Financial Holding Company Business Plan

Plan Outline:

 Executive Summary

 Company Summary

 Products and Services

 Market Analysis Summary

 Strategy and Implementation Summary

 Management Summary

 Financial Plan

 Appendix

 Download Sample Plan

 Start your plan

Start my business plan

Start your own financial holding company business plan

Domino Comptech Holdings

Executive Summary

Domino Comptech Holdings (DCH) was formed as a diversified financial holding company. The
purpose of the company is to facilitate the acquisition of existing companies and provide
additional capital to continue and increase the volume and the profitability of the acquired
companies.

The overall business model created by establishing and funding this holding company effectively
creates a complete business solution platform of unlimited marketing opportunities. This
platform combines certain natural relationship marketing synergies and enables the combined
companies to provide a wide variety of complete technology solutions at cost savings to the
client.

Acquire an Internet Service Provider:

Domino Comptech acquired 100% of ZumoNet, an Internet Service Provider (ISP) company
from Lynx Caracal last year in exchange for 1,500,000 shares of common stock of DCH. The
company intends to enter into a marketing plan to expand ZumoNet’s customer base and drive
additional recurring revenue. ZumoNet presently yields a revenue stream of approximately
$20,000 annually and requires a record keeping and billing expense of approximately $3,600
annually. Expanding the marketing base of the company will yield increased profits
proportionately as the revenue stream increases and the expense factor is held at minimal
levels through consolidation of the record keeping merging into the overall operations of the
holding company.

Acquire a Technology company which is a White Box computer manufacturer and also
provides networking services and support:

Domino Comptech has entered into an agreement to acquire 100% of the common stock of
Kettle-Moraine Computers, Incorporated (KMCI) from its founder Lynx Caracal in exchange for
20,000,000 shares of common stock of DCH and a loan of $5,000,000 bearing interest at the
applicable federal rate for the first year and adjusted to the prime rate plus 1% with a minimum
of 9% thereafter. The prime rate shall be as published in USA Today. This agreement allows
Domino Comptech to immediately acquire and control 100% of KMCI including the revenue
stream generated by daily operations. Mr. Caracal will receive guaranteed payments of at least
$16,000 per month with the remaining interest payments due at December 31 each year until the
stock loan is paid in full from proceeds raised from the first $16,000,000 in stock sales in this
business plan. Mr. Caracal agreed to extend the loan period to five years from the signature date
of the agreement to allow DCH five years to achieve its goals of capitalization and repayment of
the loan. All the stock of KMCI will be held as collateral on this loan in the event of default.

KMCI provides technology hardware and servicing to its customer base, primarily in Gulfstate
and Plainsstate. The business model of KMCI is directed toward becoming a Midwestern (and
then national) full service Technology provider. The company has developed remarkable
marketing inroads into state government procurement contracts and is presently moving into the
Federal Government arena to facilitate expanded marketing opportunities of its manufactured
computer products and servicing capabilities. Recently the company implemented a marketing
strategy through it’s S.E.A.T. management program. Client’s will have the opportunity to
purchase all their technology required hardware, software packages, and needed service
protection all for one monthly fee. This concept of purchasing technology will allow the client to
have access to the latest available equivalent while utilizing cost saving software packages that
are tailored for that client’s data system needs.

Acquire a Software company which has a first class management software program:

DCH has identified a software company which developed and markets a strategic software
program designed to help businesses better manage and increase profitability. Initial discussions
with management of the company indicate the company can be purchased for approximately
$87,000,000. The software company produces an EBITD of approximately $1,000,000 annually,
has total assets of approximately $8,000,000 and equity of approximately $4,300,000.

The combination of the software company, ZumoNet and KMCI will capitalize on a marketing
synergy brought about by the ability to cross market hardware and software products to the
present client base of the companies and provide a total solution to address technology and
management needs of business. It is anticipated the elimination of duplication between the
companies will generate savings of approximately $500,000 annually.

Acquire a Technology Services company which specializes in data storage, telephony and
security:

KMCI presently offers a variety of service, wiring, and network solutions. However, as
technology is rapidly evolving there is a need to expand into data storage, telephony, and
security issues. Government, banks, insurance companies and many other industries need these
additional services as they worry about storage and security issues for large amounts of data.
There is a need to develop a tailored secure system to protect each of their data systems from
fraud, terrorism and/or natural disaster on a client-by-client basis.
Lynx Caracal, president of Domino Comptech Holdings has identified service providers which
specialize in these additional services and begun acquisition discussions with one such
company. This acquisition would further leverage the existing total solutions provided by
the concatenation of a software company, KMCI, and ZumoNet. The end result would be a
marketing force which could provide any entity with a total technology, management, and
security solution. This synergy does not generally exist in the marketplace today. The capability
of large corporate clients to afford and purchase these packages provides stability of income
desired for DCH and insures the company of income diversification which will carry the
company through uncontrollable downturn in the economy.

To accomplish this strategy, DCH has already completed first round funding of one million
dollars ($1,000,000), and the board of directors is currently considering extending Phase II
funding in the form of a Regulation 506 D private placement offering in the amount of 22
million dollars.

1.1 Objectives

1. Acquire a Technology company which is a White Box computer manufacturer, and

which also provides networking services and support.
2. Acquire a Software company which has a first class management software program.
3. Acquire a Technology Services company which specializes in data storage, telephony,
and security.

1.2 Mission

Domino Comptech Holdings is a holding company. The purpose of the company is to facilitate
the acquisition of existing companies and provide additional capital to increase the volume and
the profitability of the acquired companies. This holding company creates a complete business
solution platform of unlimited marketing opportunities. This platform combines certain
marketing synergies and enables the combined companies to provide a wide variety of complete
technology solutions at cost savings to the client.

1.3 About This Plan

Form Follows Function

This is the business plan for the holding company, Domino Comptech Holdings. However, for
some key points we show the numbers that DCH expects from the KMCI division, its main
revenue-generator. Specifically:

 The Sales Forecast table indicates the actual and projected sales that DCH expects from
the KMCI division.
 The Personnel Plan table shows only the principals in the holding company. Other
personnel costs, for the divisions, appear as a summary item only, in the projected Profit
and Loss.
  The Profit and Loss table includes only very summarized projections of the divisions, and
only the sales and costs of sales of the main (KMCI) division.
 The Cash Flow table presents a summarized and consolidated general cash flow that
includes the assumed cash flow of the divisions, in aggregate and summary form.
 Many discussions focus on the holding company operations only. For example, the
personnel plan discussion text presents the holding company only. Detailed personnel of
the separate divisions are not included in this plan.

1.4 Keys to Success

The keys to success in this business are:

 Maintain and increase product quality by keeping the total product failure rate of Kettle-
Moraine Computers, Inc., at or below the current level of five percent.
 Successfully market the S.E.A.T. management program.
 Successfully acquire an existing software company with positive cash flow, existing
assets (building, land, and equipment), of at least three million dollars, and with an
existing top notch management team.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Company Summary

Domino Comptech Holdings, (DCH) was formed under the laws of the State of Gulfstate, as a
diversified financial holding company. The purpose of Domino Comptech Holdings is to
facilitate the acquisition of existing companies and provide additional capital to increase the
volume and the profitability of the acquired companies.

2.1 Company History

Domino Comptech Holdings, a financial holding company, was incorporated as a Gulfstate

corporation in 2002. DCH has purchased existing companies that are revenue producing and
have a history of strong revenue production, existing buildings, equipment, vehicles, employees
and a minimum of 10 years of profitable business.

Kettle-Moraine Computers, Inc.

Last year, DCH purchased Kettle-Moraine Computers, Inc., (KMCI) a Gulfstate corporation that
was started in 1990 by Lynx Caracal. Under his direction, the company has developed into a full-
service provider of computer hardware and services. Aside from assembling and selling a
trademarked brand of PCs, servers and laptops, KMCI is an authorized reseller or service
provider for numerous leaders in the IT industry, such as Compaq, Dell, Gateway, Okidata,
Enterasys, World Wide Technology, Structure Wise, Lexmark, Hewlett-Packard, Novell,
Panasonic, Cisco, IBM and Nortel Networks.

In order to provide a full range of quality services, KMCI employs skilled and certified
professionals that hold certifications including A+, Microsoft Certified Professional (MCP),
ASE, Microsoft Certified System Engineer (MCSE), Novell CNA and CNE, ACT Compaq,
Cisco, CCNA, IBM, Lexmark, Hewlett-Packard, Network + and Networking Essentials. These
professionals have successfully fulfilled statewide hardware and maintenance contracts. As a part
of those contracts they currently provide on-site service for computers in every county in the
state of Gulfstate. In addition, they have contracts in parts of other states, such as Plainsstate and
Hillystate.

ZumoNet

Also in Q4 last year, Domino Comptech purchased ZumoNet, an Internet Service Provider (ISP).
ZumoNet was wholly owned by Lynx Caracal, and was merged via a stock swap. DCH received
100% of the shares, both issued and unissued, of the ISP, in exchange for 1,500,000 shares of
DCH common stock. In addition to the customer base of the ISP, DCH receives an annual
revenue stream of $20,000 annually. The total expenses of the ISP is only $3,600 showing a total
annual profit of $16,400. ZumoNet service fees are small in comparison to AOL, Sprint, and
Bell; however, ZumoNet only offers a 56K dial-up connection for a monthly fee of twenty
dollars for unlimited access. The price for the service is on a sliding scale based on the type of
billing; for example, Bi-Annual unlimited access is one hundred dollars, and if the customer pays
annually the fee drops to a total of one hundred dollars. In addition, there is a one time sign-up
fee of five dollars. DCH is currently investigating the most cost effective way to increase the
ISP’s service to include DSL, T-1, and T-4; however, with the announcement of Sprint shutting
down its ISP service, we are carefully looking at the ISP business model to make sure that the
new services we offer are competitive and profitable. For this reason, we do not expect to
increase our service offering within the next year.

Past Performance

Our past performance indicates the overall decline that effected the technology sector over the
past three years. In the beginning of Year 1, we have seen a significant up-turn in the number of
orders placed through our sales department. The management believes that this increase is
directly related to:

1. Companies and other entities, especially the state of Gulfstate, which previously had their
budgets frozen, are now purchasing new hardware and software.
2. The Governor of the state of Gulfstate has signed an executive order to enforce a
Gulfstate state law making it mandatory that all state offices purchase equipment and
services from companies which are based in Gulfstate. DCH maintains its corporate
headquarters and plant facilities in Central City, the capital of Gulfstate.
3. The implementation of the S.E.A.T.* Management program for all business, and
educational institutions.
4. The expansion of the S.E.A.T. Management program into the surrounding states.

*S.E.A.T. (Shrinking Expenses Advancing Technology) Management is a combined

product/service offering whereby institutions can contract with us to outsource their full IT needs
(hardware, software, service, tech support, and product replacement) on a three year renewable
contract. This is discussed fully under Products and Services, below.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Past Performance
FY
FY 2001 FY 2002
2003
$10,392, $8,090,2 $2,557,
Sales
811 75 055
Gross $4,019,8 $2,814,1 $977,3
Margin 73 45 87
Gross
Margin 38.68% 34.78% 38.22%
%
Operatin
g $3,975,8 $3,622,5 $1,288,
Expense 28 06 385
s
Collectio
n Period 33 41 102
(days)
Inventor
y 8.76 8.19 3.01
Turnover
Current
Assets
Cash $24,045 $13,239 $7,709
Account
s $940,05 $857,61 $572,1
Receivab 9 0 09
le
Inventor $727,20 $561,14 $487,5
y 7 3 87
Other
$385,91 $190,73 $193,4
Current
5 1 29
Assets
Total
$2,077,2 $1,622,7 $1,260,
Current
26 23 834
Assets
Long-
term
Assets
Long-
$1,396,9 $1,464,0 $1,479,
term
82 32 498
Assets
Accumul
ated $952,72 $1,087,0 $166,0
Deprecia 8 47 02
tion
Total
Long- $444,25 $376,98 $1,313,
term 4 5 496
Assets
Total $2,521,4 $1,999,7 $2,574,
Assets 80 08 330
Current
Liabilitie
s
Account
$663,74 $509,66 $166,0
s
0 5 02
Payable
Current
$370,1
Borrowi $0 $0
26
ng
Other
Current
Liabilitie $246,21 $637,87 $335,4
s 0 3 62
(interest
free)
Total $909,95 $1,147,5 $871,5
Current
Liabilitie
0 38 90
s
Long-
term $2,221,8 $2,091,9 $1,973,
Liabilitie 69 38 421
s
Total
$3,131,8 $3,239,4 $2,845,
Liabilitie
19 76 011
s
Paid-in $676,19 $676,19 $676,1
Capital 3 3 93
Retained ($1,286, ($1,915, ($946,8
Earnings 532) 961) 74)
Earnings $0 $0 $0
Total ($610,33 ($1,239, ($270,6
Capital 9) 768) 81)
Total
Capital
$2,521,4 $1,999,7 $2,574,
and
80 08 330
Liabiliti
es
Other
Inputs
Payment
38 35 38
Days
Sales on $10,392, $8,090,2 $2,557,
Credit 811 75 055
Receivab
les 11.06 9.43 4.47
Turnover
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.
Create your own business plan

2.2 Company Ownership

The company is a privately-held C corporation owned in majority by its founders, officers, and
directors. There are thirteen shareholders with a total of 33,258,080 common shares. There
are four major shareholders:

Lynx Caracal 19,733,040 shares

Kit Puma 9,000,000 shares
Neve Palenque 1,500,000 shares
Minerva Astarte 1,204,800 shares
2.3 Company Locations and Facilities

DCH is currently located in Central City, Gulfstate, and housed within the corporate
administrative offices of Kettle-Moraine Computers. While we are in the same location as
KMCI, we do maintain totally separate offices, with our own entrance and individual offices for
Kit Puma and Tulum Margay, and we share a conference room with KMCI.

KMCI currently leases approximately 1,338 square feet of office space, divided into three
separate locations within the same property. The KMCI retail space is located at street level, with
good signage, directly across from the Capital Mall (a shopping mall with anchor tenants of JC
Penny, Sears, and Dillards). In addition, immediately across the street are a large bank and a
supermarket. From these three locations, the Kettle-Moraine Computers retail center is clearly
visible. The KMCI retail center isn’t completely dependent on foot traffic for their sales, since
KMCI does have a sales force.

The balance of the KMCI leased space is in two second-story office spaces. The administrative
office, sales office, conference room, and the two offices used by Domino Comptech Holdings
are located upstairs in suites on the third floor. KMCI also rents a third floor suite, which is Lynx
Caracal’s private office.

KMCI also owns a 100,000 square foot building that houses the computer production facility
with plenty of additional land for future explanation.
Products and Services

DCH provides the management, marketing, and financial expertise to assist those companies that
we acquire in continuing to maintain a strong and steady growth pattern.

Kettle-Moraine is especially focused on providing network systems and services to small,

medium, and large businesses. The systems include both PC-based LAN systems and
minicomputer server-based systems. Our services include design and installation of network
systems, servers, and printers in addition to full training, and support. KMCI’s production
department assembles the branded lines of servers, workstations, and laptops where each phase
of the production process is governed by an ISO 9001:2000 Quality Management System. This
certification is also registered through British Standards Institution, Inc.

3.1 Product and Service Description

The hardware provided to KMCI’s customers includes servers, workstations, laptops, and
network hardware. KMCI’s production department assembles the branded lines of servers,
workstations, and laptops where each phase of the production process is governed by an ISO
9001:2000 Quality Management System. This certification is registered through British
Standards Institution, Inc. KMCI is also a charter member of the North American System
Builders Association (NASBA). Lynx Caracal, President and CEO of KMCI, currently serves on
NASBA’s Board of Directors.

KMCI was the second company in North America to be ISO 9001:2000 certified to the newest
standard by the British Standards Institute, the largest of six ISO auditors worldwide.
Certification to ISO Standards for procedures and policies ensures KMCI products and services
will be of consistently high quality, offering higher levels of assurance to KMCI customers. This
certification allows KMCI the unique ability to compete for state, federal and international
contracts as more companies require ISO certification in bid proposals.

KMCI’s trained engineers provide a full range of services. They are matched with the company’s
experience in Local Area Networks (LAN), Wide Area Networks (WAN), and both single and
multiple server installations. Network engineers hold certifications including Novell, Microsoft,
Sun Microsystems, Cisco, Unix and Citrix.

KMCI provides on-site and remote services through trained professionals for the company’s
branded product lines, as well as for IBM, Compaq, Lexmark, Hewlett-Packard, Dell, Gateway
and others. The infrastructure services offered by KMCI include data network wiring, telephone
cabling, CATV wiring, fiber optic cable, and wireless connection.

3.2 Competitive Comparison

Domino Comptech Holdings doesn’t compete with any other companies in or around Central
City, the State of Gulfstate, or in the neighboring states; however, KMCI is in direct competition
with several companies.

KMCI competes with IBM, Gateway, Dell, and Compaq and all original equipment
manufacturers (OEMs). Recently Compaq, as well as many other OEM’s, announced they will
focus more on computer services rather than hardware sales. KMCI has already capitalized on
this strategy and will continue to place an emphasis on the company’s services, which have a
proven higher margin than product assembly.

KMCIs greatest advantages over its competition are:

 We sell, build, test, and ship directly from our own facilities.
  We maintain a 5% or less failure rate.
 We have designed and Implemented Shrinking Expenses Advancing Technology
(S.E.A.T.) Management

The S.E.A.T. Management program allows companies, institutions, schools, colleges,

universities, and state government offices to purchase the technology (hardware, servers,
printers, software, networks, on-site service, and help desk) as a line item expense (over a three
year contract). When the contract terminates we remove the old technology, and replace it with
brand new technology. The result is a guaranteed new sale every three years. Full disclosure and
sales information are contained in the marketing section of the business plan.

3.3 Sales Literature

DCH is a holding company and as such doesn’t use sales literature; however, the companies that
we own do. Samples of those pieces are attached.

3.4 Future Products and Services

Benefits of Acquiring a Software Company

Domino Comptech Holdings is aware of several companies which provide integrated business
software solutions. These software programs generally provide fundamental business process
management as well as expanded functions for multi-location product distribution, inventory
management, customer service contract management, field service operations, help desk and
sales force automation.

This type of system is designed to improve business operational performance and provide
knowledge in order to achieve profitable growth. Generally these companies have a strategic
focus on one industry, which makes their company dominant in their market. These companies
have a proven track record of a long-term loyal customer base, positive cash flow, internally-
generated capital and a very positive bottom line.

DCH proposes to acquire a software company such as this and use KMCI’s relationships and
positions in the computer industry to enable the software company access to a vast new market
of computer dealers. In addition, DCH will introduce the concept of S.E.A.T. Management to the
new and existing software customers. This will allow them to forego the major up-front capital
investment needed to update hardware and change software. In place of the traditional up-front
cash outlay, the business will pay a license fee per month for each terminal, which will include
all hardware, network and software services.

There is a large potential market of small dealers who have, in the past, been unable to afford the
up-front capital expenditure required to purchase the product. By providing them a total solution
which includes application software, hardware, and services, the newly merged company will
drive sales and profits to a previously unreachable customer base.
The first step in conducting the merger will be to consolidate back room services. Upon
completion of this consolidation, other departments will undergo integration based on further
analysis. An effective integration of the companies is anticipated for completion within one year.
The merger will result in the following outcomes:

 Creation of a business culture focused on fast growth.

 Completion of the graphic user-interfacing project within six months. Movement of the
product to a SQL database platform.
 Launch of the product into several other verticals (computer dealers and the medical
industry being the first targets).
 Provision of true business consultation.
 Acquisition of additional technical employees by relocating Programming and
Development to a major metropolitan area (if deemed necessary).
 Increase deployment by delivering the software application via the ASP model* (defined
below) for low-end users and customers that want to outsource their entire IT services.

*Definition of ASP: Application System Providers enable the use of business applications
through the Internet and other low-cost communications vehicles. ASPs offer organizations low
overhead combined with cost-effective and timely use of strategic business solutions. Using
browsers or other thin client types of access, these customers — primarily small or mid-tier
organizations — subscribe to the ASP’s applications. These applications include supply chain
integration, distribution and human resource management. Using the ASP model, the customer is
not required to purchase the hardware, operating systems, databases, licenses, IT staff, and
ongoing overhead associated with buying or building an application. A subscription application
offers end-user organizations an option more affordable and efficient than buying and
maintaining a private network.

Benefits of Acquisitions of Storage, Telephony and Security company

The evolution of technology and services, combined with recent terrorist events, has created a
new emphasis on storage, telephony and security. Because of the limited market size within a
small area, DCH felt it best to look for an acquisition located in a major metropolitan area. We
decided to incorporate these services through acquisition, rather than expansion of existing
companies, because of the high level of training required for necessary technicians. Some of the
various certifications needed in this area cost in excess of $100,000. Finding a company with
multiple employees with the necessary certifications and an existing client base allows us to
leverage the revenue stream. A further explanation of the three areas key to this acquisition
follows:

Storage
Analysts predict storage area networks (SANs) will be deployed by 70% of all mid-to-large sized
companies by 2002. As data grows enormously at a rate of 60% per year in normal businesses
and up to 100% per year in e-businesses, SANs will help to ease data management and the
storage capacity needed to maintain it. The market for disk storage systems is forecast to rise
about 16% a year to $42 billion by 2002, according to industry analysts.
Storage Devices and Systems:
Fibre Channel is being provided as a standard disk interface. Industry leading RAID (Redundant
Array of Independent Disks) manufacturers are shipping Fibre Channel systems. Soon, RAID
providers will not be regarded as viable vendors unless they offer Fibre Channel.

Storage Area Network:

The network behind the servers linking one or more servers to one or more storage systems.
Each storage system could be RAID, tape backup, tape library, CD-ROM library, or JBOD (Just
a Bunch of Disks). Fibre Channel networks are robust and resilient with these features:

 Shared storage among systems

 Scalable network
 High performance
 Robust data integrity and reality
 Fast data access and backup
 Disaster Recovery

In a Fibre Channel network, legacy storage systems are interfaced using a Fibre Channel to SCSI
bridge. IP is used for server to server and client/server communications. Storage networks
operate with both SCSI and networking (IP) protocols. Servers and workstations use the Fibre
Channel network for shared access to the same storage device or system. Legacy SCSI systems
are interfaced using a Fibre Channel to SCSI bridge. Fibre Channel products have defined a new
standard of performance, delivering a sustained bandwidth of over 97 MB/second for large file
transfers and tens of thousands of I/Os per second for business-critical database applications on a
Gigabit link. This new capability for open systems storage is the reason Fibre Channel is the
connectivity standard for storage access.

Telephony
“Computer telephony” describes the technology that enables voice and data to travel the same
network (LAN/WAN) and function in an integrated manner. In the past, all businesses
maintained two totally separate network infrastructure, one for voice and one for data. Each
infrastructure had its own independent communications links and hardware. Each infrastructure
had its own separate set of applications for usage and management. As a result of the total
isolation of voice and date networks, infrastructure costs were high, administration costs were
high (because separate teams of engineers were needed to manage each), flexibility was limited,
and interoperability was non-existent.

A new technology emerged that began closing the gap between voice and data. The new
technology was Voice Over IP (VoIP). With VoIP, businesses could begin to leverage their
existing, and much less expensive, data infrastructure to handle voice traffic as well. This opened
the door to cost savings through lowering infrastructure costs (reducing the number of dedicated
voice circuits) and lowering long distance costs between corporate sites (because voice calls
could travel across pre-existing data links rather than the public switch phone network).

Seeing the great efficiencies of converging voice and data (and video for that matter) onto one
IP-based network infrastructure, the demand for business applications has created a whole new
industry. This hot new market is called IP Telephony (or computer telephony). IP Telephony has
created the technological foundation for unified messaging (unifying e-mail, voice mail and
faxes into a common inbox), interactive Web-based call centers, greatly simplified systems
management and more. This new market is still in the emerging phase, so many more
applications will be forthcoming.

In fact, the business applications are limited only by our creativity! To quote a Cisco article, “the
numbers show that migrating to IP telephony is possible and profitable right now. According to a
survey by Stamford, Conn. based Meta Group Inc., 26% of enterprises have already begun to
move to integrated voice and data networks, and 42% plan to begin such a migration within the
next two years. Two thousand Cisco Systems Inc. customers have already implemented such
merged networks, ranging in size from several hundred phones to 25,000 phones.”

Security
Sensitivity to security issues has risen dramatically with the propagation of the Internet as a
business tool, new government regulations regarding privacy, and concern with terrorism. The
Internet has opened up the enterprise network to the world! But in reality, security has always
been a serious issue. The Internet has simply illuminated and intensified awareness of the issue.
Security services must assess the impact of security policies (or the lack thereof), practices and
technologies at three main levels of the infrastructure:

 Physical security refers to the physical safety of electronic data from unauthorized
physical access. For example, can just anyone walk up to a workstation on the
network? Could someone literally grab a laptop off the desk and walk out with it, and the
sensitive corporate data that it contains? These are examples of physical security issues.
 Systems security refers to the safety of server- or workstation-based user/application
data to unauthorized access. For example, are there proper security parameters around
system user accounts to prevent unauthorized user access to sensitive material, such as
payroll data? Are auditing tools in place to detect unauthorized access attempts? Are
clearly defined security policies in place?
 Infrastructure security refers to the safety of application data, system data, user
information and other network traffic from unauthorized access, monitoring or
impediment from outside entities. For example, does the organization utilize an
optimized firewall? Are VLANs being utilized where it makes sense? What is the
organization doing to prevent attacks from the outside that could overload routers or
servers thereby denying access.

DCH will structure its future departments so as to facilitate collaboration in meeting our
customers’ needs from all angles of technology use. This will allow KMCI to offer additional
services to its customer base, and will allow the software company customer base to enjoy the
benefits of the S.E.A.T. Management program.

3.5 Technology

From 2000 through 2002, the technology industries have taken a huge financial hit. The most
noticeable change was that all companies, regardless of industry or size, simply stopped
purchasing computer hardware and software in the same quantities as before. The companies
switched their focus from replacement of antiquated equipment to upgrading that equipment (if
possible). In addition, companies that had projected spending on hardware, software, and servers,
immediately began revising their projections, and purchasing or upgrading fewer and fewer
units. This change was felt across the industry.

In response to this downward trend, KMCI designed and implemented the S.E.A.T. Management
program, which changes the entire way that companies purchase and service hardware and
software. S.E.A.T Management encompasses the complete management of information
technology assets from hardware to software, on-site service to removal and updating of all
equipment. In an age of outsourcing, KMCI proposes treating information technology products
and services the same as a utility such as electricity, water, or cable television. S.E.A.T.
Management eliminates the need for large capital expenditures and reduces the need for grand
funding or new bond issues.

S.E.A.T Management provides:

 State-of-the-art information technology.

 Installation of products and services selected from KMCI’s program menu.
 Resolution of problems in a prompt, professional manner.
 One convenient monthly invoice for all products and services.
 Removal of all hardware at the end of the 36 month contract period.
 Following removal, a replacement of equipment and software with new items, according
to the customer’s current information technology needs.

S.E.A.T. Management benefits the customer:

 The customer stays current with state-of-the-art technology and service.

 Outsourcing:
o Eliminates technology maintenance tasks and reduces staffing requirements.
o Eliminates responsibility for information technology hardware removal and
disposal.
o Eliminates the need for large up-front capital expenditures.
o Reduces the need for grant funding or proposal of new bond issues.
o Reduces the time and resources spent on costly bid processes.
o Eliminates Microsoft licensing issues.
o Offers accounting advantages in expense write-off versus depreciation of
hardware.
o Allows technology products and services to become part of the customer’s
recurring monthly expense budget.
o Offers a convenient single bill per month for information technology products and
services.

KMCI is currently signing up dealers and customers at a 50% close rate on the first call.

3.6 Fulfillment
DCH acquires businesses that produce, market, and service their own products. This eliminates
the middleman, and allows us to keep our products priced competitively when compared to the
competition.

KMCI owns a 100,000 square foot manufacturing facility (the plant), which is completely paid
for. In addition, KMCI builds every product to customers’ specifications, and therefore,
eliminates the need for hardware inventory (computer and servers) that are already built, and
may or may not sell. KMCI continues to deliver every order on time (on or before the promised
delivery date), while maintaining a 5% or lower failure rate on every product KMCI produces.

In order to hold costs down, we only order the specific supplies that we need to complete the
orders that have been made and paid for. This eliminates the problem that our competition has, of
having non-current technology (computer parts) sitting in a warehouse. The secret to our
business is to provide the most current technology, combined with outstanding service on
everything that we build and sell, and make it easy for our customers to purchase from us. In
addition, for those customers that require “brand names” we are a value added reseller (VAR) for
Perpetual Systems, IBM, Compaq, Hewlett-Packard, Lexmark, and Cisco, to name a few.

Service and installation is a major part of our business, and also one of the most profitable
ones. KMCI has hardware, software, wiring, backbone infrastructure, maintenance, and
consulting capability. This eliminates the customers’ frustration in dealing with multiple
vendors.
Market Analysis Summary

Domino Comptech Holdings’ computer division, Kettle-Moraine Computers, has focused on

institutional clients, such as the government of the state of Gulfstate, law enforcement, and
educational institutions. With the implementation of the S.E.A.T. Management program, we are
now able to expand our target market to all state governments, law enforcement agencies
(municipal, county, and federal), all educational institutions, and small, medium and large
private and public companies across the United States.

In our market analysis, the figures for target market size and growth rates come from:

1. The United States Census website

2. The SBA business research website
3. Individual state business censuses, retrieved from individual state websites
4. The United States Business Census

4.1 Market Segmentation

The target markets Kettle-Moraine Computers has penetrated include education, law
enforcement, government, and small business. Domino Comptech plans to utilize KMCI’s strong
brand recognition among the large state institutions to broaden national coverage. Products and
services are promoted through standard channels: print, radio, television, and direct mail; as well
as seminars, product fairs, industry conferences, etc.
KMCI’s major advantages in the market include:

 KMCI is a value added reseller (VAR). KMCI’s product line includes Perpetual
Systems, IBM, Compaq, Hewlett-Packard, Lexmark, Cisco, and others. This broad range
of products allows KMCI to satisfy virtually any customers’ hardware needs.
 KMCI has hardware, software, wiring, backbone infrastructure, maintenance, and
consulting capability. This eliminates the customers’ feelings of frustration in dealing
with multiple vendors.
 KMCI has numerous Blue Chip contracts in place, providing name recognition and
credibility when bidding for contracts.
 KMCI has had evident success developing strong strategic relationships. Some of the
company’s key relationships include IBM, Microsoft, Intel, Cisco, World Wide
Technology, Inc., Structure Wise, Inc., North American System Builders Association,
Value Added Reseller Partners, and many others.

KMCI uses internal and external sales representatives who are offered competitive compensation
packages. ISO approved marketing and sales procedures guarantee efficiency and customer
satisfaction throughout the purchase process.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Market Analysis
Pote
C
ntial Gr
A
Cust ow
G
omer th
R
s
Hom
200 230 264 304 349 15.
e 15
,00 ,00 ,50 ,17 ,80 00
Offic %
0 0 0 5 1 %
es
Educ
ation
128 129 131 132 133 1.0
al
1% ,48 ,76 ,06 ,37 ,70 0
Instit
4 9 7 8 2 %
ution
K-12
Law
Enfo
rcem
ent 983 1,0 1,1 1,1 1,2 6.0
(state 6% ,41 42, 04, 71, 41, 0
, 2 417 962 260 536 %
local,
feder
al)
State
Gove
rnme 322 344 369 394 422 7.0
nt in 7% ,41 ,98 ,13 ,97 ,62 0
sever 9 8 7 7 5 %
al
states
1,6 1,7 1,8 2,0 2,1 7.0
7.0
Total 34, 47, 69, 02, 47, 7
7%
315 174 666 790 664 %
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.
Create your own business plan

4.2 Target Market Segment Strategy

Our choice of target markets is strategic, and reflects our strengths and weaknesses. Quality is
our primary focus. Currently we are operating on a 100% on-time delivery, with an equipment
failure rate equal to or less than five percent. The industry standard for equipment failure is close
to fifty percent. In addition we provide additional added value by providing the best installation
and service of any company. As a result, we are picking up service contracts from companies
who didn’t even purchase their hardware from KMCI, but have had such a high equipment
failure rate, combined with poor service, that it has opened the doors for KMCI to penetrate that
market, and secure the service contract, which in turn will lead to new equipment sales.

We don’t want to compete at the low end, because we realize that all except the high-end home
buyer is going to look at computers as boxed prices and buy based mainly on price. This market
belongs to the chain stores and office stores.

In the small business target market segment, we are looking for the types of small businesses that
need at least five networked units. We will offer them network servers, network installation,
maintenance, and software support. Many of our target market customers already have their own
in-house IT department; however, we can offer them additional support. For those in our target
market that do not have an IT staff, we provide that service on a contractual basis.

We are listed on the preferred provider list with all members of our primary target market, and
we have expanded our marketing efforts to include all of the companies that have been on the
fringe of our established target market. In addition, our new program, called S.E.A.T.
Management, will allow companies to shift the purchase of new hardware and software from the
traditional capital expense, to a line item expense via a lease feature. Now the company can lease
the needed equipment, and pay for it monthly. KMCI will maintain the equipment and software,
and then in three years, will replace the old equipment with new technology and update all
software, thus generating a new sale.

4.2.1 Market Growth

At the time it was acquired by Domino Comptech Holdings, Kettle-Moraine Computers was
experiencing three years of declining profits. While several factors contributed to this decline,
the most important was the general economy of the United States. Businesses in general, and
state governments and educational institutions, in particular, simply stopped purchasing
computer hardware and software unless it was absolutely critical to their operations; then they
would try to simply do a basic upgrade of their existing equipment. Every target market KMCI
had established was cutting back spending at the exact same time. KMCI had to work harder, and
submit bids with a much lower profit margin, to secure contracts.
Since the acquisition by DCH, KMCI has broadened its specific target market. We are still very
active in the state of Gulfstate, working with state government offices and law enforcement,
but KMCI has expanded this target market to the surrounding states as well. In addition, we have
refocused our in-house sales organization to begin an aggressive campaign to penetrate further
into the Small, Medium, and Large, public, and privately held corporations.

In a 1999 profile by the Small Business Administration, the Office of Advocacy

( http://www.sba.gov/gopher/Local-Information/99Pro/99us.txt ), states that, “the number of
small businesses with employees increased by 2.6 percent.” The report further stated that, “37.1
percent of the total self-employment nationwide” was “Women-Owned businesses.” In addition,
the SBA reported cited that 52% of all businesses in the United States were “small business with
less (sic) than 500 employees,” and that the ethnic make up of these companies was varied. This
is a huge untapped market, and KMCI has begun to aggressively market to these new potential
market segments, while maintaining our established relationships with state and local
governments and law enforcement.

4.2.2 Market Trends

The most obvious and important trend in the market is declining prices. This has been true for
years, but the trend seems to be accelerating. We see the major brand-name manufacturers
putting systems together with amazing specs — more power, more speed, more memory, more
disk storage — at amazing prices. In the past, major companies have always filled their hardware
needs on a bid basis. The larger companies, such as Dell, Gateway, and IBM, have had the
advantage, because they could reduce the cost of the hardware, and make up the reduction in the
service area. This trend has started to take a new direction. The market is demanding a more
reliable piece of equipment with a failure rate of less than twenty-five percent. The major chain
shops and many of the small computer manufacturers have targeted the home, student, and home
office user. This target market is very sensitive to price and really does not show the brand
loyalty that they once showed. In addition, this specific target market is comprised of consumers
that are more of the do-it-yourself mindset, and will upgrade or replace computer components
themselves, rather than to pay someone to do it for them.

This may be related to a second trend, which is the computer as throw-away appliance. By the
time a system needs upgrading, it is cheaper to buy completely new. The increasing power and
storage of a sub-$1,000 system means buyers are asking for less service.

A third trend is ever greater connectivity. Everybody wants onto the Internet, and every small
office wants a LAN. A lot of small offices want their LAN connected to the Internet.

With the implementation of the S.E.A.T. program, we have successfully circumvented the
existing trend to purchase items on bid, or to purchase inexpensive computers and upgrade or
repair them in house. Within our specific target market namely state government, K–12
elementary schools, high schools, colleges, and universities, and law enforcement, S.E.A.T. has
completely rewritten how equipment has been purchased. S.E.A.T. Management allows the
capital expense that must have budgetary approval to move to a line item expense that does not
require the bid process or special budgetary approval. S.E.A.T. simply requires a small monthly
expense that will combine all hardware, software, service and installation into one small easy
payment. This allows our target market to always have the latest technology and the best service
with an affordable solution.

S.E.A.T. has eliminated the need to purchase cheaper equipment and then throw it away in a
couple of years, by building into the contract a three year term. In other words, our client is
effectively leasing the equipment, returning it at the end of the lease term (three years) and then
replacing the old leased equipment with new equipment.

4.2.3 Market Needs

Since our target market is the service seeker, the most important market needs are support,
service, training, and installation, in that order. One of the key points of our strategy is the focus
on target segments that know and understand these needs and are willing to pay to have them
filled.

All personal computer users need support and service. The self-reliant ones have supplied those
needs themselves; however, this is changing. In an effort to become more competitive in the face
of economic decline, many companies are downsizing their in-house IT departments, and have
started using consultants. Within the state sector of our target market, budgets have been sliced,
and for the past three years all capital expenditures with the exception of the most critical have
been terminated. This means that this specific target market is using old equipment that is
requiring more and more service. The critical service areas are hardware and software upgrades.

The market needs more than just the physical hardware and the service to support it: Our
customers depend on their systems. They need the assurance that they can find help when they
need it. KMCI has successfully captured a sizable position within all of our target markets, and
we are increasing that position.

4.3 Service Business Analysis

We are part of the computer manufacturing and reselling business, which includes several kinds
of businesses:

1. Large manufacturers such as IBM, Dell, Compaq, and Gateway. These are our direct
competitors, and it is interesting to note that three of these companies have a fairly high
product failure rate, and they have all reduced their computer service to help desk, and
telephone tech support.
2. Computer dealers: storefront computer resellers, usually less than 5,000 square feet,
often focused on a few main brands of hardware, usually offering only a minimum of
software, and variable amounts of service and support. These are usually old-fashioned
(1980s-style) computer stores and they usually offer relatively few reasons for buyers to
shop with them. Their service and support is not usually very good and their prices are
usually higher than the larger stores.
3. Chain stores and computer superstores: these include major chains such as
CompUSA, Computer City, Future Shop, etc. They are almost always more than 10,000
 square feet of space, usually offer decent walk-in service, and are often warehouse-like
locations where people go to find products in boxes with very aggressive pricing and
little support.
4. Mail order/Online: the market is served increasingly by mail order businesses that offer
aggressive pricing of boxed product. For the purely price-driven buyer, who buys boxes
and expects no service, these are very good options.
5. Others: there are many other channels through which people buy their computers,
usually variations of the main three types above.

4.3.1 Distribution Patterns

Our existing target market buyers are accustomed to buying from vendors who visit their offices.
They expect the copy machine vendors, office products vendors, and office furniture vendors to
visit their office to make their sales. We are accustomed to this type of selling, and our sales
force has been assigned exclusive selling areas. Within this selling area, the individual
representative is responsible for the continued sales and service, in addition to the cold calling,
and sales prospecting for new business.

Unfortunately, our Home Office target buyers may not expect to buy from us. Many of them turn
immediately to the superstores (office equipment, office supplies, and electronics) and mail order
to look for the best price, without realizing that there is a better option for them for only a little
bit more.

Once KMCI implemented the S.E.A.T. Management program, the response from our existing
and newly identified target markets was so strong that Minerva Astarte, the VP of Sales, decided
to contract the smaller computer dealerships, large, and medium sized IT consulting firms, and
small individual IT consultants, to sell S.E.A.T. Management to their customers. Each and every
product will pay the contracted individual or company a commission. The acceptance within this
targeted group has been a 50% close and sign rate, on the first call. This means that KMCI is
effectively increasing its sales force, while not having the burden of paying salaries, and
employee benefits.

4.3.2 Competition and Buying Patterns

DCH is a holding company, and as such really doesn’t have a “target market,” “competitors,” or
channels of distribution; however, KMCI, as the computer manufacturing division of DCH, does.

The target markets of KMCI usually work on a “personal relationship” basis with the sales
representative, but the bottom line is still the bid process. KMCI has found that if two bids are
very close, sometimes the buying decision may be swayed based on the relationship the winning
company has with the clients, or the reputation for fulfilling the contract, on time, with excellent
service, and a minimum of downtime for the installation. KMCI has an outstanding reputation
within the state of Gulfstate, and that reputation is expanding into the neighboring states as well.

KMCI enjoys the advantage of building each workstation, server and network to the clients’
specifications. That means that the clients get exactly what they want, the way they want it, each
and every time without exception. In addition, we are ISO Certified, which means the absolute
highest quality of product. All of our products have less than a 5% failure rate. None of our
competition can make such a claim.

Service is another area where the industry is pulling back, and KMCI is moving forward. In an
interview with Tom Meredith the CFO of Dell Computer, on August 21, 1999 on The Motley
Fool Radio Show, the co-founder Tom Gardner asked Mr. Meredith, “what stands out for you as
a few of the highlights for Dell this quarter that might not pop up immediately on someone’s
radar?” The response was, “I think perhaps the most compelling is the consistent performance,
frankly, over the entire decade on our topline growth, on our market share gains, and our
continuous focus on the low-cost provider and therefore the best value proposition while
growing profitability.” Dell at the time of the interview was selling $30 million dollars in sales
per day on the Internet. Mr. Meredith predicted that would increase, because “In fact, as part of
that you have to understand we’re the ones passing the declining component cost through faster
than any other single competitor, and that is what the Internet does…allow us to continue to
enhance our customer touch, and at the same time bring our suppliers into contact more directly
with our customers so they feel the pulse of real demand.” In addition, Mr. Meredith stated
that 40% of all services issues are handled over the Internet, 70% of all order status, and
95% of Dell’s bill of materials hooked through their top 50 supplies are now online.

Dell Computer has reduced the amount of face-to-face contact, and service, exchanged it for a
call center, “Help Desk” type of of service, and will send replacement parts to the end user, and
then walk them through the proper repair or installation. This is great from a corporate bottom
line situation; however, it is contrary to everything that KMCI clients, and many other IT
consultants are saying that business clients want. Corporate and institutional clients want service
after the sale, and they don’t want to have to pay extremely high prices for that service.

4.3.3 Main Competitors

IBM, Compaq, Lexmark, Hewlett-Packard, Dell, and Gateway:

 Strengths: national image, high volume, strong brand name, large advertising budgets,
and economies of scale.
 Weaknesses: lack of company representation: IBM, for example, has their “contracted
service providers” that will service IBM equipment for a price, and if it is an emergency
they traditionally charge a “RUSH” fee on top of the regular service fee. Compaq,
Lexmark, Hewlett-Packard, Dell, and Gateway, will either send the customer the
replacement part, and have them install it with telephonic help desk support, or they will
often request that the client send the item back. Only as a last resort will these companies
seek out a contracted service provider to go to the site, and correct the problem.

Other local computer stores:

 We have lots of smaller computer stores that are in direct competition with our “store
front.” In reality, these companies are not our competitors. Many of them carry our
 private labeled products, or have contracted with KMCI to build systems under their
label. We maintain the service contracts for most of these companies.

4.3.4 Industry Participants

The national chains are a growing presence.

CompUSA, Computer City, Incredible Universe, Circuit City, and Sears, to name a few, benefit
from national advertising, economies of scale, volume buying, and a general trend toward name-
brand loyalty for buying in the channels as well as for products. National chains suffer from a
huge weakness: to achieve good prices, they must purchase in huge quantities from
manufacturers such as KMCI, and once the computer is built, and delivered to the chain, the
hardware becomes a ticking bomb. The chain is forced to sell that product as quickly as possible,
because technology is advancing so quickly, that in reality by the time they receive their
shipment, and distribute it to the stores, the hardware is already out of date.

Local computer stores are threatened.

These tend to be small businesses, owned by people who started them because they liked
computers. They are under-capitalized and under-managed. Margins are squeezed as they
compete against the chains, in a competition based on price more than on service and
support. The local computer store is also under the same time restraints as the national chain,
unless they custom build the computer for the consumer. Due to their size, and the fact that most
are under-capitalized, they cannot afford to purchase the individual components as inexpensively
as KMCI can.
Strategy and Implementation Summary

Emphasize service and support.

We must differentiate ourselves from the box pushers. We need to establish our business offering
as a clear and viable alternative for our target market, to the price-only kind of buyer.

Build a relationship-oriented business.

Build long-term relationships with clients, not single-transaction deals with customers. Become
their computer department, not just a vendor. Make them understand the value of the
relationship.

Focus on target markets.

We need to focus our offerings on small, medium, and large size businesses as the key market
segment we should own. This means the 5-20 unit system, tied together in a local area network,
in a company with 5-50 employees. Our values — training, installation, service, support,
knowledge — are more clearly differentiated in this segment. We must continue to service our
existing relationships, contracts, and even expand them into neighboring states; however, we
must focus on all of our target markets, rather than just one segment as we have done in the past.

As a corollary, the high end of the home office market is also appropriate. We do not want to
compete for the buyers who go to the chain stores or mail order, but we definitely want to be able
to sell individual systems to the smart home office buyers who want a reliable, full-service
vendor.
Differentiate and fulfill the promise.
We can’t just market and sell service and support, we must actually deliver as well. We need to
make sure we have the knowledge-intensive business and service-intensive business we claim to
have. In addition, we will continue to maintain the highest quality control.

5.1 Strategy Pyramid

Our strategy is emphasizing relationships. The tactics are marketing the company (instead of the
products), more regular contacts with the customer, and increasing sales per customer. Programs
for marketing the company include new sales literature, revised ad strategy, and direct mail.
Programs for more regular contacts include call-backs after installation, direct mail, and sales
management. Programs for increasing sales per customer include upgrade mailings (the S.E.A.T
Management program), and sales training.

We have also formed strategic relationships with IT staffing companies and consulting groups;
we are entering into a joint relationship with these individuals and companies for the express
purpose of selling equipment, service, and network installations to their existing clientele. This
produces a win–win situation for both the consultant and us. From the consultants’ point of view,
they are selling our S.E.A.T. Management service to their existing clients, thereby further
fortifying the relationship against a competitor. The benefit to DCH is that we are not having
to convince a client to terminate a good relationship with their dealer, or consultant. We work
seamlessly with each dealer, and consultant.

Once the acquisition of the software company is completed, we will immediately begin placing
emphasis on service and support: our main tactics are good hardware, networking expertise,
excellent training, and selling our own proprietary software/network administrative system
specifically designed for business machine dealers. For developing our own proprietary systems,
our programs are company direct mail marketing, and working with VARs (Value Added
Resellers).

To develop good business strategies, perform a SWOT analysis of your business. It's easy with
our free guide and template. Learn how to perform a SWOT analysis

5.2 Competitive Edge

Our competitive edge is our positioning as a strategic ally with our clients, who are clients more
than customers. By building a business based on long-standing relationships with satisfied
clients, we simultaneously build defenses against competition. The longer the relationship stands,
the more we help our clients understand what we offer them and why they need it.

Many of our existing contracts show huge potential but, over the past three years we have not
addressed the changing needs of our clients. We are now specifically targeting each and every
client with specific reasons that they should buy from us. In addition, we have implemented
programs to make it very attractive for our existing client base to acquire their equipment from
us, and we have started a strong outreach program within the community to increase our market
share.
5.3 Marketing Strategy

1. Emphasize service and support.

2. Build a relationship business.
3. Maintain our existing client base, and expand within that established base.
4. Focus on small business and high-end home office as key target markets.

5.3.1 Promotion Strategy

We depend on word-of-mouth advertising and direct contact by our sales representatives as our
main ways to reach new buyers. As we change strategies, however, we need to change the way
we promote ourselves:

1. Direct Contact: Our sales department directly makes contact via cold calling, combined
with direct office visits. This has already been effective, but adds to the total length of
time for the sales cycle. To reduce this time we have implemented:
o A online quoting system. This will enable the sales representatives to make a
complete presentation, and offer an immediate quote. This also enables the sales
representative to make a one call close, and come back with a signed contract.
o Signing up other IT dealers and consultants, and allowing us to sell to their clients
for a piece of the commission. Currently we have a 50% first call close rate, with
a 75% client conversion rate.
2. Sales Brochure: All of our representatives and contracted dealers have full access to the
online quoting, and full four-color sales brochures.
3. Direct Mail: We have to radically improve our direct mail efforts, reaching our
established customers with training, support services, upgrades, and seminars. We then
follow up in writing with every prospect to whom we have spoken.
4. Media: It’s time to work more closely with the local media. In the past we have had great
success using press releases; however, we need to be much more agressive in our press
release campaign. We could offer the local radio a regular talk show on technology for
small business, or as we take in computers that need to be disposed we might donate this
equipment to 503(c) organizations, and then follow this up with a strong press campaign
to encourage other 503(c) organizations to submit a request for equipment. This is only
one example.

5.3.2 Distribution Strategy

Domino Comptech Holding’s computer division, KMCI, focuses on the market need for
customized and differentiated computer hardware, software, and networking requirements. All of
our products are built entirely to the clients’ specifications. We have added customers through
the VAR (Value-Added Resellers) channel. The VARs need to protect their special relationship
with their customers, maintaining the sense of customization and personalized service. Each
VAR is a direct extension of our company, and we respect each and every one of their clients, by
providing the best equipment and the most reasonable pricing structure, with quality control that
is second to none. Our company prides itself on achieving a total failure rate of less than
5%, which is well below the industry standard.
We will also maintain a strong presence in the high volume channels. We recognize that this is
harder, because the overall sales cycle is longer; however, because we own our
own manufacturing plant, we can offer the most competitive price, even if we are in competition
with one of the Big 3 computer names.

5.3.3 Marketing Programs

DCH and KMCI do not have a Marketing Director. This is one of our management gaps, and we
are currently interviewing, in an attempt to fill this position as quickly as possible. In lieu of
having a formal “Marketing Plan” with well established milestones, we are currently
implementing the marketing plan that was created by the former Marketing Director. The
S.E.A.T. program is just one such example. As you can see in the Sales Forecast table, we expect
to see a large increase in sales, because of the favorable response that our partner dealers have
shown. We are currently seeing one call closes (something that the industry has not seen since
the late 90’s).

KMCI doesn’t have the luxury to sit back and wait; we must capture the market ourselves, and
the best way to do that is to establish strategic alliances with companies and individuals that
already maintain a “book of business” and then exploit those relationships to the benefit of both
KMCI and our strategic partners.

5.3.4 Pricing Strategy

We must charge appropriately for the high-end, high-quality service and support we offer. Our
revenue structure has to match our cost structure, so the salaries we pay to assure good service
and support must be balanced by the revenue we charge.

We cannot build the service and support revenue into the price of products. The market can’t
bear the higher prices and the buyer feels ill-used when they see a similar product priced lower at
the chains or with other competitors. Despite the logic behind this, the market doesn’t support
this concept; however, we do build in help desk, on-site service, etc., to each and every one of
our S.E.A.T. Management clients, because the overall cost per unit spread over a three year
period (the length of the S.E.A.T. immediately contract) reduces the total cost for service to only
a few pennies a month. Because the overall cost to the client using S.E.A.T. Management is so
low, there is never an objection in charging for the service we provide.

5.3.5 Positioning Statement

For business people who want to be sure their computer systems will work reliably, KMCI is a
vendor and trusted strategic ally who makes sure their systems work, their people are trained,
and their downtime is minimal. Unlike the chain retail stores, and our other competition, the
KMCI sales and service staff know the customers, go to their sites when needed, and offer
proactive support, service, training, and installation.

5.4 Sales Strategy

DCH is divided into different divisions, with each division responsible for the implementation
of their own individual sales strategy. Because each division differs in both products and services
is it vital that each division maintain focus on its own priorities. With that said each division has
certain similarities, and some crossover in strategy is evident. The common ground for each
division is:

1. We need to sell the company, not the product. We sell KMCI, not Apple, IBM, Hewlett-
Packard, or Compaq, or any of our software brand names.
2. We have to sell our service and support. The hardware is like the razor, and the support,
service, software services, training, and seminars are the razor blades. We need to serve
our customers with what they really need. Each of our divisions share approximately a
48% profit margin on service as opposed to between 15 – 20% on hardware, or software.
3. We listen to our existing clients and give them exactly what they want, the way they want
it, each and every time.

The sales table and charts, below, indicate KMCI’s projected sales, and how we plan to increase
those sales in the immediate future.

5.4.1 Sales Forecast

The Sales Forecast table indicates the actual and projected sales that DCH expects from the
KMCI division. In the past, KMCI did not have the captive sales force to generate these types of
sales on a consistent basis; however, with the new marketing strategy of signing up dealers to
sell S.E.A.T. Management on our behalf, and then paying these dealers a commission, we have
in fact increased our present sales force by 200%. KMCI has also initiated an agressive hiring
campaign to increase our in-house sales force. From a profit position, it really doesn’t matter if a
dealer or an in-house sales person makes the sale; both are paid the same rate of commission.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Sales Forecast
Unit
Sales
Basi 2,68 3,22
3,866 4,640 5,568
c PC 5 2
Inter 2,63 3,28 4,109 5,137 6,421
medi 0 8
ate
PC
Pow
2,55 3,31
er 4,310 5,602 7,283
0 5
PC
Lapt 1,91 2,87
4,309 6,463 9,695
op 5 3
Basi
c 2,13 2,66
3,328 4,160 5,200
Print 0 3
er
Inter
medi
2,70 3,51
ate 4,571 5,943 7,726
5 7
Print
er
Pow
er 2,27 3,18
4,459 6,243 8,740
Print 5 5
er
Basi
c
Netw 1,29 1,93
2,903 4,354 6,531
ork 0 5
Serv
er
Inter
medi
ate
1,60 2,56 10,48
Netw 4,096 6,554
0 0 6
ork
Serv
er
Pow
er
Netw 1,01 1,82 10,65
3,289 5,919
ork 5 7 5
Serv
er
Othe
0 0 0 0 0
r
Total
20,7 28,3 39,24 55,01 78,30
Unit
95 83 0 4 3
Sales
Unit
FY FY FY FY FY
Pric
2004 2005 2006 2007 2008
es
$1,6 $1,6
Basi $1,63 $1,63 $1,63
34.0 34.0
c PC 4.00 4.00 4.00
0 0
Inter
$2,5 $2,5
medi $2,52 $2,52 $2,52
23.0 23.0
ate 3.00 3.00 3.00
0 0
PC
Pow $3,2 $3,2
$3,21 $3,21 $3,21
er 12.0 12.0
2.00 2.00 2.00
PC 0 0
$2,4 $2,4
Lapt $2,48 $2,48 $2,48
83.0 83.0
op 3.00 3.00 3.00
0 0
Basi
c $465 $465 $465. $465. $465.
Print .00 .00 00 00 00
er
Inter
medi $1,3 $1,3
$1,39 $1,39 $1,39
ate 93.0 93.0
3.00 3.00 3.00
Print 0 0
er
Pow
$3,3 $3,3
er $3,36 $3,36 $3,36
68.0 68.0
Print 8.00 8.00 8.00
0 0
er
Basi $3,8 $3,8 $3,88 $3,88 $3,88
c 83.0 83.0 3.00 3.00 3.00
Netw 0 0
ork
Serv
er
Inter
medi
ate $6,3 $6,3
$6,35 $6,35 $6,35
Netw 51.0 51.0
1.00 1.00 1.00
ork 0 0
Serv
er
Pow
er
$9,5 $9,5
Netw $9,57 $9,57 $9,57
73.0 73.0
ork 3.00 3.00 3.00
0 0
Serv
er
Othe $0.0 $0.0
$0.00 $0.00 $0.00
r 0 0
Sales
$4,3 $5,2
Basi $6,31 $7,58 $9,09
87,2 64,7
c PC 7,698 1,237 7,485
90 48
Inter
$6,6 $8,2 $10,3 $12,9 $16,1
medi
35,4 94,3 67,95 59,94 99,92
ate
90 63 3 1 7
PC
Pow $8,1 $10, $13,8 $17,9 $23,3
er 90,6 647, 42,11 94,74 93,17
PC 00 780 4 8 3
$4,7 $7,1 $10,6 $16,0 $24,0
Lapt
54,9 32,4 98,62 47,93 71,90
op
45 18 6 9 9
Basi
$1,2
c $990 $1,54 $1,93 $2,41
38,0
Print ,450 7,578 4,473 8,091
63
er
Inter
medi $3,7 $4,8 $10,7
$6,36 $8,27
ate 68,0 98,4 61,97
8,030 8,439
Print 65 85 0
er
Pow
$7,6 $10, $15,0 $21,0 $29,4
er
62,2 727, 17,91 25,07 35,10
Print
00 080 2 7 8
er
Basi
c
$5,0 $7,5 $11,2 $16,9 $25,3
Netw
09,0 13,6 70,40 05,61 58,41
ork
70 05 8 1 7
Serv
er
Inter
medi
ate $10, $16, $26,0 $41,6 $66,5
Netw 161, 258, 13,69 21,91 95,06
ork 600 560 6 4 2
Serv
er
Pow
er
$9,7 $17, $31,4 $56,6 $102,
Netw
16,5 489, 81,76 67,18 000,9
ork
95 871 8 2 28
Serv
er
Othe
$0 $0 $0 $0 $0
r
$61, $89, $132, $201, $309,
Total
276, 464, 925,7 016,5 332,0
Sales
305 971 82 61 68
Dire
ct
FY FY FY FY FY
Unit
2004 2005 2006 2007 2008
Cost
s
Basi $490 $490 $490. $490. $490.
c PC .20 .20 20 20 20
Inter
medi $756 $756 $756. $756. $756.
ate .90 .90 90 90 90
PC
Pow $963 $963 $963. $963. $963.
er
.60 .60 60 60 60
PC
Lapt $744 $744 $744. $744. $744.
op .90 .90 90 90 90
Basi
c $139 $139 $139. $139. $139.
Print .50 .50 50 50 50
er
Inter
medi
$417 $417 $417. $417. $417.
ate
.90 .90 90 90 90
Print
er
Pow
$1,0 $1,0
er $1,01 $1,01 $1,01
10.4 10.4
Print 0.40 0.40 0.40
0 0
er
Basi
c
$1,1 $1,1
Netw $1,16 $1,16 $1,16
64.9 64.9
ork 4.90 4.90 4.90
0 0
Serv
er
Inter
medi
ate $1,9 $1,9
$1,90 $1,90 $1,90
Netw 05.3 05.3
5.30 5.30 5.30
ork 0 0
Serv
er
Pow
er
$2,8 $2,8
Netw $2,87 $2,87 $2,87
71.9 71.9
ork 1.90 1.90 1.90
0 0
Serv
er
Othe $0.0 $0.0
$0.00 $0.00 $0.00
r 0 0
Dire
ct
Cost
of
Sales
$1,3 $1,5
Basi $1,89 $2,27 $2,72
16,1 79,4
c PC 5,309 4,371 9,245
87 24
Inter
$1,9 $2,4
medi $3,11 $3,88 $4,85
90,6 88,3
ate 0,386 7,982 9,978
47 09
PC
Pow $2,4 $3,1
$4,15 $5,39 $7,01
er 57,1 94,3
2,634 8,424 7,952
PC 80 34
$1,4 $2,1
Lapt $3,20 $4,81 $7,22
26,4 39,7
op 9,588 4,382 1,573
84 25
Basi
c $297 $371 $464, $580, $725,
Print ,135 ,419 273 342 427
er
Inter
medi $1,1 $1,4
$1,91 $2,48 $3,22
ate 30,4 69,5
0,409 3,532 8,591
Print 20 45
er
Pow
$2,2 $3,2
er $4,50 $6,30 $8,83
98,6 18,1
Print 5,374 7,523 0,532
60 24
er
Basi
c
$1,5 $2,2
Netw $3,38 $5,07 $7,60
02,7 54,0
ork 1,122 1,683 7,525
21 82
Serv
er
Inter $3,0 $4,8 $7,80 $12,4 $19,9
medi 48,4 77,5 4,109 86,57 78,51
ate 80 68 4 9
Netw
ork
Serv
er
Pow
er
$2,9 $5,2 $17,0 $30,6
Netw $9,44
14,9 46,9 00,15 00,27
ork 4,530
79 61 5 8
Serv
er
Othe
$0 $0 $0 $0 $0
r
Subt
otal
Dire $18, $26, $39,8 $60,3 $92,7
ct 382, 839, 77,73 04,96 99,62
Cost 892 491 5 8 0
of
Sales
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.

Create your own business plan

5.4.2 Sales Programs

1. Cold Calling: We have implemented an agressive cold call marketing campaign

designed specifically to accomplish these goals.
o Make IT dealers and consultants aware that we would like to work with them, and
their existing clients, as well as their future clients.
o Illustrate that there would be a strong financial benefit if they decided to join us.
o Make all of KMCI’s existing and future clients aware of a new way to acquire IT
equipment without a capital expense.
2. Direct mail: We are implementing a direct mail campaign specifically directed at referral
dealers, who may be interested in representing S.E.A.T. Management.
3. Seminars: Geared toward executive law enforcement administrators, executive branch of
state government, schools, colleges, and universities.
4. Agressive press release media campaign: Aimed specifically at branding of KMCI’s
products, and services.
5.5 Strategic Alliances

We depend on our sales staff to maintain, and strengthen all of our strategic alliances for the
express purpose of generating continuous leads for our add-on products. We need to make sure
that our personnel are aware of the support and reciprocation that we share with our strategic
partners.

5.6 Milestones

The accompanying table lists important program milestones, with dates and managers in charge,
and budgets for each. The milestone schedule indicates our emphasis on planning for
implementation.

What the table doesn’t show is the commitment behind it. Our business plan includes complete
provisions for plan-vs.-actual analysis, and we will be holding follow-up meetings every month
to discuss the variance and course corrections.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Milestones
Mile Star
End Bud Mana Depar
ston t
Date get ger tment
e Date
Secu
re
Phas
e II 12/3 Admin
2/10/ $20,
fund 1/20 Puma istratio
2003 000
ing 03 n
$22
milli
on
Aqui
re
$7,0 Carac Admin
Soft 1/1/2 1/15/
00,0 al/ istratio
ware 003 2004
00 Puma n
Com
pany
Incr
ease
Sale
s
12/3
Rev 1/1/2 Astart
1/20 $0 Sales
enue 003 e
03
by
30
Perc
ent
Incr
ease
num
12/3
ber 1/1/2 $100 Astart
1/20 Sales
of 003 ,000 e
03
Sale
s
Staff
Red 1/1/2 12/3 $0 Marga Qualit
uce 003 1/20 y y
Prod 03 Contro
uct l
Fail
ure
rate
by
1.5
%
Sign
a
total
of
6/1/2 9/1/2 Astart
25 $0 Sales
003 003 e
S.E.
A.T
Part
ner
Futu
re 12/3
1/1/2
Mile 1/20 $0 All All
004
ston 03
es
$7,1
Tota
20,0
ls
00
Management Summary

Our management philosophy is based on responsibility and mutual respect. People who work
at DCH want to work at DCH, because we have an environment that encourages creativity and
achievement. The team includes 13 members, representing over 106 years of experience.
Because DCH has organized its team to draw the most successful individuals from various
industries, DCH reaps the benefits of being able to look at changing situations, and make a quick
and accurate analysis, and then quickly formulate a plan of action.

6.1 Organizational Structure

The team includes 13 executive team members, with Lynx Caracal serving as CEO and President
of DCH.

DCH has at this time two divisions, KMCI, and ZumoNet. Lynx Caracal is serving as President
of both of these divisions, and currently maintains the following management divisions: Sales,
Marketing, Service, and Administration. Service handles service, support, training, and
development.

6.2 Management Team

Chairman of Board of Directors:

Kit Puma, who has been an organizer in several companies, will serve as the Chairman of the
Board of Directors. Mr. Puma was the founder and president of his last company and served as
president of its wholly-owned life insurance company for the last four years. He has
been repeatedly recognized for Sales and Sales Management Performance.

President:
Lynx Caracal serves as President, CEO and Director of the company, and will be in charge of all
operations. He is also the President of Kettle-Moraine Computers, Inc. (KMCI), a large computer
hardware company, which he founded and built over the last 12 years into a very successful
multi-million dollar company.

Mr. Caracal has served as KMCI’s only President since inception and single-handedly built
KMCI into a profitable manufacturer of computer hardware products and services.

Vice President:
Neve Palenque will serve as Vice President and hold a position on the Board of Directors. Ms.
Palenque will be an employee of KMCI, focusing on normal sales of KMCI products and
technology. Until recently, she was the President of a large insurance agency with over 12,000
clients. Ms. Palenque has also been highly decorated for performance in sales and sales
management success.

Secretary:
Felidae Kalakmul recently retired as a Captain of the Gulfstate Highway Patrol. Mr. Kalakmul
served as the Training Director prior to his retirement, and he also served as one of the state’s
chief compliance officers for the Gulfstate Gaming Commission. Mr. Kalakmul, in addition to
serving DCH, teaches business ethics and business law at BMOC College, in Central City,
Gulfstate, and at Riverford University.

Treasurer:
Panthera Dos Pilas is a well-known CPA, in private practice in Central City. Ms. Dos Pilas is an
authority in business analysis and tax law strategies.

The remainder of the Board of Directors and other corporate management team members will be
selected for their reputation of success in business and their reputation for integrity.

6.3 Management Team Gaps

DCH currently needs to fill the position of Marketing Director. Other than that, DCH does not
have any management team gaps, because we have acquired successful business that already
have a successful management, and operations team in place; however, as DCH continues to
grow, we will begin to identify gap areas, and as those areas are identified they will be filled by a
qualified and successful individual.

6.4 Personnel Plan

The Personnel Plan reflects the immediate DCH team, as new acquisitions are made, there will
be additions to this table. The advantage DCH has over other companies is our ability to identify
outstanding companies, with excellent management, but for one reason or another have a
weakness that DCH can fill. When we identify these companies, we will begin to conduct our
own investigation and determine if we can acquire the company, and its most successful
personnel. Our total employment as represented by the personnel table only reflects DCH, and
not its individual divisions.

Personnel Plan
Kit
Puma
–
$99,3 $99,3 $104, $109, $114,
Chair
00 00 265 478 952
man
of the
Board
Lynx
Carac
al – $49,9 $50,0 $52,5 $55,1 $57,8
Presid 92 00 00 25 81
ent &
CEO
Neve
Palen
que – $47,4 $48,0 $50,4 $52,9 $55,5
Vice 00 00 00 20 66
Presid
ent
Felida
e
Kalak $45,0 $45,0 $47,2 $49,6 $52,0
mul – 00 00 50 13 93
Secret
ary
Panth
era
Dos
Pilas, $18,0 $18,0 $18,9 $19,8 $20,8
CPA 00 00 00 45 37
–
Treas
urer
Mark $37,5 $45,0 $47,2 $49,6 $52,0
eting 00 00 50 13 93
Direct
or
(not
yet
hired)
Other $0 $0 $0 $0 $0
Total
Peopl 4 4 4 4 4
e
Total
$297, $305, $320, $336, $353,
Payro
192 300 565 593 423
ll
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.

Create your own business plan

Financial Plan

The most important element in the financial plan is the critical need for improving several of the
key factors that impact cash flow:

1. We must at any cost stop the slide in inventory turnover and develop better inventory
management to bring the turnover back up to eight turns by the third year. This should
also be a function of the shift in focus toward service revenues to add to the hardware
revenues.
2. We must also bring the gross margin back up. This, too, is related to improving the mix
between hardware and service revenues, because the service revenues offer much better
margins.
3. We plan to extend our Private Placement for another two month. The funds will enable
DCH to purchase the software company, and begin to market our hardware, and service
to their established clients.

Our financial plan seems agressive when compared to our past performance; however, it really
isn’t. We must use our sales force, and the dealers and consultants that have signed with us, to
jointly sell the S.E.A.T. Management program to its fullest potential. This program officially
started on July 1, 2003, and we have already closed sales in companies that we have not been
able to sell to in the past.
7.1 Important Assumptions

The financial plan depends on important assumptions, most of which are shown in the following
table. The key underlying assumptions are:

 We assume a slow-growth economy, without major recession.

 We assume of course that there are no unforeseen changes in technology to make
products immediately obsolete.
 We assume access to equity capital and financing sufficient to maintain our financial plan
as shown in the tables.

General Assumptions
Plan
Mont 1 2 3 4 5
h
Curre
nt
10.00 10.00 10.00 10.00 10.00
Inter
% % % % %
est
Rate
Long
-term
10.00 10.00 10.00 10.00 10.00
Inter
% % % % %
est
Rate
Tax 30.00 30.00 30.00 30.00 30.00
Rate % % % % %
Other 1 1 1 1 1
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.

Create your own business plan

7.2 Break-even Analysis

For our break-even analysis, we assume fixed costs and margins based on projections for the
coming year. We hope to attain high margin in the future. The chart shows what we need our
divisions to produce in revenueper month to break even, according to these assumptions.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Break-even Analysis
Monthly Units Break-
392
even
Monthly Revenue
$1,154,547
Break-even
Assumptions:
Average Per-Unit
$2,946.68
Revenue
Average Per-Unit
$884.01
Variable Cost
Estimated Monthly $808,183
Fixed Cost
7.3 Projected Profit and Loss

The most important assumption in the Projected Profit and Loss statement is the Gross Margin,
which is supposed to increase over the last year’s performance. The increase in Gross Margin is
based on changing our sales and marketing mix, and it is critical.

DCH is housed in the corporate administrative offices of KMCI, and does not have to pay rent,
utilities, office equipment depreciation and other insurance other than normal FICA, Social
Security, and Medicare on its employees. Month-by-month assumptions for profit and loss are
included in the appendices.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Pro Forma Profit and Loss

$61, $89, $132, $201, $309,
Sales 276, 464, 925,7 016,5 332,0
305 971 82 61 68
Direc
t $18, $26, $39,8 $60,3 $92,7
Cost 382, 839, 77,73 04,96 99,62
of 892 491 5 8 0
Sales
Othe
r
$3,0 $4,0
Costs $5,30 $7,00 $9,30
70,0 00,0
of 0,000 0,000 0,000
00 00
Good
s
Total
$21, $30, $45,1 $67,3 $102,
Cost
452, 839, 77,73 04,96 099,6
of
892 491 5 8 20
Sales
Gros
$39, $58, $87,7 $133, $207,
s
823, 625, 48,04 711,5 232,4
Marg
414 480 8 93 48
in
Gros
s 64.9 65.5 66.01 66.52 66.99
Marg 9% 3% % % %
in %
Expe
nses
Payr $297 $305 $320, $336, $353,
oll ,192 ,300 565 593 423
Divis
ions
payr $100 $1,00 $700, $900,
$0
oll ,000 0,000 000 000
(see
note)
Depr $30, $39,9 $52,8 $69,6
eciati $0 200, 00,00 00,00 00,00
on 000 0 0 0
Divis
ions
opera
$9,3 $12, $16,0 $21,1 $27,8
ting
00,0 000, 00,00 00,00 00,00
expe
00 000 0 0 0
nse
(see
note)
Payr $1,0 $300 $0 $400, $400,
oll
Taxe 00 ,000 000 000
s
Othe
$0 $0 $0 $0 $0
r
Tota
l
$9,6 $42, $57,2 $75,3 $99,0
Oper
98,1 805, 20,56 36,59 53,42
ating
92 300 5 3 3
Expe
nses
Profi
t
Befo
re $30, $15, $30,5 $58,3 $108,
Inter 125, 820, 27,48 75,00 179,0
est 222 180 3 0 25
and
Taxe
s
$30, $46, $70,4 $111, $177,
EBIT
125, 020, 27,48 175,0 779,0
DA
222 180 3 00 25
Inter
est $226 $593 $955, $414, ($53,
Expe ,065 ,613 776 155 823)
nse
Taxe
$8,9 $4,5 $17,3 $32,4
s $8,87
69,7 67,9 88,25 69,85
Incur 1,512
47 70 3 4
red
Net $20, $10, $20,7 $40,5 $75,7
Profi 929, 658, 00,19 72,59 62,99
t 409 597 5 1 4
Net
Profi 34.1 11.9 15.57 20.18 24.49
t/Sal 6% 1% % % %
es
7.4 Projected Cash Flow
The cash flow depends on assumptions of sales by the KMCI sales team, and on servicing our
existing clients. Our projected 60 day collection days is critical, and it is also reasonable. We do
need to assume somewhat standard receivables-based credit line, but aside from that, which is
supported entirely by receivables, we are not assuming any new borrowing, or funding to support
the KMCI operation. KMCI is self supporting.

We have not included the revenue of the proposed acquisition of the software company. The
software company does have, and has maintained a strong profit margin; however, we are too
early into the acquisition process to begin to forecast additional revenues coming from this
proposed acquisition.

Need actual charts?

We recommend using LivePlan as the easiest way to create graphs for your own business plan.

Create your own business plan

Pro Forma Cash Flow

Cash
Recei
ved
Cash
from
Opera
tions
$15, $22, $33,2 $50,2 $77,3
Cash
319, 366, 31,44 54,14 33,01
Sales
076 243 6 0 7
Cash
from $32, $60, $89,4 $134, $206,
Recei 062, 443, 33,90 687,2 427,4
vable 938 815 3 28 14
s
Subto
tal
$47, $82, $122, $184, $283,
Cash
382, 810, 665,3 941,3 760,4
from
014 057 48 68 31
Opera
tions
Addit
ional
Cash
Recei
ved
Sales
Tax,
VAT,
HST/ $0 $0 $0 $0 $0
GST
Recei
ved
New
Curre $8,0
$100
nt 00,0 $0 $0 $0
,000
Borro 00
wing
New
Other
Liabil
ities $0 $0 $0 $0 $0
(inter
est-
free)
New $0 $0 $0 $0 $0
Long-
term
Liabil
ities
Sales
of
Other
Curre $0 $0 $0 $0 $0
nt
Asset
s
Sales
of
Long-
$0 $0 $0 $0 $0
term
Asset
s
New
Invest
ment $0 $0 $0 $0 $0
Recei
ved
Subto
tal $47, $90, $122, $184, $283,
Cash 482, 810, 665,3 941,3 760,4
Recei 014 057 48 68 31
ved
Expe
FY FY FY FY FY
nditu
2004 2005 2006 2007 2008
res
Expe
nditur
es
from
Opera
tions
Cash
$297 $305 $320, $336, $353,
Spen
,192 ,300 565 593 423
ding
Bill $36, $52, $72,4 $108, $164,
Paym 105, 855, 30,64 121,7 893,9
ents 368 599 4 80 24
Subto
tal
$36, $53, $72,7 $108, $165,
Spent
402, 160, 51,20 458,3 247,3
on
560 899 9 73 47
Opera
tions
Addit
ional
Cash
Spent
Sales
Tax,
VAT,
HST/ $0 $0 $0 $0 $0
GST
Paid
Out
Princi
pal
Repa
ymen $10,0 ($1,5
t of $0 $0 $0 00,00 29,87
Curre 0 4)
nt
Borro
wing
Other
Liabil
ities
Princi $100 $100, $100, $35,4
$0
pal ,000 000 000 62
Repa
ymen
t
Long- $327 $360 $396, $436, $453,
term ,241 ,354 390 029 407
Liabil
ities
Princi
pal
Repa
ymen
t
Purch
ase
Other
$300 $900 $1,30 $4,00 $6,20
Curre
,000 ,000 0,000 0,000 0,000
nt
Asset
s
Purch
ase
Long- $180 $400 $2,70 $2,00 $6,20
term ,000 ,000 0,000 0,000 0,000
Asset
s
$20,0
Divid
$0 $0 $0 $0 00,00
ends
0
Subto
$37, $54, $77,2 $124, $196,
tal
309, 821, 47,59 994,4 606,3
Cash
801 254 9 02 42
Spent
Net $10, $35, $45,4 $59,9 $87,1
Cash 172, 988, 17,74 46,96 54,08
Flow 213 803 9 6 9
Cash $10, $46, $91,5 $151, $238,
Balan 179, 168, 86,47 533,4 687,5
ce 922 725 4 40 29
7.5 Projected Balance Sheet

The balance sheet is quite solid. We do not project any real trouble meeting our debt obligations–
as long as we can achieve our specific objectives.

Pro Forma Balance Sheet

Asse
ts
Curr
ent
Asse
ts
$10, $46,1 $91,5 $151, $238,
Cash 179, 68,72 86,47 533,4 687,5
922 5 4 40 29
Acco
unts $14, $21,1 $31,3 $47,4 $73,0
Rece 466, 21,31 81,74 56,94 28,57
ivabl 400 4 8 1 9
e
$3,4 $11,3 $17,3
Inve $5,03 $7,47
46,5 06,36 98,67
ntory 2,041 6,535
43 5 2
Othe
r
$12,8
Curr $493 $1,39 $2,69 $6,69
93,42
ent ,429 3,429 3,429 3,429
9
Asse
ts
Total
Curr $28, $73,7 $133, $216, $342,
ent 586, 15,50 138,1 990,1 008,2
Asse 294 9 86 75 08
ts
Long
-term
Asse
ts
Long
$1,6 $12,9
-term $2,05 $4,75 $6,75
59,4 59,49
Asse 9,498 9,498 9,498
98 8
ts
Accu
mula
$30,3 $70,2 $123, $192,
ted $166
66,00 66,00 066,0 666,0
Depr ,002
2 2 02 02
eciati
on
Total $1,4 ($28, ($65, ($116 ($179
Long 93,4 306,5 506,5 ,306,5 ,706,5
-term
Asse
96 04) 04) 04) 04)
ts
Total $30, $45,4 $67,6 $100, $162,
Asse 079, 09,00 31,68 683,6 301,7
ts 790 5 2 71 04
Liab
ilitie
s FY FY FY FY FY
and 2004 2005 2006 2007 2008
Capi
tal
Curr
ent
Liabi
lities
Acco
$7,0 $13,9
unts $4,10 $6,11 $9,13
69,2 48,59
Paya 0,266 9,138 4,565
94 9
ble
Curr
ent ($1,5
$470 $8,47 $8,47
Borr 29,87 $0
,126 0,126 0,126
owin 4)
g
Othe
r
Curr $235 $235, $135, $35,4
$0
ent ,462 462 462 62
Liabi
lities
Subt
otal
$7,7 $12,8 $14,7 $13,9
Curr $7,64
74,8 05,85 24,72 48,59
ent 0,153
82 4 6 9
Liabi
lities
Long
$1,6
-term $1,28 $889, $453,
46,1 $0
Liabi 5,826 436 407
80
lities
Total $9,4 $14,0 $15,6 $13,9
$8,09
Liabi 21,0 91,68 14,16 48,59
3,560
lities 62 0 2 9
Paid-
in $676 $676, $676, $676, $676,
Capit ,193 193 193 193 193
al
Retai
($94 $19,9 $30,6 $51,3 $71,9
ned
6,87 82,53 41,13 41,32 13,91
Earni
4) 5 2 7 8
ngs
$20, $10,6 $20,7 $40,5 $75,7
Earni
929, 58,59 00,19 72,59 62,99
ngs
409 7 5 1 4
Total $20, $31,3 $52,0 $92,5 $148,
Capit 658, 17,32 17,52 90,11 353,1
al 728 5 0 1 05
Total
Liabi
$30, $45,4 $67,6 $100, $162,
lities
079, 09,00 31,68 683,6 301,7
and
790 5 2 71 04
Capit
al
Net $20, $31,3 $52,0 $92,5 $148,
Wort 658, 17,32 17,52 90,11 353,1
h 728 5 0 1 05
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.

Create your own business plan

7.6 Business Ratios

The following table outlines some of the more important ratios from the Office Computer
Automation Systems Integration industry. The final column, Industry Profile, details specific
ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code,
7373.0202.

Ratio Analysis
Sales 229
46.0 48.5 51.2 53.8 9.5
Grow 6.36
0% 8% 2% 8% 3%
th %
Perc
ent
of
Total
Asset
s
Acco
27.
unts 48.0 46.5 46.4 47.1 45.0
73
Recei 9% 1% 0% 3% 0%
%
vable
Inven 11.4 11.0 11.0 11.2 10.7 5.1
tory 6% 8% 5% 3% 2% 5%
Other
Curre 47.
1.64 3.07 3.98 6.65 7.94
nt 52
% % % % %
Asset %
s
Total
Curre 80.
95.0 162. 196. 215. 210.
nt 40
3% 34% 86% 52% 72%
Asset %
s
Long
- - - - 19.
-term 4.97
62.3 96.8 115. 110. 60
Asset %
4% 6% 52% 72% %
s
Total 10
100. 100. 100. 100. 100.
Asset 0.0
00% 00% 00% 00% 00%
s 0%
Curre
35.
nt 25.8 28.2 21.7 7.59 8.59
94
Liabi 5% 0% 7% % %
%
lities
Long
21.
-term 5.47 2.83 1.32 0.45 0.00
59
Liabi % % % % %
%
lities
Total 57.
31.3 31.0 23.0 8.04 8.59
Liabi 53
2% 3% 9% % %
lities %
Net 42.
68.6 68.9 76.9 91.9 91.4
Wort 47
8% 7% 1% 6% 1%
h %
Perc
ent
of
Sales
10
100. 100. 100. 100. 100.
Sales 0.0
00% 00% 00% 00% 00%
0%
Gros
10
s 64.9 65.5 66.0 66.5 66.9
0.0
Marg 9% 3% 1% 2% 9%
0%
in
Selli
ng,
Gene
ral & 82.
21.5 21.3 21.2 21.1 21.1
Admi 72
5% 7% 5% 7% 1%
nistra %
tive
Expe
nses
Adve
rtisin
0.00 0.00 0.00 0.00 0.00 1.1
g
% % % % % 9%
Expe
nses
Profit 49.1 17.6 22.9 29.0 34.9 0.9
Befor
e
Inter
est 6% 8% 7% 4% 7% 4%
and
Taxe
s
Main
Rati
os
Curre 28.4 24.5 1.7
3.68 5.76 9.04
nt 0 2 2
Quic 26.9 23.2 1.3
3.23 5.36 8.53
k 2 7 6
Total
Debt
to 31.3 31.0 23.0 8.04 8.59 1.5
Total 2% 3% 9% % % 0%
Asset
s
Pre-
tax
Retur 65.
144. 48.6 56.8 62.6 72.9
n on 79
73% 2% 5% 0% 6%
Net %
Wort
h
Pre-
tax
Retur 99.4 33.5 43.7 57.5 66.6 4.3
n on 0% 3% 2% 7% 9% 9%
Asset
s
Addi
tiona FY FY
FY FY FY
l 200 200
2006 2007 2008
Rati 4 5
os
Net 34.1 11.9 15.5 20.1 24.4 n.a
Profit 6% 1% 7% 8% 9%
Marg
in
Retur
n on 101. 34.0 39.7 43.8 51.0
n.a
Equit 31% 3% 9% 2% 7%
y
Activ
ity
Rati
os
Acco
unts
Recei
3.18 3.18 3.18 3.18 3.18 n.a
vable
Turn
over
Colle
ction 55 97 96 95 95 n.a
Days
Inven
tory 10.9
6.33 6.38 6.42 6.47 n.a
Turn 1
over
Acco
unts
Paya 12.1 12.1 12.1 12.1
6.08 n.a
ble 7 7 7 7
Turn
over
Paym
ent 27 41 25 25 25 n.a
Days
Total
Asset
2.04 1.97 1.97 2.00 1.91 n.a
Turn
over
Debt
Rati
os
Debt 0.46 0.45 0.30 0.09 0.09 n.a
to
Net
Wort
h
Curre
nt
Liab. 0.83 0.91 0.94 0.94 1.00 n.a
to
Liab.
Liqu
idity
Rati
os
Net
Work $20, $60, $118 $209 $328
ing 811, 909, ,413, ,350, ,059, n.a
Capit 413 655 460 022 609
al
Inter
est 133. 26.6 31.9 140.
0.00 n.a
Cove 26 5 4 95
rage
Addi
tiona
l
Rati
os
Asset
s to 0.49 0.51 0.51 0.50 0.52 n.a
Sales
Curre
nt
Debt/
26% 28% 22% 8% 9% n.a
Total
Asset
s
Acid 20.7 18.0
1.37 3.71 6.40 n.a
Test 1 4
Sales 2.97 2.86 2.56 2.17 2.09 n.a
/Net
Wort
h
Divid
end
0.00 0.00 0.00 0.00 0.26 n.a
Payo
ut
7.7 Long-term Plan

We expect to increase our KMCI sales substantially by 2008, while also increasing gross
margin. To achieve this will require the sales force to sell reasonable numbers of units each
month. In the past our greatest problem was simply that our sales force was not effective. We
have designed and implemented programs to correct this problem, and it has been working.
Appendix

Sales Forecast
Uni
t
Sal
es
Bas
0
ic 75 100 125 180 210 220 250 275 290 300 320 340
%
PC
Inte
rme
0
diat 100 110 120 140 150 180 200 250 300 340 370 370
%
e
PC
Po
0
wer 120 130 140 160 180 200 220 240 260 280 300 320
%
PC
Lap 0
25 50 75 100 125 160 180 200 220 240 260 280
top %
Bas
ic 0
100 120 140 150 160 170 180 190 200 220 240 260
Prin %
ter
Inte 0 50 75 100 125 150 200 250 300 325 350 380 400
rme %
diat
e
Prin
ter
Po
wer 0
20 40 60 80 100 150 200 250 300 325 350 400
Prin %
ter
Bas
ic
Net
0
wor 10 20 30 40 50 60 80 100 150 200 250 300
%
k
Ser
ver
Inte
rme
diat
e
0
Net 25 30 35 40 45 50 125 150 200 250 300 350
%
wor
k
Ser
ver
Po
wer
Net
0
wor 10 20 30 40 50 75 95 105 125 130 145 190
%
k
Ser
ver
Oth 0
0 0 0 0 0 0 0 0 0 0 0 0
er %
Tot
al
Uni 1,0 1,2 1,4 1,7 2,0 2,3 2,6 2,9 3,2
535 695 855
t 55 20 65 80 60 70 35 15 10
Sal
es
Uni Fe Ma Ap Ma Ju Jul Au Se Oc No De Jan
t b r r y n g p t v c
Pri
ces
Bas $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
ic 634 634 634 634 634 634 634 634 634 634 634 634
PC .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
Inte
rme $2, $2, $2, $2, $2, $2, $2, $2, $2, $2, $2, $2,
diat 523 523 523 523 523 523 523 523 523 523 523 523
e .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
PC
Po $3, $3, $3, $3, $3, $3, $3, $3, $3, $3, $3, $3,
wer 212 212 212 212 212 212 212 212 212 212 212 212
PC .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
$2, $2, $2, $2, $2, $2, $2, $2, $2, $2, $2, $2,
Lap
483 483 483 483 483 483 483 483 483 483 483 483
top
.00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
Bas
$46 $46 $46 $46 $46 $46 $46 $46 $46 $46 $46 $46
ic
5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0
Prin
0 0 0 0 0 0 0 0 0 0 0 0
ter
Inte
rme
$1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
diat
393 393 393 393 393 393 393 393 393 393 393 393
e
.00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
Prin
ter
Po
$3, $3, $3, $3, $3, $3, $3, $3, $3, $3, $3, $3,
wer
368 368 368 368 368 368 368 368 368 368 368 368
Prin
.00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
ter
Bas
ic
Net $3, $3, $3, $3, $3, $3, $3, $3, $3, $3, $3, $3,
wor 883 883 883 883 883 883 883 883 883 883 883 883
k .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
Ser
ver
Inte $6, $6, $6, $6, $6, $6, $6, $6, $6, $6, $6, $6,
rme 351 351 351 351 351 351 351 351 351 351 351 351
diat .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
e
Net
wor
k
Ser
ver
Po
wer
Net $9, $9, $9, $9, $9, $9, $9, $9, $9, $9, $9, $9,
wor 573 573 573 573 573 573 573 573 573 573 573 573
k .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00
Ser
ver
Oth $0. $0. $0. $0. $0. $0. $0. $0. $0. $0. $0. $0.
er 00 00 00 00 00 00 00 00 00 00 00 00
Sal
es
Bas $12 $16 $20 $29 $34 $35 $40 $44 $47 $49 $52 $55
ic 2,5 3,4 4,2 4,1 3,1 9,4 8,5 9,3 3,8 0,2 2,8 5,5
PC 50 00 50 20 40 80 00 50 60 00 80 60
Inte
rme $25 $27 $30 $35 $37 $45 $50 $63 $75 $85 $93 $93
diat 2,3 7,5 2,7 3,2 8,4 4,1 4,6 0,7 6,9 7,8 3,5 3,5
e 00 30 60 20 50 40 00 50 00 20 10 10
PC
$1,
Po $38 $41 $44 $51 $57 $64 $70 $77 $83 $89 $96
027
wer 5,4 7,5 9,6 3,9 8,1 2,4 6,6 0,8 5,1 9,3 3,6
,84
PC 40 60 80 20 60 00 40 80 20 60 00
0
$62 $12 $18 $24 $31 $39 $44 $49 $54 $59 $64 $69
Lap
,07 4,1 6,2 8,3 0,3 7,2 6,9 6,6 6,2 5,9 5,5 5,2
top
5 50 25 00 75 80 40 00 60 20 80 40
Bas
$46 $55 $65 $69 $74 $79 $83 $88 $93 $10 $11 $12
ic
,50 ,80 ,10 ,75 ,40 ,05 ,70 ,35 ,00 2,3 1,6 0,9
Prin
0 0 0 0 0 0 0 0 0 00 00 00
ter
Inte $69 $10 $13 $17 $20 $27 $34 $41 $45 $48 $52 $55
rme ,65 4,4 9,3 4,1 8,9 8,6 8,2 7,9 2,7 7,5 9,3 7,2
diat 0 75 00 25 50 00 50 00 25 50 40 00
e
Prin
ter
Po $1, $1, $1, $1,
$67 $13 $20 $26 $33 $50 $67 $84
wer 010 094 178 347
,36 4,7 2,0 9,4 6,8 5,2 3,6 2,0
Prin ,40 ,60 ,80 ,20
0 20 80 40 00 00 00 00
ter 0 0 0 0
Bas
ic
$1,
Net $38 $77 $11 $15 $19 $23 $31 $38 $58 $77 $97
164
wor ,83 ,66 6,4 5,3 4,1 2,9 0,6 8,3 2,4 6,6 0,7
,90
k 0 0 90 20 50 80 40 00 50 00 50
0
Ser
ver
Inte
rme
diat
$1, $1, $1, $2,
e $15 $19 $22 $25 $28 $31 $79 $95
270 587 905 222
Net 8,7 0,5 2,2 4,0 5,7 7,5 3,8 2,6
,20 ,75 ,30 ,85
wor 75 30 85 40 95 50 75 50
0 0 0 0
k
Ser
ver
Po
wer
$1, $1, $1, $1, $1,
Net $95 $19 $28 $38 $47 $71 $90
005 196 244 388 818
wor ,73 1,4 7,1 2,9 8,6 7,9 9,4
,16 ,62 ,49 ,08 ,87
k 0 60 90 20 50 75 35
5 5 0 5 0
Ser
ver
Oth
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
er
Tot $1, $1, $2, $2, $3, $3, $5, $6, $7, $8, $9, $10
al 299 737 175 715 188 984 186 041 217 136 149 ,44
Sal ,21 ,28 ,36 ,15 ,87 ,65 ,18 ,94 ,54 ,59 ,44 4,0
es 0 5 0 5 0 5 0 5 0 0 5 70
Dir
ect
Uni Fe Ma Ap Ma Ju Au Se Oc No De
Jul Jan
t b r r y n g p t v c
Cos
ts
Bas 0. $49 $49 $49 $49 $49 $49 $49 $49 $49 $49 $49 $49
 0
ic 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
0
PC 0 0 0 0 0 0 0 0 0 0 0 0
%
Inte
0.
rme $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75
0
diat 6.9 6.9 6.9 6.9 6.9 6.9 6.9 6.9 6.9 6.9 6.9 6.9
0
e 0 0 0 0 0 0 0 0 0 0 0 0
%
PC
0.
Po $96 $96 $96 $96 $96 $96 $96 $96 $96 $96 $96 $96
0
wer 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6
0
PC 0 0 0 0 0 0 0 0 0 0 0 0
%
0.
$74 $74 $74 $74 $74 $74 $74 $74 $74 $74 $74 $74
Lap 0
4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9
top 0
0 0 0 0 0 0 0 0 0 0 0 0
%
Bas 0.
$13 $13 $13 $13 $13 $13 $13 $13 $13 $13 $13 $13
ic 0
9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5 9.5
Prin 0
0 0 0 0 0 0 0 0 0 0 0 0
ter %
Inte
rme 0.
$41 $41 $41 $41 $41 $41 $41 $41 $41 $41 $41 $41
diat 0
7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9 7.9
e 0
0 0 0 0 0 0 0 0 0 0 0 0
Prin %
ter
Po 0.
$1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
wer 0
010 010 010 010 010 010 010 010 010 010 010 010
Prin 0
.40 .40 .40 .40 .40 .40 .40 .40 .40 .40 .40 .40
ter %
Bas
ic
0.
Net $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
0
wor 164 164 164 164 164 164 164 164 164 164 164 164
0
k .90 .90 .90 .90 .90 .90 .90 .90 .90 .90 .90 .90
%
Ser
ver
Inte 0. $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
rme 0 905 905 905 905 905 905 905 905 905 905 905 905
diat 0 .30 .30 .30 .30 .30 .30 .30 .30 .30 .30 .30 .30
e
Net
wor
k %
Ser
ver
Po
wer
0.
Net $2, $2, $2, $2, $2, $2, $2, $2, $2, $2, $2, $2,
0
wor 871 871 871 871 871 871 871 871 871 871 871 871
0
k .90 .90 .90 .90 .90 .90 .90 .90 .90 .90 .90 .90
%
Ser
ver
0.
Oth 0 $0. $0. $0. $0. $0. $0. $0. $0. $0. $0. $0. $0.
er 0 00 00 00 00 00 00 00 00 00 00 00 00
%
Dir
ect
Cos
t of
Sal
es
Bas $36 $49 $61 $88 $10 $10 $12 $13 $14 $14 $15 $16
ic ,76 ,02 ,27 ,23 2,9 7,8 2,5 4,8 2,1 7,0 6,8 6,6
PC 5 0 5 6 42 44 50 05 58 60 64 68
Inte
rme $75 $83 $90 $10 $11 $13 $15 $18 $22 $25 $28 $28
diat ,69 ,25 ,82 5,9 3,5 6,2 1,3 9,2 7,0 7,3 0,0 0,0
e 0 9 8 66 35 42 80 25 70 46 53 53
PC
Po $11 $12 $13 $15 $17 $19 $21 $23 $25 $26 $28 $30
wer 5,6 5,2 4,9 4,1 3,4 2,7 1,9 1,2 0,5 9,8 9,0 8,3
PC 32 68 04 76 48 20 92 64 36 08 80 52
$18 $37 $55 $74 $93 $11 $13 $14 $16 $17 $19 $20
Lap
,62 ,24 ,86 ,49 ,11 9,1 4,0 8,9 3,8 8,7 3,6 8,5
top
3 5 8 0 3 84 82 80 78 76 74 72
Bas
$13 $16 $19 $20 $22 $23 $25 $26 $27 $30 $33 $36
ic
,95 ,74 ,53 ,92 ,32 ,71 ,11 ,50 ,90 ,69 ,48 ,27
Prin
0 0 0 5 0 5 0 5 0 0 0 0
ter
Inte
rme
$20 $31 $41 $52 $62 $83 $10 $12 $13 $14 $15 $16
diat
,89 ,34 ,79 ,23 ,68 ,58 4,4 5,3 5,8 6,2 8,8 7,1
e
5 3 0 8 5 0 75 70 18 65 02 60
Prin
ter
Po
$20 $40 $60 $80 $10 $15 $20 $25 $30 $32 $35 $40
wer
,20 ,41 ,62 ,83 1,0 1,5 2,0 2,6 3,1 8,3 3,6 4,1
Prin
8 6 4 2 40 60 80 00 20 80 40 60
ter
Bas
ic
Net $11 $23 $34 $46 $58 $69 $93 $11 $17 $23 $29 $34
wor ,64 ,29 ,94 ,59 ,24 ,89 ,19 6,4 4,7 2,9 1,2 9,4
k 9 8 7 6 5 4 2 90 35 80 25 70
Ser
ver
Inte
rme
diat
e $47 $57 $66 $76 $85 $95 $23 $28 $38 $47 $57 $66
Net ,63 ,15 ,68 ,21 ,73 ,26 8,1 5,7 1,0 6,3 1,5 6,8
wor 3 9 6 2 9 5 63 95 60 25 90 55
k
Ser
ver
Po
wer
Net $28 $57 $86 $11 $14 $21 $27 $30 $35 $37 $41 $54
wor ,71 ,43 ,15 4,8 3,5 5,3 2,8 1,5 8,9 3,3 6,4 5,6
k 9 8 7 76 95 93 31 50 88 47 26 61
Ser
ver
Oth
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
er
Sub $38 $52 $65 $81 $95 $1, $1, $1, $2, $2, $2, $3,
tota 9,7 1,1 2,6 4,5 6,6 195 555 812 165 440 744 133
l 63 86 08 47 61 ,39 ,85 ,58 ,26 ,97 ,83 ,22
Dir 7 4 4 2 7 4 1
ect
Cos
t of
Sal
es
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.

Create your own business plan

Personnel Plan
Kit
Pu
ma
–
Ch
$8 $8 $5 $8 $8 $8 $8 $8 $8 $8 $8 $8
air 0
,5 ,5 ,8 ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5
ma %
00 00 00 00 00 00 00 00 00 00 00 00
n
of
the
Bo
ard
Ly
nx
Ca
rac
al
$4 $4 $4 $4 $4 $4 $4 $4 $4 $4 $4 $4
– 0
,1 ,1 ,1 ,1 ,1 ,1 ,1 ,1 ,1 ,1 ,1 ,1
Pre %
66 66 66 66 66 66 66 66 66 66 66 66
sid
ent
&
CE
O
Ne 0 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3
ve %,9 ,9 ,9 ,9 ,9 ,9 ,9 ,9 ,9 ,9 ,9 ,9
Pal 50 50 50 50 50 50 50 50 50 50 50 50
en
qu
e–
Vi
ce
Pre
sid
ent
Fel
ida
e
Ka
lak $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3
0
mu ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7
%
l – 50 50 50 50 50 50 50 50 50 50 50 50
Se
cre
tar
y
Pa
nth
era
Do
s
Pil $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1
0
as, ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5 ,5
%
CP 00 00 00 00 00 00 00 00 00 00 00 00
A
–
Tre
asu
rer
Ma
rke
tin
g
Dir
$3 $3 $3 $3 $3 $3 $3 $3 $3 $3
ect 0
$0 $0 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7 ,7
or %
50 50 50 50 50 50 50 50 50 50
(no
t
yet
hir
ed)
Ot 0$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
her %
Tot
al
Pe 4 4 4 4 4 4 4 4 4 4 4 4
opl
e
Tot
$2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $2
al
1, 1, 2, 5, 5, 5, 5, 5, 5, 5, 5, 5,
Pa
86 86 91 61 61 61 61 61 61 61 61 61
yro
6 6 6 6 6 6 6 6 6 6 6 6
ll
General Assumptions
Pla
n
M 1 2 3 4 5 6 7 8 9 10 11 12
ont
h
Cu
rre
nt 10 10 10 10 10 10 10 10 10 10 10
10.
Int .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0
00
ere 0 0 0 0 0 0 0 0 0 0 0
%
st %% % % % % % % % % %
Ra
te
Lo
ng-
ter
10 10 10 10 10 10 10 10 10 10 10
m 10.
.0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0
Int 00
0 0 0 0 0 0 0 0 0 0 0
ere %
%% % % % % % % % % %
st
Ra
te
Ta 30 30 30 30 30 30 30 30 30 30 30
30.
x .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0
00
Ra 0 0 0 0 0 0 0 0 0 0 0
%
te %% % % % % % % % % %
Ot
1 1 1 1 1 1 1 1 1 1 1 1
her
Pro Forma Profit and Loss
$1, $2, $2, $3, $3, $5, $6, $7, $8, $9, $10
$1,2
Sal 737 17 71 18 98 18 04 21 13 14 ,44
99,2
es ,28 5,3 5,1 8,8 4,6 6,1 1,9 7,5 6,5 9,4 4,0
10
5 60 55 70 55 80 45 40 90 45 70
Dir
ect $6 $8 $9 $1, $1, $1, $2, $2, $2, $3,
$52
Cos $389 52, 14, 56, 19 55 81 16 44 74 133
1,1
t of ,763 60 54 66 5,3 5,8 2,5 5,2 0,9 4,8 ,22
86
Sal 8 7 1 97 54 84 62 77 34 1
es
Oth
er
$1 $1 $1 $2 $2 $3 $3 $4 $4
Cos $90 $52
5 $60, 10, 40, 60, 00, 60, 00, 60, 10, 60,
ts ,00 0,0
%000 00 00 00 00 00 00 00 00 00
of 0 00
0 0 0 0 0 0 0 0 0
Go
ods
Tot
al $7 $9 $1, $1, $1, $2, $2, $2, $3, $3,
$61
Cos $449 62, 54, 11 39 81 11 52 85 20 653
1,1
t of ,763 60 54 6,6 5,3 5,8 2,5 5,2 0,9 4,8 ,22
86
Sal 8 7 61 97 54 84 62 77 34 1
es
Gro $1, $1, $1, $2, $2, $3, $3, $4, $5, $5, $6,
ss $849 126 41 76 07 58 37 92 69 28 94 790
Mar ,447 ,10 2,7 0,6 2,2 9,2 0,3 9,3 2,2 5,6 4,6 ,84
gin 0 52 09 09 59 26 62 78 13 12 9
Gro
ss 64. 64. 64. 64. 64. 64. 65. 65. 64. 64. 65.
65.3
Mar 82 94 84 98 98 99 03 01 96 97 02
8%
gin % % % % % % % % % % %
%
Ex
pen
ses
$21 $2 $2 $2 $2 $2 $2 $2 $2 $2 $25
Pay $21,
,86 2,9 5,6 5,6 5,6 5,6 5,6 5,6 5,6 5,6 ,61
roll 866
6 16 16 16 16 16 16 16 16 16 6
Div 2 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10
isio
ns
pay
0 0,0
roll
% 00
(see
not
e)
Dep
reci 1
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
atio %
n
Div
isio
ns
ope
rati $3 $4 $5 $6 $8 $9 $1, $1, $1, $1,
3 $30
ng $200 00, 00, 00, 00, 00, 00, 10 20 40 600
8 0,0
exp ,000 00 00 00 00 00 00 0,0 0,0 0,0 ,00
% 00
ens 0 0 0 0 0 0 00 00 00 0
e
(see
not
e)
Pay
1
roll $1,
5 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tax 000
%
es
Oth 1
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
er %
Tot
al
Op $3 $4 $5 $6 $8 $9 $1, $1, $1, $1,
$32
era $221 22, 25, 25, 25, 25, 25, 12 22 42 726
1,8
ting ,866 91 61 61 61 61 61 5,6 5,6 5,6 ,61
66
Ex 6 6 6 6 6 6 16 16 16 6
pen
ses
Pro $627 $80 $1, $1, $1, $1, $2, $3, $3, $4, $4, $5,
fit ,581 4,2 08 33 54 96 54 00 56 05 51 064
Bef 34 9,8 4,9 6,5 3,6 4,7 3,7 6,6 9,9 8,9 ,23
ore 36 93 93 43 10 46 62 97 96 3
Inte
rest
and
Tax
es
$1, $1, $1, $1, $2, $3, $3, $4, $4, $5,
EBI $80
$627 08 33 54 96 54 00 56 05 51 064
TD 4,2
,581 9,8 4,9 6,5 3,6 4,7 3,7 6,6 9,9 8,9 ,23
A 34
36 93 93 43 10 46 62 97 96 3
Inte
rest $19 $1 $1 $1 $1 $1 $1 $1 $1 $1 $17
$19,
Exp ,92 9,7 9,4 9,2 9,0 8,8 8,5 8,3 8,1 7,8 ,63
313
ens 7 06 84 60 33 05 75 43 09 74 6
e
Tax
$3 $3 $4 $5 $7 $8 $1, $1, $1, $1,
es $23
$182 21, 94, 58, 83, 57, 95, 06 21 35 513
Inc 5,2
,481 03 65 20 38 77 55 4,4 2,5 0,3 ,97
urre 92
9 3 0 3 1 1 96 66 37 9
d
$7 $9 $1, $1, $1, $2, $2, $2, $3, $3,
Net $54
$425 49, 20, 06 36 76 08 48 82 15 532
Pro 9,0
,788 09 85 9,1 1,2 8,1 9,6 3,8 9,3 0,7 ,61
fit 15
1 6 33 26 33 19 23 21 85 8
Net
Pro 31. 34. 33. 33. 34. 34. 34. 34. 34. 34. 33.
32.7
fit/ 60 44 92 53 16 09 59 41 77 44 82
7%
Sal % % % % % % % % % % %
es
Pro Forma Cash Flow
Cas
h
Rece
ived
Cash
from
Oper
ation
s
Cash $3 $4 $5 $6 $7 $9 $1, $1, $1, $2, $2, $2,
Sale 24, 34, 43, 78, 97, 96, 29 51 80 03 28 611
s 80 32 84 78 21 16 6,5 0,4 4,3 4,1 7,3 ,01
 3 1 0 9 8 4 45 86 85 48 61 8
Cash
$2 $3 $9 $1, $1, $2, $2, $3, $3, $4, $5, $6,
from
86, 18, 85, 31 64 04 41 01 91 56 43 127
Rece
05 53 35 3,9 5,0 8,2 1,5 8,5 1,0 0,8 6,1 ,76
ivabl
5 5 9 16 15 09 47 29 29 49 31 4
es
Subt
otal
$6 $7 $1, $1, $2, $3, $3, $4, $5, $6, $7, $8,
Cash
10, 52, 52 99 44 04 70 52 71 59 72 738
from
85 85 9,1 2,7 2,2 4,3 8,0 9,0 5,4 4,9 3,4 ,78
Oper
7 6 99 04 32 73 92 16 14 96 93 1
ation
s
Addi
tiona
l
Cash
Rece
ived
Sale
s
Tax,
VAT
0.
,
00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST
%
/GS
T
Rece
ived
New
Curr $1
ent 00,
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borr 00
owin 0
g
New $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Othe
r
Liab
ilitie
s
(inte
rest-
free)
New
Lon
g-
term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liab
ilitie
s
Sale
s of
Othe
r
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Curr
ent
Asse
ts
Sale
s of
Lon
g- $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
term
Asse
ts
New
Inve
stme
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
nt
Rece
ived
Subt
$6 $8 $1, $1, $2, $3, $3, $4, $5, $6, $7, $8,
otal
10, 52, 52 99 44 04 70 52 71 59 72 738
Cash
85 85 9,1 2,7 2,2 4,3 8,0 9,0 5,4 4,9 3,4 ,78
Rece
7 6 99 04 32 73 92 16 14 96 93 1
ived
Exp
endi Fe M Ap Ma Ju Au Se Oc No De
Jul Jan
ture b ar r y n g p t v c
s
Expe
nditu
res
from
Oper
ation
s
Cash $2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $25
Spen 1,8 1,8 2,9 5,6 5,6 5,6 5,6 5,6 5,6 5,6 5,6 ,61
ding 66 66 16 16 16 16 16 16 16 16 16 6
Bill $1 $8 $1, $1, $1, $2, $2, $3, $4, $5, $5, $6,
Pay 92, 09, 31 56 95 27 89 80 23 11 60 340
ment 42 98 8,8 1,2 6,9 0,7 1,3 2,9 8,6 2,3 9,0 ,81
s 6 4 68 15 36 79 72 40 77 44 17 2
Subt
otal
$2 $8 $1, $1, $1, $2, $2, $3, $4, $5, $5, $6,
Spen
14, 31, 34 58 98 29 91 82 26 13 63 366
t on
29 85 1,7 6,8 2,5 6,3 6,9 8,5 4,2 7,9 4,6 ,42
Oper
2 0 84 31 52 95 88 56 93 60 33 8
ation
s
Addi
tiona
l
Cash
Spen
t
Sale
s
Tax,
VAT
,
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST
/GS
T
Paid
Out
Prin $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
cipal
Repa
yme
nt of
Curr
ent
Borr
owin
g
Othe
r
Liab
ilitie $1
s 00,
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Prin 00
cipal 0
Repa
yme
nt
Lon
g-
term
Liab
ilitie $2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $28
s 6,0 6,2 6,4 6,6 6,9 7,1 7,3 7,6 7,8 8,0 8,2 ,53
Prin 43 60 79 99 22 46 72 00 30 62 96 2
cipal
Repa
yme
nt
Purc
hase
Othe
$2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $2 $25
r
5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 ,00
Curr
00 00 00 00 00 00 00 00 00 00 00 0
ent
Asse
ts
Purc
hase
Lon $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $15
g- 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 ,00
term 00 00 00 00 00 00 00 00 00 00 00 0
Asse
ts
Divi
dend $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
s
Subt
$3 $8 $1, $1, $2, $2, $2, $3, $4, $5, $5, $6,
otal
80, 98, 40 65 04 36 98 89 33 20 70 434
Cash
33 10 8,2 3,5 9,4 3,5 4,3 6,1 2,1 6,0 2,9 ,96
Spen
4 9 62 30 74 41 60 56 23 22 30 0
t
Net
$2 $1 $3 $3 $6 $7 $6 $1, $1, $2, $2,
Cas ($4
30, 20, 39, 92, 80, 23, 32, 38 38 02 303
h 5,2
52 93 17 75 83 73 85 3,2 8,9 0,5 ,82
Flo 53)
3 7 5 8 2 2 9 91 74 63 2
w
$2 $1 $3 $6 $1, $1, $2, $3, $4, $5, $7, $10
Cash
38, 92, 13, 53, 04 72 45 08 46 85 87 ,17
Bala
23 97 91 09 5,8 6,6 0,4 3,2 6,5 5,5 6,1 9,9
nce
2 8 6 0 49 80 12 72 63 37 00 22
Need real financials

We recommend using LivePlan as the easiest way to create automatic financials for your own
business plan.

Create your own business plan

Pro Forma Balance Sheet

Sta
rti
Ass ng
ets Bal
an
ces
Cur
rent
Ass
ets
$1 $6 $1, $1, $2, $3, $4, $5, $7, $10
$7, $23 $31
Cas 92, 53, 045 726 450 083 466 855 876 ,17
70 8,2 3,9
h 97 09 ,84 ,68 ,41 ,27 ,56 ,53 ,10 9,9
9 32 16
8 0 9 0 2 2 3 7 0 22
Acc $5 $1, $2, $2, $3, $4, $5, $6, $8, $9, $11 $12 $14
ount
s 72, 260 24 891 61 360 300 778 291 793 ,33 ,76 ,46
Rec 10 ,46 4,8 ,05 3,5 ,14 ,42 ,51 ,43 ,56 5,1 1,1 6,4
eiva 9 2 91 2 02 0 2 0 9 5 59 12 00
ble
$4 $5 $8 $1, $1, $1, $1, $2, $2, $3, $3,
Inve $42 $71
87, 73, 96, 052 314 711 993 381 685 019 446
ntor 8,7 7,8
58 30 00 ,32 ,93 ,43 ,84 ,78 ,07 ,31 ,54
y 39 69
7 4 1 7 6 9 2 8 5 7 3
Oth
er $1 $2 $2
$21 $26 $31 $34 $36 $39 $41 $44 $46 $49
Cur 93, 43, 93,
8,4 8,4 8,4 3,4 8,4 3,4 8,4 3,4 8,4 3,4
rent 42 42 42
29 29 29 29 29 29 29 29 29 29
Ass 9 9 9
ets
Tot
al $1, $2, $3, $4, $5, $6, $8, $11 $13 $17 $20 $24 $28
Cur 26 145 25 191 45 776 685 ,30 ,76 ,06 ,31 ,12 ,58
rent 0,8 ,86 4,6 ,26 6,0 ,74 ,46 8,7 1,9 0,3 9,2 4,9 6,2
Ass 34 2 02 5 23 5 8 91 82 45 00 57 94
ets
Lon
g-
ter
m
Ass
ets
Lon
g- $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
ter 47 494 50 524 53 554 569 584 599 614 629 644 659
m 9,4 ,49 9,4 ,49 9,4 ,49 ,49 ,49 ,49 ,49 ,49 ,49 ,49
Ass 98 8 98 8 98 8 8 8 8 8 8 8 8
ets
Acc
umu
late $1 $1 $1
$16 $16 $16 $16 $16 $16 $16 $16 $16 $16
d 66, 66, 66,
6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0
Dep 00 00 00
02 02 02 02 02 02 02 02 02 02
reci 2 2 2
atio
n
Tot
al
Lon $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
g- 31 328 34 358 37 388 403 418 433 448 463 478 493
ter 3,4 ,49 3,4 ,49 3,4 ,49 ,49 ,49 ,49 ,49 ,49 ,49 ,49
m 96 6 96 6 96 6 6 6 6 6 6 6 6
Ass
ets
Tot $2, $3, $4, $5, $6, $8, $10 $12 $15 $18 $21 $25 $30
al 57 474 59 549 82 165 ,08 ,72 ,19 ,50 ,78 ,60 ,07
Ass 4,3 ,35 8,0 ,76 9,5 ,24 8,9 7,2 5,4 8,8 2,6 3,4 9,7
ets 30 8 98 1 19 1 64 87 78 41 96 53 90
Lia
bilit
ies Fe Ma Ap Ma Ju Au No
Jul Sep Oct Dec Jan
and b r r y n g v
Cap
ital
Cur
rent
Lia
bilit
ies
Acc
$1 $1, $1, $1, $2, $2, $3, $4, $4, $5, $6, $7,
ount $76
66, 26 496 88 175 765 662 068 926 398 097 069
s 6,2
00 7,2 ,32 1,9 ,43 ,07 ,63 ,80 ,17 ,77 ,04 ,29
Pay 85
2 70 1 21 2 4 6 9 9 5 3 4
able
Cur
$3 $4 $4
rent $37 $47 $47 $47 $47 $47 $47 $47 $47 $47
70, 70, 70,
Bor 0,1 0,1 0,1 0,1 0,1 0,1 0,1 0,1 0,1 0,1
12 12 12
row 26 26 26 26 26 26 26 26 26 26
6 6 6
ing
Oth
er
$3 $2 $2
Cur $23 $23 $23 $23 $23 $23 $23 $23 $23 $23
35, 35, 35,
rent 5,4 5,4 5,4 5,4 5,4 5,4 5,4 5,4 5,4 5,4
46 46 46
Lia 62 62 62 62 62 62 62 62 62 62
2 2 2
bilit
ies
Sub $8 $1, $1, $2, $2, $2, $3, $4, $4, $5, $6, $6, $7,
total
Cur
71, 371 97 201 58 881 470 368 774 631 104 802 774
rent
59 ,87 2,8 ,90 7,5 ,02 ,66 ,22 ,39 ,76 ,36 ,63 ,88
Lia
0 3 58 9 09 0 2 4 7 7 3 1 2
bilit
ies
Lon
g-
$1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1, $1,
ter
97 947 92 894 86 841 813 786 758 731 703 674 646
m
3,4 ,37 1,1 ,64 7,9 ,01 ,87 ,50 ,90 ,07 ,00 ,71 ,18
Lia
21 8 19 0 41 9 3 1 1 1 8 2 0
bilit
ies
Tot
$2, $3, $3, $4, $4, $4, $5, $6, $6, $7, $7, $8, $9,
al
84 319 89 096 45 722 284 154 533 362 807 477 421
Lia
5,0 ,25 3,9 ,54 5,4 ,03 ,53 ,72 ,29 ,83 ,37 ,34 ,06
bilit
11 1 77 9 50 9 6 5 7 8 1 3 2
ies
Paid $6 $6 $6
$67 $67 $67 $67 $67 $67 $67 $67 $67 $67
-in 76, 76, 76,
6,1 6,1 6,1 6,1 6,1 6,1 6,1 6,1 6,1 6,1
Cap 19 19 19
93 93 93 93 93 93 93 93 93 93
ital 3 3 3
Ret
aine ($9 ($9 ($9 ($9 ($9 ($9 ($9 ($9 ($9 ($9 ($9 ($9 ($9
d 46, 46, 46, 46, 46, 46, 46, 46, 46, 46, 46, 46, 46,
Ear 87 874 87 874 87 874 874 874 874 874 874 874 874
ning 4) ) 4) ) 4) ) ) ) ) ) ) ) )
s
$9 $1, $2, $3, $5, $6, $8, $11 $14 $17 $20
Ear $42
74, 723 64 713 075 843 932 ,41 ,24 ,39 ,92
ning $0 5,7
80 ,89 4,7 ,88 ,10 ,24 ,86 6,6 6,0 6,7 9,4
s 88
2 3 49 3 9 2 2 85 06 91 09
Tot ($2 $7 $1, $2, $3, $4, $6, $8, $11 $13 $17 $20
$15
al 70, 04, 453 37 443 804 572 662 ,14 ,97 ,12 ,65
5,1
Cap 68 12 ,21 4,0 ,20 ,42 ,56 ,18 6,0 5,3 6,1 8,7
07
ital 1) 1 2 68 2 8 1 1 04 25 10 28
Tot $2, $3, $4, $5, $6, $8, $10 $12 $15 $18 $21 $25 $30
al 57 474 59 549 82 165 ,08 ,72 ,19 ,50 ,78 ,60 ,07
Lia 4,3 ,35 8,0 ,76 9,5 ,24 8,9 7,2 5,4 8,8 2,6 3,4 9,7
bilit 30 8 98 1 19 1 64 87 78 41 96 53 90
ies
and
Cap
ital
($2 $7 $1, $2, $3, $4, $6, $8, $11 $13 $17 $20
Net $15
70, 04, 453 37 443 804 572 662 ,14 ,97 ,12 ,65
Wor 5,1
68 12 ,21 4,0 ,20 ,42 ,56 ,18 6,0 5,3 6,1 8,7
th 07
1) 1 2 68 2 8 1 1 04 25 10 28
Download this plan

Build a Better Business Plan.

Explore

 Business Planning
 Starting a Business
 Funding
 Growth

Resources

 Blog
 Sample Business Plans
 Free Tools and Templates
 Learn From Tim Berry

Company

 About Us
 Careers
 Write For Us
  Contact Us






©2024 Palo Alto Software. All rights reserved. Privacy & Legal