625
Ug.
Ug.
Shs2,197,888 Shs2,407,412
Ug.
Ug. Ug.Shs19,912,923
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs23,627,096
Shs14,400,000 Shs16,784,33
3
3
3
6
9
7
Ug.
Ug.
Shs26,800,358 Shs136,368,8
22
Additional Cash Received

Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
0.00%
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.
Shs10,000,000
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.
Ug.
Shs1,619,672 Shs1,633,443
Ug.Shs1,732,459
Ug.
Shs1,564,262
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.Shs1,954,098
Ug.
Ug.
Shs2,863,115 Shs2,598,607
Ug.
Ug. Ug.Shs21,645,382
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs25,581,194
Shs46,019,672 Shs24,417,77
6
5
5
2
0
9
Ug.
Ug.
Shs29,663,473 Shs138,967,4
29
Ug.
Ug.
Shs5,000,000 Shs1,000,000
Ug.
Shs10,000,000
Ug.
Ug.
Shs5,000,000 Shs5,000,000
Ug.Shs0
Jun
Jul
Aug
Ug.
Ug.
Shs1,600,000 Shs1,618,000
Ug.
Ug.
Shs1,257,678 Shs36,655,62
6
Ug.Shs1,636,420
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs1,778,122
Shs1,655,271
Ug.Shs5,503,487
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs12,408,678
7
6
4
9
Apr
May
Ug.
Ug.
Shs1,800,341 Shs1,823,096
Ug.
Ug.
Shs17,682,588 Shs21,150,25
5
Page 6
Appendix
Subtotal Spent on Operations
Ug.
Ug.
Shs2,857,678 Shs38,273,62
6
Ug.Shs7,139,907
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs14,186,800
4
0
6
2
Ug.
Ug.
Shs1,000,000 Shs1,000,000
Ug.Shs1,000,000
Ug.
Shs1,000,000
Ug.
Ug.
Shs19,482,929 Shs22,973,35
1
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current
Borrowing
Other Liabilities Principal Repayment
Ug.Shs800,000
Ug.
Shs824,000
Ug.Shs848,720
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs900,407
Shs874,182
Ug.
Shs927,419
Ug.
Shs955,242
Ug.
Ug.
Shs983,899 Shs1,013,416
Ug.Shs1,000,000
Ug.
Ug.
Shs1,000,000 Shs1,000,000
Ug.Shs1,043,818
Ug.
Ug.
Shs1,075,133 Shs1,107,387
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Long-term Liabilities Principal

Repayment
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
(Ug.Shs0)
Purchase Other Current Assets
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.Shs0
Ug.
Ug.
Shs1,772,541 Shs1,721,312
Ug.Shs1,493,033
Ug.
Shs1,465,164
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.Shs1,178,279
Purchase Long-term Assets

Dividends
Subtotal Cash Spent
Ug.Shs480,000
Ug.
Shs504,000
Ug.Shs529,200
Ug. Ug.Shs583,443
Shs555,660
Ug.
Shs612,615
Ug.
Shs643,246
Ug.
Shs675,408
Ug.
Shs709,178
Ug.
Ug.
Shs1,229,508 Shs1,868,852
Ug.Shs744,637 Ug.Shs781,869
Ug.
Ug. Ug.Shs11,010,860
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs18,153,534
Shs6,910,219 Shs42,322,93
8
5
7
5
0
0
Ug.
Shs820,962
Ug.
Ug.
Shs23,569,439 Shs27,770,55
2
Net Cash Flow
Ug.
(Ug. Ug.Shs10,634,523
Ug. (Ug.Shs85,120)
Ug.
Ug.
(Ug.
Ug.
Shs39,109,454 Shs17,905,16
Shs8,699,161
Shs5,564,738 Shs4,138,937 Shs1,078,680 Shs3,297,489
2)
)
Ug.Shs7,427,661
Ug.
Ug.
Shs6,094,033 Shs111,196,8
77
Cash Balance
Ug.
Ug. Ug.Shs36,988,814
Ug.
Ug.
Ug.
Ug.
Ug.
Ug. Ug.Shs64,952,999
Shs44,259,454 Shs26,354,29
2
5
3
9
0
8
Ug.
Ug.
Shs71,047,032 Shs182,243,9
09
Page 7
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet
Jun
Assets
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Starting
Balances
Current Assets
Cash
Accounts Receivable
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs5,150,000 Shs44,259,454 Shs26,354,29 Shs36,988,81 Shs45,687,975 Shs45,602,855 Shs51,167,593 Shs55,306,52 Shs54,227,85 Shs57,525,338 Shs64,952,99 Shs71,047,032 Shs182,243,909
2
4
9
0
9
Ug.
Ug.
Ug.
Shs1,600,000 Shs3,405,667 Shs3,830,843
Ug.
Shs3,861,019
Ug.
Shs3,705,044
Ug.
Ug.
Ug.
Shs4,069,885 Shs4,607,304 Shs4,399,870
Inventory
Ug.
Ug.
Ug.
Ug.
Shs3,000,000 Shs19,800,000 Shs14,210,00 Shs7,581,970
0
Ug.
Shs9,249,869
Ug.
Shs8,623,721
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs9,994,620 Shs11,933,73 Shs12,242,33 Shs10,151,738 Shs11,823,39 Shs13,298,824 Shs30,573,856
9
2
2
Ug.
Shs3,500,000
(Ug.
Shs6,500,000)
(Ug.
Shs6,500,000)
Ug.Shs0
(Ug.
(Ug.
(Ug.
Shs1,500,000) Shs6,500,000 Shs6,500,000
)
)
(Ug.
(Ug.
(Ug.
Shs6,500,000) Shs6,500,000 Shs6,500,000
)
)
Ug.
Ug.
Shs4,179,641 Shs4,514,179
(Ug.
(Ug.
Shs6,500,000) Shs6,500,000
)
Ug.
Ug.
Shs5,049,899 Shs17,527,089
(Ug.
Shs6,500,000)
(Ug.
Shs6,500,000)
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
8
8
3
2
0
Long-term Assets
Long-term Assets
Accumulated Depreciation
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
3
6
9
6
8
Ug.Shs0 Ug.Shs150,000
Ug.
Shs250,000
Ug. Ug.Shs510,000 Ug.Shs620,000 Ug.Shs720,000

Shs370,000
Ug.
Shs820,000
Ug.
Shs920,000
Ug.
Ug.
Shs1,020,000 Shs1,120,000
Ug.
Shs1,220,000
Ug.
Shs1,320,000
Total Long-term Assets
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
3
6
9
6
8
Total Assets
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
1
3
2
8
78
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Current Liabilities
Accounts Payable
Ug.Shs0
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs36,472,656 Shs5,306,156 Shs5,722,608 Shs14,850,014 Shs12,202,381 Shs15,332,767 Shs17,489,58 Shs15,009,03 Shs11,820,805 Shs17,048,31 Shs18,393,996 Shs79,931,509
2
5
3
Page 8
Appendix
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs10,000,000 Shs19,200,000 Shs18,376,00 Shs17,527,28 Shs16,653,098 Shs15,752,691 Shs14,825,272 Shs13,870,03 Shs12,886,13 Shs11,872,715 Shs10,828,89
0
0
0
1
7
Ug.Shs0
Ug.
Ug.
Ug.
Shs4,000,000 Shs4,000,000 Shs3,000,000
Ug.
Shs2,000,000
Ug.
Shs1,000,000
Ug.Shs0
(Ug.
(Ug.
Shs1,000,000 Shs2,000,000
)
)
(Ug.
(Ug.
Shs3,000,000) Shs4,000,000
)
Ug.
Shs9,753,764
Ug.
Shs8,646,377
(Ug.
Shs5,000,000)
(Ug.
Shs6,000,000)
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
6
8
2
6
0
Ug.Shs0
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs10,000,000 Shs10,000,00 Shs10,000,00 Shs10,000,001 Shs10,000,001 Shs10,000,001 Shs10,000,00 Shs10,000,00 Shs10,000,002 Shs10,000,00 Shs10,000,003 Shs10,000,003
0
1
2
2
2
Total Liabilities
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
6
9
3
8
2
Paid-in Capital
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
5
4
1
2
2
Retained Earnings
(Ug.
Shs5,150,000)
(Ug.
(Ug.
(Ug.
Shs5,630,000) Shs6,134,000 Shs6,663,200
)
)
(Ug.
Shs7,218,860)
Ug.Shs0
(Ug.
(Ug.
Ug.
Shs6,680,333) Shs887,460) Shs5,146,250
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Shs8,606,824 Shs12,305,039 Shs18,611,312 Shs24,878,13 Shs28,396,53 Shs34,131,601 Shs40,250,58 Shs48,133,479 Shs129,643,659
2
0
1
Earnings
(Ug.
Shs7,802,303)
(Ug.
(Ug.
(Ug.
(Ug.
(Ug.
(Ug.
(Ug.
Shs8,414,918) Shs9,058,164 Shs9,733,572 Shs10,442,750) Shs11,187,38 Shs11,969,256) Shs12,790,218)
)
)
7)
Total Capital
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
5
4
9
9
6
Total Liabilities and Capital
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
1
3
2
8
78
Net Worth
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
Ug.
5
4
9
9
6
Page 9

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HighTech Auto Repair Business PLan

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September 2001

Copyright Palo Alto Software, Inc., 1995-2007 All rights reserved.

HighTech Auto Repair

HighTech Auto Repair

Managing the business by implementing, and consistently measuring and

2.0 Company Summary

HighTech Auto Repair

Table: Start-up Funding

Cash Requirements from Start-up

Liabilities and Capital

Loss at Start-up (Start-up Expenses)

Total Capital and Liabilities

HighTech Auto Repair

Total Start-up Expenses

HighTech Auto Repair

4.0 Market Analysis Summary

4.1 Market Segmentation

Table: Market Analysis

HighTech Auto Repair

4.2.1 Competition and Buying Patterns

5.0 Strategy and Implementation Summary

5.1 Competitive Edge

HighTech Auto Repair

5.3 Sales Forecast

The number of clients owners can attract from their colleagues.

HighTech Auto Repair

HighTech Auto Repair

Direct Cost of Sales

Small repair jobs

HighTech Auto Repair

6.1 Personnel Plan

HighTech Auto Repair

HighTech Auto Repair

7.1 Projected Cash Flow

HighTech Auto Repair

Additional Cash Received

Additional Cash Spent

Net Cash Flow

HighTech Auto Repair

7.2 Break-even Analysis

Table: Break-even Analysis

HighTech Auto Repair

HighTech Auto Repair

HighTech Auto Repair

HighTech Auto Repair

Sales and Marketing and Other Expenses

Profit Before Interest and Taxes

Total Operating Expenses

HighTech Auto Repair

Table: Balance Sheet

HighTech Auto Repair

HighTech Auto Repair

Profit Before Interest and Taxes

HighTech Auto Repair

Small repair jobs

Large repair jobs

Direct Cost of Sales

Ug. Ug.Shs562,755 Ug.Shs579,638

Ug. Ug.Shs652,388 Ug.Shs671,960 Ug.Shs692,119

Large repair jobs

Subtotal Direct Cost of Sales

Mr. Kyambadde Francisco

Ug.Shs327,818 Ug.Shs337,653 Ug.Shs347,783 Ug.Shs358,216 Ug.Shs368,962

Mr. Wasike Erias