Job Control Sheet

Customer Order No Customer Name Customer Address Enquiry No Site Contact Site Address

No:

Customer Tel No Customer Email Start Date Testing Certificate No Details of Work Ordered

Site Tel No Site Email Completion Date Invoice No / Date

Details of any Variations to Above

Electricians Name

Total Hours Worked

Charge Out Rate

Labour Sell Price

Total Labour Sell Price Material Costs Mark-up

A Materials Sell Price B

Other Costs

Mark-up C Total A+B+C VAT Invoice Total

Other Costs Sell Price

Sheet of .

Estimate Summary Sheet (A)

Estimate No /Title: Section No / Title: Name Of Estimator:
No of item

Bill No: Date:

Labour Material Unit ($ ) Total ($)

Description of item
Carried forward from sheet no

Unit Hrs

Total hrs

Total hrs

Total mat

Summation
Total lab hrs x lab rate $ = Total lab costs Total mat costs $ $

Total net costs Total net costs $ x mark-up % = To Quotation $

Tools Record Sheet

Tool Reference No Make Issued to Supplier name and address: Description Type / Rating Date of Issue

Supplier Tel No Supplier Email Supplier Mobile Purchase Order No Date of purchase

Date of inspection / maintenance

Inspected / Maintained by

Details of inspection / maintenance work carried out

Date of next inspection / maintenance

Date of inspection / maintenance

Inspected / Maintained by

Details of inspection / maintenance work carried out

Date of next inspection / maintenance

Ladder Record Sheet

Ladder Reference No Make Issued to Supplier name and address: Description Type Date of Issue

Supplier Tel No Supplier Email Supplier Mobile Purchase order No Date of purchase

Date of inspection / maintenance

Inspected / Maintained by

Details of inspection / maintenance work carried out

Date of next inspection / maintenance

Date of inspection / maintenance

Inspected / Maintained by

Details of inspection / maintenance work carried out

Date of next inspection / maintenance

Electrical Installation Specification Sheet

Name

Address

Site Contact Site Address

Tel No Mobile No Email

Site Tel No Site Mobile No Site Email

(F) Flush mounted (S) Surface mounted (T) Enclosed in trunking (C) Enclosed in conduit Shower point Connection unit Water heater point Cooker point (PC) Pull cord (W) Wall mounted (UG) Cable run underground (OH) Cable run overhead Storage Heater point Television point Telephone point Computer point

Key To Points Below

Location

Hall Lounge Dining room Kitchen Landing Toilet down Toilet up Bathroom Bed 1 Bed 2 Bed 3 Bed 4 Loft Garage Utility room Porch

Totals Consumer Unit Details General Comments

Pendant light point Batten light point Wall light point One way light switch Two way light switch Light fitting type: Light fitting Type Light fitting type Single 13A socket outlet Twin 13A socket outlet

Electrical Bussines

Table of Contents
The Business Objectives & Strategies Start-Up Summary Products & Services Management & Organization Industry & Market Analysis Competitive Analysis Marketing & Promotion Strategy Territory Operational Plan Supplier Relationships Financial Plan Appendix

The Business
Executive Summary <Company Name> is a full service <type of business> located in <city, State>. The business is owned and operated by <owner name>, who has more than <number of years> years experience in the <type of industry> industry. In order to complete launch the business, complete renovations and purchase furniture and equipment, <Company Name> is seeking funding in the amount of <Amount of Funding Needed> to offset the cost of such improvements. The owner has currently committed to a <Amount of loan/investment> loan to purchase the business and has also invested nearly <investment amount> to cover additional operating costs that have been incurred to date. The funds that are being requested are necessary to start the business so that it is able to compete with other full service companys that compete in the same market. Due to the central geographic location of <Company Name>, one can conservatively estimate that the business has the potential to attract clients from the surrounding cities which have a combined population of <estimated population>. This adequate market size puts <Company Name> in a

favourable position to penetrate the market with its low-cost strategy that will be further differentiated by providing superior service at a fair price. By the end of <Year>, <Company Name> will hire an additional 2 staff and have a target client base of roughly <number of customers>. Assuming a contribution margin of <profit per transaction> per transaction, the company will breakeven at <number of clients> clients / month or <dollar amount in sales> in revenues. Using a conservative <percent growth rate> annual growth rate, <Company Name> is forecasting sales of <year one Sales>; <year two sales>; and <year three Sales>; for <year range i.e. 2011 2012> with net profit of <Dollar amount of net profit for year one, two and three>; <year 2 net profit> and <year 3 net profit> respectively.

OVERVIEW
<Insert_Company_Name> is a unique and innovative serving the <Area_of_Operation>. <Insert_Company_Name> has an enthusiastic and dedicated staff force that will provide consistently efficient and responsive service to their clients. The scope and content of this business plan will guide <Insert_Company_Name> successfully into the future as it will act as a guide to renew and enhance the vision and strategic focus for the future. The content within this business plan will provide an accurate guideline for improving sales, gross margins, profitability, and customer satisfaction.

COMPANY OVERVIEW
<Insert_Company_Name> is a leader in the market of The business has been developed such that it will become a steadfast icon in the community. <Insert_Company_Name> maintains an environment and structure that fosters productivity and mutual respect for customers and fellow employees while in the workplace. Furthermore, the overall workplace environment encourages employees to have an enjoyable workplace experience by allowing creative independence and providing challenges that are both realistic and self-rewarding in nature.

Objectives & Strategies

<Insert_Company_Name>s success factors include the following:
Outstanding customer service Growth and maintenance of a referral network Quick response to customer inquiries and problems Becoming an established

Financial Objectives
Increase revenue and profit margins Develop monthly and quarterly budgets

Marketing Objectives
Expand and increase marketing efforts Enhance the marketing reach Develop excellent brand recognition

KEY SUCCESS FACTORS

Timing is paramount in the business world; hence, <Insert_Company_Name> is harnessing a great opportunity to become a renowned and accepted because of the following characteristics: All employees on the team possess unique qualities that allow the company to prosper in the marketplace.

<Insert_Company_Name> realizes the sensitive nature of the industry, and has taken the necessary steps to remain within the constraints. <Insert_Company_Name> has developed strategic alliances with leading companies in the area.

Critical success factors for <Insert_Company_Name> include operational funding, superior sales personnel, high-quality management, strong branding, top-notch research and development, affiliation with proper alliances in the area, addressing specific needs of the business community and public, and adequate marketing and promotion.

MISSION STATEMENT
Insert your companys mission statement here.

OBJECTIVES
To create a positive image in the American marketplace To efficiently and effectively market the product To develop significant market share

SHORT-TERM GOALS
Sell our product to ### customers in Year One Realize revenues greater than $$$ in Year One

COMPANY LOGISTICS & OPERATIONS

Head Office <Insert_Company_Name>s head office will be located located at: <Street_Name>, <City_Name>, <Postal Code/ZIP_Code>. The company will lease <Number_of_Square_Feet> at a rate of <$> per month. Operational Location <Insert_Company_Name>s operational location will be located located at: <Street_Name>, <City_Name>, <Postal Code/ZIP_Code>. The company will lease <Number_of_Square_Feet> at a rate of <$> per month. Looking forward to the future, the management team at <Insert_Company_Name> will seek additional office space due to the planned growth of the business. At this time, the management team will seek an appropriate operational location.

Business Start-Up Summary

<Insert_Company_Name> will realize the following start-up costs and expenses. Any long-term assets will be depreciated using the straight-line amortization method. Cost 1 Cost 2 Cost 3 Cost 4 Cost 5 <Insert_Your_Graph_Here>

SAMPLE
<Insert_Your_Table_Here>
START-UP EXPENSES (REQUIREMENTS)
Business Start Year: 2012 Office Supplies/ Paper/ Fax Paper/ Printer Ink Marketing/ Website/ Business Cards/ Brochures/ Advertisements Equipment/ Point of Sale/ Hardware/ Software / Phones/ Desks Architecture/ Decoration/ Remodeling $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($0) $0 $0 $0 $0 $0 $0 $10 $0

Other: Legal (Permits/ Trademarks/ Corporations)

Rent + Security Deposit Insurance Other 1 Other 2 Franchise Fee Business Fee Transfer TOTAL START-UP EXPENSES Start-up Assets Cash Balance on Starting Date Start-up Inventory Other Current Assets Long-term Assets TOTAL ASSETS TOTAL REQUIREMENTS Funding & Investor Investor 1

SAMPLE

TOTAL CURRENT ASSETS

Owner 1 Owner 2 Bank A Bank B TOTAL INVESTMENT Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities CURRENT LIABILITIES Long-term Liabilities TOTAL LIABILITIES LOSS AT START-UP TOTAL CAPITAL TOTAL CAPITAL & LIABILITIES

$0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $0 $0

<Insert_Your_Table_Here>

SAMPLE

Product & Services

<Insert_Company_Name> will draw on the intellectual property of local business consultants as well as the top industry experts to develop and execute a successful strategy for the future. The following lists include both the current products/services that <Insert_Company_Name> will offer to its customers upon commencement of operations and the future products/services to be offered. List of Current Services/ Product offered by <Insert_Company_Name>: List of Potential Future Services/ Product offered by <Insert_Company_Name>: Product/Service 1 Product/Service 2 Product/Service 3

Management & Organization

<Insert_Company_Name> is owned and operated by <Owner_Name> and <Partner_Name>. It will be formed as a <Type of Company>. <Owner_Name> will have adequate business and personal insurance to help ward against liability issues.

PERSONNEL PLAN
The staff will consist of <Owner_Name> working <Full/Part_Time>. By month <#> there will be <#> part-time employees which will be sufficient until <Month_Year> when a full-time employee will be hired. The employees will be hired based on people skills and on their love and overall knowledge of the services. <Insert_Customized_Organizational_Chart>

SAMPLE

<Insert_Customized_Chart_Here>

PERSONNEL PLAN YEARS RATIO% Person 1 Person 2 Person 3 Person 4 Person 5 TOTAL PERSONNEL TOTAL PAYROLL 4 $88,733 2012 0% $83,333 $2,400 $2,400 $600 $0 4 $97,607 2013 10% $91,667 $2,640 $2,640 $660 $0 4 $107,367 2014 10% $100,833 $2,904 $2,904 $726 $0

SAMPLE

<Insert_Customized_Graph_Here>

SAMPLE

BUSINESS OWNERSHIP
The company, <Insert_Company_Name>, will be organized as a <Type_of_Ownership> and owned by <Owner_Name>. <Insert_Company_Name> will be based in <Operation_City> <Operation_State>. It will offer <Your_City> fresh alternative to the traditional large <Company Name> franchises because it will offer convenient hours of operation and exceptional customer service.

The business will be located in a high visibility area located in <Your_City> and will have a total of <Number_of_Employees> employees by the end of <End_of_Year>. It is forecasted that <Insert_Company_Name> will realize profitability by <Month_&_Year> and will have <$> in profit by <Year>.

KEY PROFESSIONAL SERVICE PROVIDERS

Legal Service Providers <Insert_Company_Name> is legally obligated to comply with the standard rules and regulations associated with the nature of the business operations. Below is a summary of these rules and regulations. At a local level, the company is required to maintain its business license and comply with local regulations and city codes. At a <State_Provincial> level, the company is required to adhere to all <State_Provincial> laws concerning employment, corporations, and consumer products and services regulations. Federally, <Insert_Company_Name> is required to adhere to additional consumer product laws and taxation requirements and restrictions. Accounting & Bookkeeping Service Providers <Insert_Company_Name>s accounting and bookkeeping policy follows the standard generally accepted accounting principals (GAAP). To ensure accurate bookkeeping, <Accountant_Name> is responsible for all financial statements and end-of-year reports. In terms of day-to-day accounting, <Insert_Company_Name> will use <Software_Name> for its accounting software as it is reputable in the marketplace. The fiscal year is based on year-end, which is <Date_of_Year_End>. An annual audit will be performed at year end and will be performed by the accountant. Business Insurance Service Provider <Insert_Company_Name> is insured for business liability, automobile, and health coverage. Additional insurance programs such as worker's compensation will most likely be put in place by the close of <Date_Year>. There are currently no pending lawsuits or threat of legal action directed at either the company or its employees.

Market & Industry Analysis

Things to Know About Opening a Retail Store
By Melody Dawn Opening a retail store can be challenging, especially in lean economic times. They are one of the biggest components of the U.S. economy, but making one successful is not always easy. Before opening a retail store there are many things to do and steps to consider---and there are risks involved---but you can reduce these by doing your homework first. Business Plan Charting your path is important. A business plan is a written strategy that gives you information about your market and defines your goals and mode of operations. A business plan helps identify your market and competitors and gives you an idea of projected income. It might outline best-case and worstcase scenarios and give you tools to get through either eventuality. And a well-written business plan can help you find the capital you need to get started, which is important as your enterprise moves forward and grows.

Location Retail outlets abound in malls. Once you've secured enough capital and have decided on what type of store you wish to open you will need to find the best location. Look for an area that is within your budget but provides the highest amount of foot traffic, and make sure you know the competitors in the area. Try to find an area in which you will be able to carve a niche. For example, if you want to open a bookstore, do it in an area that is not near a large chain bookstore and where education is valued. Post signs in your storefront so that people know what you offer and can easily find you.

Merchandising Merchandising is key to success. Know where you will get the products you intend to sell and know how much they cost. Plan on attending trade shows so you can keep up with trends, and contact wholesalers, manufacturers and distributors to buy products for your store. Know what your markup must be in order to make money and survive against competition, and order products that are in line with your concept and desired pricing.

How to Start Electrical Supplies Business

How to Open Electrical Supply Store With the need for electrical supply present in every area of society, an electrical supply store is one business that promises to thrive that is, with proper preparation. If you are thinking of starting this business, we have a basic guide that will ask you questions you need to ask yourself before going further. Electrical supply is needed in every area of todays society from homes to offices to manufacturing plants. Given the right conditions, this is a good business to pursue. If you are considering going into this business, here are some questions to ask yourself:

Is there a market for electrical supplies in your target area of operation? What is this market? Is it homeowners, businesses, commercial or industrial plants? Do you have the capacity to provide electrical supplies to the existing market? Translated, it means do you have the funding and the management expertise to start an electrical supply store suited to the needs of the market? An electrical supply store for homeowners is the simplest one to start. You just have to maintain an inventory of the basic electrical supply like batteries, lighting fixtures, switches, wires, fuses, and battery chargers needed on homes. On the other hand, if you choose to build an electrical supply store for industries and electrical contractors youd need not only more capital to buy inventories, but a more advanced system to manage ordering and deliveries, among others.

Next question to ask is: do you have knowledge on electrical supply? Your customer will not only need items from your shop. Some of the time they will also need advice on the proper electrical gadget to use. You must be knowledgeable on electric circuit and provide at least the basic answers to customer queries. What will be your return policy? Will you accept returns? At what condition and for how long will it be valid? If you will operate big, will you be providing volume discounts? Where will you source inventories? While it is always best to get supplies directly from manufacturers, it is often difficult to do so if you are a small retailer. Most likely, youd deal with a distributor. But with diligence, you may find a manufacturer ready to work with you. The Internet hold a great reserve of information on manufacturers from abroad that can provide wholesale products at discounts. And one of the most important questions is, do you have the financial capacity to pursue your plan? Aside from personal savings you can turn to friends, family, investors and banks that can provide you with the cash to rent or build a store, and buy inventory, equipment, shelves, and drawers. If you have clear answers to some questions and think you can resolve the rest, then indeed, this business could be the right one for you to pursue.

Start-Up Cost for Running a Retail Business

By Terence Channon Opening a retail store can be a very exciting business opportunity. However, the landscape is very competitive and there are high costs to getting started. If you start a retail store, you will quickly learn that a great deal of your startup expenses are spent before you even have your doors open and can collect revenue from customers. Plan well ahead to ensure you have enough cash to get from idea to reality and then even more cash to give you some staying power while you build your retail store business. Business Registration Costs

A business of any sort will first need to file with the Secretary of State and obtain all required state and local licenses and permits. Being properly registered is the first step to being able to conduct business legally. As a retail store, these costs are more important as you will be dealing with consumers and likely have a visible storefront. Failure to obtain the required paperwork can leave you vulnerable to law suits, fines and other enforcement actions from regulating agencies.

Storefront Development In addition to leasing retail space, be prepared to invest some funds in the appearance and set-up of your storefront. You may have to buy shelving, remodel the interior and buy signage for your store. As you are making these improvements, you will also be responsible for the monthly lease and electric payments. These expenses can be tough at first as you are paying out cash without any mechanism to generate revenue until your store is open. Prepare your finances accordingly to allow at least two or three months of rent and lease expenses while you organize your store for opening day.

Inventory Retailers need merchandise to sell and these products must first be bought from manufacturers and other wholesalers. In addition to buying merchandise to have available in your store, you must be prepared to spend some funds traveling to industry tradeshows so you can see some of these items first hand. Many vendors and suppliers will allow you to make payments via credit card or set you up on net 30 day terms if your credit passes muster. However, even if given great financing terms, be prepared to expend capital upfront to have items for sale prior to opening. Marketing & Promotions Once you are ready to open your retail store, plan to spend some funds advertising and promoting your newly opened business. If you do not spread the word, getting customers into your store may present a challenge. Consider all avenues, including radio, print, television, flyers and sponsorships. The money can fly out the door fast, so be sure to monitor your advertising spend as it relates to sales and visitors to your store. Consider also budgeting for discounts and promotional pricing to provide a compelling reason for new shoppers to visit your store. While a discount is not an added cash expense, selling an item for less than you planned can impact your cash-flow projections. Operating Capital After rent, renovations , registration fees and inventory, you may find your capital resources running low. Prior to getting started, plan to have an adequate cushion to cover projected operating expenses for at least six months. This includes overhead, payroll and other general operating costs. It would be disappointing to have to close up in month two or three just as things were getting started because you used up all of your cash prior to opening the store. Understand that it may take several months or even a couple of years before your retail store can establish itself and become a viable enterprise.

Projects on Retail Marketing

By Cheryl Munson Retail is a highly competitive business category. By incorporating marketing projects, you can make your business stand out from the competition. "Promote when your competition is not promoting," says Debbie Allen of Business Know How. Look for fun, unique ways to market your retail business that will keep customers coming back and referring others to shop at your store.

Evaluate Your Retail Environment Is your retail store inviting? What makes it distinctive from your competitors? Do customers linger or quickly make their choices and leave? Add a seating area if customers have to wait for merchandise, like keys that have to be made. Add toys or an inexpensive television in a safe and supervised area to keep children entertained while parents shop. Repaint your interior, widen aisles to make products accessible and update fixtures to make products and merchandise attention getting and appealing. Smart retail marketers know that an attractive store environment can pay off in benefits of increased sales and customer loyalty. As stated by Retail Traffic Magazine, "Successful stores are becoming destinations that captivate, intrigue and make your customers smile." Host Product Demonstrations and Lessons Educate shoppers about your products by offering demonstrations and lessons as a component of your retail marketing plan. A craft retailer can hold a Saturday demonstration on how to make wedding bouquets during the spring. A salon can host a Sunday afternoon session on using the right hair care products. An auto repair shop can teach women how to prepare and use items in a roadside emergency kit. "By seeing how to get the best use out of your products they're likely to buy a range of accessories and essential items to help them achieve the results they're looking for," says Kriss Mills of International Cyber Business. Launch an Electronic Gift Registry Specialty gifts stores and boutiques can benefit by adding a gift registry to their website. Group together your big sellers for special occasions like birthdays, weddings, baby showers, graduation, mother's and father's day and Christmas. Have photos taken of the items and develop a special page for major gift giving occasions. Develop a special Email newsletter to launch and announce the start of your gift registry to customers on your database. Make a special poster to place at cash registers and flyers to insert inside shopping bags and put a sign-up book on your counter. A gift registry is an important marketing tactic to generate sales, capture data to follow-up with new customers and gift buyers and increase your Email database.

Turn Business Cards Into Marketing Tools Maximize the use of your business cards. Instead of leaving the backside blank use it for more marketing. Cards can be stamped every time a shopper makes a purchase and they can earn a special gift or discount. An eyewear boutique could use the back of the card to provide tips on keeping glasses clean. A hardware store could provide tips on products to buy to save on energy costs.

Importance of Retail Marketing

By B. Shennu Through the years retailing has evolved, competition has gotten stiff and therefore marketing has become more integral in the direct selling of wares. From specialty mom-and-pop shop to mass-merchants, the methods by which stores are getting their products into the hands of customers are evolving. Because customers have more choices, stores have to reach them with

advertising, entice them with promotions, and secure them with brandinghence the evergrowing need for marketing in retail outlets. Advertising There are two main functions of advertisements: to sell more products, and to inform the customer. Through newspaper, TV, radio and internet advertisements, retailers can inform their customers of the sales, promotions and in-store events. Moreover, since the media is flooded with advertisements, the ability to create a more eye-catching or attention-grabbing ad directly influences sales. Stores that advertise--as opposed to those that dont--are kept at the top of their potential shoppers mind, which can produce sales in the short and long term. In-Store Promotions Stores use promotions to prompt impulse buying behavior. A shopper may not intend to buy a product, but if there is a promotion, there is an incentive for immediate action. For example, a shopper may not need another dress shirt, but might still buy one if it is on sale. Additionally, promotions can prompt consumers to recall a product and thus instigate a purchase. Retailers also use promotional periods-- corresponding with national holidays or well-know sales times--to sell off the previous seasons merchandise. Promotional periods spike sales, and are a way retailers can reduce the loss of unsold inventory

In-Store Atmosphere and Customer Relations Store design and consumer relationship marketing (CRM) directly affected the way customers purchase and retain goods. Things like the atmosphere, music, store layout, sales help, and post-purchase support can influence things like shopping time (the longer they shop, the more likely they are to buy), and how gratified they feel with their purchase. The more content a buyer is with their shopping experience, the more likely they are to buy merchandise, and the less likely they are to return it. Branding Retail Outlets It is necessary for retailers to develop their brand in order to stand out amongst the many other stores. With local boutiques, specialty stores, department stores, mass-merchants and internet stores, customers have more choices when it comes to buying. There is competition within each category, and competition between categories. For example, a local boutique selling dress shirts is competing with other local boutiques, and also with the massmerchant who might be selling dress shirts at a cheaper price. It is therefore necessary for the boutique to create a brand position that a customer can identify with, to keep them loyal. Private Labeling Solidifying a retail brands private label is the apex of the retail marketing evolution-and the most recent trend in high-end retailing. This is not a new concept for low- to midpriced retail outlets, as everything from food to raincoats have been put under their brand's name. But what's new is stores that build their brand to the point where they can sell merchandise at a premium price. Doing so is more cost effective: they can reduce the costs associated with buying other brand names, source cheaper goods from private manufacturers and reap higher profits. As an added bonus, stores benefit from consumer loyalty to their stores and their products.

Economic Analysis

NOTE: SELECT THE COUNTRY YOU WILL OPERATE IN- DELETE THE OTHERS.

CANADIAN ECONOMIC CONDITIONS: 2011

<Insert_Company_Name> continues to conduct industry analysis to stay current on the nature and dynamics of the industry. This process helps management develop insight and devise sustainable business and marketing strategies to assure future success and avoid making decisions based on blind assumptions. <Insert_Company_Name> business model was developed under two areas of knowledge: understanding the industry, and by having worked for and observed successful companies (and their business models) in the financial services industry. <Insert_Company_Name> continually researches the market to remain current regarding the nature and dynamics of the industry. This process assists the team at <Insert_Company_Name> to gain valuable insight and develop achievable operational, marketing and financial strategies to ensure future success. Economic activity continued to be uneven over the summer months, with output and employment growth pausing after modest gains the month before. Household spending dipped in July, after leading the recovery through most of 2009 and the first half of 2010. Auto sales also fell in August, before recovering in September, while existing home sales in August posted their first sizeable gain of the year. Chart 1.1 Output and jobs The recovery of exports sputtered over the summer, with small declines in June and July. The slowdown was concentrated in energy and auto products. However, retail sales and industrial production in the US continued to expand slowly but steadily over the summer, while housing showed signs of recovering from several months of decline after the expiry of tax incentives to purchase. The firmer footing of the global economy late in the summer was reflected in commodity and financial markets. Commodity prices rebounded in September, led by metals. This helped send the Toronto stock market to a new high for the year, while the Canadian dollar recovered the ground lost in August.

Labour markets
Employment was unchanged in September, leaving the third quarter up 0.9%. Full-time jobs regained some of their losses over the summer, but part-time jobs for youths fell sharply. The labour force shrank 0.1%, its first decline after a gain of 1.6% in the first eight months of the year. Due to the drop in the labour force, the unemployment rate also fell to 8.0%. Employment rose slightly in the goods-producing sector and dipped in services. Construction and manufacturing led goods, but the primary sector contracted. Business services led the drop in services, but remained about 7% ahead of last September. Ontario posted the only notable drop in employment, reflecting declines in business services and trade. Quebec continued to lead growth with a 3.2% year-over-year gain, with transportation driving Septembers advance. At 7.7%, Quebecs unemployment rate was the lowest since December 2008 and a full point below Ontarios (Quebecs rate had never been lower until January 2009). Chart 1.2 Employment by age

Leading indicators
The leading index rose 0.5% in August, matching its average increase over the previous two months. The sources of growth were little changed, as manufacturing posted the largest gains while housing continued to retrench. New orders for durable manufactured goods continued to strengthen, rising 5.2%. The steady advances in new orders since November 2009 continued to support higher shipments, which led the increase in the ratio of shipments to inventories. Household spending was mixed, with declines for the housing-related components and increases for other durable goods. The rate of decline of the housing index levelled off at 4.0%, entirely due to the housing starts component. With existing home sales continuing to decline, furniture and appliance sales dropped for the second straight month. Spending on other durable goods rebounded 1.0% after five straight decreases.

Output
Real GDP dipped 0.1% in July after a revised 0.3% gain in June. Goods production fell 0.3%, its first decrease since June 2009, while services levelled off. Manufacturing led the drop in goods. Large exporting industries such as autos, aerospace, lumber and paper all posted declines in response to lower sales in the US. Lower home construction also dampened output of non-metallic minerals (notably concrete) and furniture. The drop in goods output was reflected in a dip overall in goods-handling services. Elsewhere, services were dampened by declines for a wide range of household spending, including retail sales, existing home sales, recreation (mostly gambling) and restaurants. Financial and business services and mining all posted large gains. Business services, which include professional services and administrative and managerial services, posted their largest back-to-back gains since before the recession. Mining was buoyed by large gains for both metals and non-metals, which outweighed a drop in oil extraction.

Household demand
Retail sales volume dipped 0.2% in July after a 0.9% increase in June. Much of the decline originated in the furniture component, after several months of lower home sales. Demand for nondurable goods also retreated in the face of price hikes for food and gasoline. However, gasoline consumption remains near Mays record high level, after a 9% drop in prices fuelled higher demand. While households consumed more gasoline so far in 2010, this has been offset by lower demand for home heating and cooling, continuing a downward trend that began in the spring of 2009. This includes a slight increase in utility demand in July in response to a heat wave in central Canada. Elsewhere, consumer spending was mixed. Outlays for semi-durable goods recovered slowly for a second straight month, as a string of price increases in the spring were reversed over the summer. Auto sales were little changed after a solid advance in June. Spending on computers dipped, but this follows three straight quarters of gains averaging 5% in volume. Conversely, demand for home entertainment equipment (notably TVs) continued to sputter so far in 2010 after a marked recovery in the second half of 2009 from the recession. The housing market was mixed in August. Housing starts fell 4%, continuing their slow retreat from their high of about 200,000 units (at annual rates) early in the year to 183,000 units in August. All of the drop in new construction has been in single-family homes, as starts of multiple units continued to trend upward from the depth of the recession early in 2009. Meanwhile, sales of existing homes rose by 4% in August, a tentative sign that demand was levelling off after a drop of nearly one-third in the first 7 months of the year.

Merchandise trade
The monthly trade deficit in goods widened to a record $2.8 billion in July, as exports dipped for a second straight month while imports hit their highest level since December 2008. The slowdown in exports since May was driven by autos and energy products. The increase in imports was broadbased outside of consumer goods. Exports slipped 0.7% in July, due to declines of about $100 million each for forestry products, consumer goods and machinery and equipment. The retreat for forestry and machinery and

equipment followed several months of growth. Exports of industrial goods consolidated their place as Canadas leading export with a 2% gain. Most other exports were little changed in the month. Chart 1.3 Exports and imports Energy led the 2% increase in imports, mostly crude oil. Autos and machinery and equipment also advanced, reflecting recent gains in consumer and business spending. Imports of consumer and industrial goods retreated, after hitting their highest levels in nearly two years in June.

Prices
The consumer price index rose 0.1% in August after a 0.6% increase in July. The cost of services dipped in August, after the shift to an HST in Ontario and BC led a 0.7% hike for services in July. Energy prices also retreated after rising sharply in July. Elsewhere, the cost of food rose for a second straight month, reversing small declines in the spring. Conversely, the price of durable and semi-durable goods levelled off after a large drop in July. Commodity prices rebounded in September after declining over the summer. Metals led the increase, notably gold, nickel and copper, with the latter nearing a 2-year high. Food prices also hit their highest level of the year, having risen about 25% in 2010 as the global grain harvest declined. Energy prices remained little changed after declines in July and August. While oil hit $80 (US) a barrel, natural gas prices remained weak. Chart 1.4 Consumer price index Prices for manufacturing goods rose 0.4% in August after declining in June and July. The increase was led by metals and food, as prices for finished goods dipped 0.1%.

Financial markets
The Toronto stock market rose by 3.8%, its third consecutive increase and enough to lift it above its previous high for the year set at the end of April. Septembers gain was led by a 20% jump for metals, a month after a similar hike for materials. However, growth was broad-based. Chart 1.5 Stock markets The Bank Rate rose a quarter of a point for the third time this year. However, longer-term bond and mortgage rates were unchanged, after easing over the summer. The Canadian dollar moved above 97 cents (US), recouping its decline in August. Household credit demand continued to expand at a steady rate in July. Business credit growth slowed in August, with short-term borrowing down after three straight increases.

Regional economies
Retail sales in Ontario and BC fell in July, continuing the downward trend in both provinces that began in April. However, housing starts rose in both provinces in August, returning to about their average so far in 2010. Manufacturing sales also fell 3% in BC, reversing gains in the second quarter, led by a drop in paper. Shipments were flat in Ontario, as a dip for autos was offset by an increase in metals. Conversely, retail sales rose in both Quebec and the prairie provinces, but housing starts fell about 20%. This left starts in both regions at their lowest level of the year. Retail sales rose 0.5% in both regions, an improvement from declines posted in the second quarter. Manufacturing sales edged up on the prairies, led by increases for petroleum and machinery in Alberta. However, shipments fell 3% for Quebec as aerospace hit a new low for the year and petroleum refining fell for a sixth straight month (with a total loss of 20%) as a major refinery moved towards closing permanently.

UNITED STATES OF AMERICA ECONOMIC CONDITIONS: 2011

U.S. Economy at a Glance: Perspective from the BEA Accounts BEA produces some of the most closely watched economic statistics that influence decisions of government officials, business people, and individuals. These statistics provide a comprehensive, up-to-date picture of the U.S. economy. The data on this page are drawn from featured BEA economic accounts.

National Economic Accounts:

Gross Domestic Product (GDP) Current Numbers: 3rd quarter 2011: 1.8 percent 2nd quarter 2011: 1.3 percent Quarterly data: Real gross domestic product -- the output of goods and services produced by labor and property located in the United States -- increased at an annual rate of 1.8 percent in the third quarter of 2011 (that is, from the second quarter to the third quarter), according to the "third" estimate released by the Bureau of Economic Analysis. In the second quarter, real GDP increased 1.3 percent. Next release: January 27, 2012

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Personal Income Current Numbers: November 2011: 0.1 percent (personal income) October 2011: 0.4 percent (personal income) Next release: January 30, 2012 Monthly data: In November 2011, real disposable personal income decreased less than 0.1 percent.

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Industry Economic Accounts:

Annual Industry Accounts: GDP by Industry Annual Data: Recoveries in durable-goods manufacturing, wholesale trade, and professional, scientific and technical services industries were the leading contributors to the turnaround in U.S. economic growth in 2010, according to revised statistics on the breakout of real gross domestic

product (GDP) by industry from the Bureau of Economic Analysis. Overall, 16 of 22 industry groups contributed to real GDP growth.

Annual Growth in Real GDP

View Larger Image Annual Percent Changes in Value Added Prices

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International Economic Accounts:

U.S. Balance of Payments (International Transactions) Current Account Balance: 3rd quarter 2011: -$110.3 billion 2nd quarter 2011: -$124.7 billion Next release: March 14, 2012 Quarterly data: The U.S. current-account deficit decreased $14.4 billion to $110.3 billion (preliminary) in the third quarter of 2011. Quarterly Data

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International Investment Position Annual data: The U.S. net international investment position at yearend 2010 was -$2,471.0 billion (preliminary), as the value of foreign investments in the United States exceeded the value of U.S. investments abroad. (PDF)

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Trade Balance: October 2011: -$43.5 billion September 2011: -$44.2 billion Next release: January 13, 2012 Monthly data: Total October exports of $179.2 billion and imports of $222.6 billion resulted in a goods and services deficit of $43.5 billion.

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Regional Economic Accounts:

Gross Domestic Product (GDP) by State Next release: June 2012 Annual Data: Real gross domestic product (GDP) increased in 48 states and the District of Columbia in 2010, according to new statistics released today by the U.S. Bureau of Economic Analysis that breakdown GDP by state. Durablegoods manufacturing, retail trade, and finance and insurance were leading contributors to the upturn in U.S. economic growth. U.S. real GDP by state grew 2.6 percent in 2010 after declining 2.5 percent in 2009.

View Larger Image Gross Domestic Product (GDP) by Metropolitan Area Annual data: Real U.S. GDP by metropolitan area increased 2.5 percent in 2010 after declining 2.5 percent in 2009, according to new statistics released today by the U.S. Bureau of Economic Analysis. The economic growth was widespread as real GDP increased in 304 of 366 (83 percent) metropolitan areas, led by national growth in durable-goods manufacturing, trade, and financial activities.

View Larger Image State Personal Income (SPI) Next release: March 28, 2012 Quarterly data: State personal income growth slowed to 0.1 percent, on average, in the third quarter of 2011. Growth rates ranged from -0.4 percent in West Virginia to 0.6 percent in

Washington State. Personal income fell or was unchanged in twenty states and grew 0.2 percent in the other thirty.

Quarterly Data View Larger Image

Metropolitan Area Personal Income Annual data: Personal income rose in 2010 in all but four of the nations 366 MSAs. Personal income in the metropolitan portion of the United States rose 2.9 percent in 2010 after falling 1.9 percent in 2009.

View Larger Image Local Area Personal Income Annual data: Among large counties (those with a population of more than 250,000) the change in personal income from 2008 to 2009 ranged from an 8.1 percent decline (in Oakland County, Michigan) to a 4.2 percent gain (in Loudoun County, Virginia). Growth slowed in all but one of the nations 255 large counties.

View Larger Image County Estimates of Compensation by Industry, 2008-2010 Annual data: Compensation increased in 2,480 counties and declined in 633 counties in the U.S. in 2010, as the average annual compensation per job increased 2.7 percent to $58,451. Total compensation of U.S. workers increased 2.2 percent in 2010, as net job losses partially offset compensation growth.

UNITED KINGDOM ECONOMIC CONDITIONS: 2011

Summary
The UK economy emerged from the 200809 recession with elevated public and

private debt and high unemployment. Strong growth and macroeconomic stability in the runup to the crisis had hidden a buildup of significant imbalances, influenced by overreliance on debtfinance and the financial sector, and booming asset prices. These imbalances need to be addressed to ensure a sustainable and balanced recovery. The government is pursuing a necessary and wide ranging programme of fiscal consolidation and structural reforms aimed at achieving stronger growth and a rebalancing of the economy over time. A broad based recovery started in end2009, but faces significant headwinds during 2011, which can be mitigated by monetary policy remaining supportive. The planned fiscal consolidation is needed to ensure that the fiscal position will be sustainable over time. Nonetheless, it adds to the headwinds from weak real income growth and a fading rebound in global trade. Monetary policy should hence remain expansionary, even if headline inflation is significantly above target, to support the recovery. While the governments fiscal plans and reforms to the fiscal policy framework have significantly reduced fiscal risks, further improvements to the fiscal framework and reforms to make the financial sector more robust are needed. The government has embarked on an ambitious and necessary fiscal adjustment and strengthening of fiscal institutions, including the welcome creation of the Office for Budget Responsibility. Steps towards establishing a permanent fiscal framework should start to be undertaken as the public finances are returned closer to balance. The creation of a Financial Policy Committee will strengthen macroprudential policy, but further steps are needed to deal with banks that are too big to fail. Reforms to housing policy should aim to increase affordability and mitigate excessive house price volatility by enhancing the supply of available land and reducing the volatility of housing demand. Rigid housing supply and fastrising demand have fuelled house prices, reducing affordability and contributing to macroeconomic and financial instability. Policies to increase supply should focus on lowering barriers to access to land for housing and providing sufficient incentives for local communities to allow development. The current system of housing taxation is regressive, encouraging excess demand for housing and should be modified to better reflect the value of ownership. Further reforms are needed to improve education outcomes in England, especially among disadvantaged groups. Despite significantly increased resources, education performance in England measured by PISA scores remains static and uneven, and could be improved by focusing resources more on disadvantaged children. The new pupil premium is a step in the right direction, but funding should be even more transparent. Higher and more equal autonomy across school types, in terms of hiring and pay, would support efficient deployment of resources. The quality of vocational training should be increased. Legislated tuition fee reforms could be taken further to lower fiscal costs and expand tertiary education. To meet ambitious climate change targets and reduce emissions, higher and more consistent carbon prices are needed. Climate change is a global challenge, and working for higher, more broadly based and stable carbon prices within the European Union should be a priority. Domestic carbon pricing policies need to be harmonised and streamlined in terms of programmes and prices. More stable conditions for renewable energy providers would support deployment, but more R&D support for new technologies may be needed. Adaptation planning needs to proceed and focus initially on lowregret investment.

S.W.O.T. ANALYSIS
<Insert_Company_Name> developed a strong and stable sales and marketing strategy through careful examination its own internal strengths and weaknesses as well as external opportunities and threats. The following S.W.O.T. Analysis provides an overview of the internal strengths and weaknesses as well as the external opportunities and threats that face the company:

INTERNAL STRENGTHS

INTERNAL WEAKNESSES

In this section describe the companys In this section describe the companys

internal strengths. Some examples include:

internal weaknesses. Some examples include:

Your specialist marketing expertise. A new, innovative product or service. Location of your business. Quality processes and procedures. Any other aspect of your business that adds value to your product or service.

Lack of marketing expertise. Undifferentiated products or services (i.e. in relation to your competitors). Location of your business. Poor quality goods or services. Damaged reputation.

EXTERNAL OPPORTUNITIES

EXTERNAL THREATS

In this section describe the companys In this section describe the companys external opportunities strengths. Some external threats strengths. Some examples examples include: include:

A developing market such as the Internet. Mergers, joint ventures or strategic alliances. Moving into new market segments that offer improved profits. A new international market. A market vacated by an ineffective competitor.

A new competitor in your home market. Price wars with competitors. A competitor has a new, innovative product or service. Competitors have superior access to channels of distribution. Taxation is introduced on your product or service.

Competitive Analysis
DIRECT COMPETITION TO OUR BUSINESS
Competition offering the same products/services to the same target market as <Insert_Company_Name> include: Company Name Nature of Business Location/ Proximity

INDIRECT COMPETITION TO OUR BUSINESS

Competition offering similar services as <Insert_Company_Name> include: Company Name Nature of Business Location/ Proximity

AVAILABLE SUBSTITUTES TO CONSUMERS

Substitute products and services that consumers can opt to purchase or use instead of those offered by <Insert_Company_Name> include: Name Nature Location/ Proximity

Marketing & Promotion

TARGET MARKET
<Insert_Company_Name> operates in <Name_of_City>, as well as the surrounding areas, specifically targeting: <City/Region 1>; and <City/Region 2>; <Insert_Your_Graph_Here>

SAMPLE
<Insert_Company_Name> has developed and executed a unique marketing and sales strategy. This will assist in leveraging the companys competitive advantages; thus establishing it as the region leading Process Server.

<Insert_Your_Graph_Here>

SAMPLE
<Insert_Company_Name> will establish marketplace energy through exceptional brand recognition. The company will constantly and consistently keep a close eye to the overall effectiveness of the marketing and sales efforts to determine the overall advertising return on investment and the commerce generated from the various channels. Over the long term, <Insert_Company_Name> will develop an ongoing and permanent marketing and sales strategy. The current marketing plan, and strategy, for <Insert_Company_Name> is based on the following: The various market segments; Distribution channels planned to be used to reach market segments; and Potential and expected market share.

MARKETING GOALS
<Insert_Company_Name>s marketing goals for <year> include the following: Realize and nurture <%> market share of businesses in <City/Region_Name>; Increase sales by <%> over <Year_to_Year>; Position the company as a superior provider of Process Server in <City/Region_Name>; Develop a brand emphasizing <Insert_Company_Name>; Initiate new marketing program; Design appropriate marketing materials, including brochures, radio advertisements, and television commercials; Develop and expand the currently product offerings.

COMPETITIVE ADVANTAGE

<Insert_Company_Name>s competitive advantage is the positioning with the current customer base. By developing a business based on long-term relationships with clients, the company will grow and prosper in the competitive environment. Activities contributing to company success include identifying emerging trends and integrate them into <Insert_Company_Name> operations, respond quickly to technology changes, provide high-quality services, continue to invest time and money in marketing and advertising, continue to expand into specialty markets, and stay ahead of the trends. <Insert_Company_Name>s future is contingent on investigating required resources to execute plans and remain competitive. <Insert_Company_Name>s method includes qualitative and/or quantitative measurements of competition and by estimating company growth, sales, and cash flows. <Insert_Company_Name> prides itself on high-quality customer service and business operations.

PRICING STRATEGY
<Insert_Company_Name>s pricing strategy displays a strong superiority against competitors. Furthermore, the company has developed a fair and reputable commission-based structure for related sales representatives as well as distributors serving <Insert_Company_Name>. Current product/service pricing includes: Product/Service (1) Price (1) Product/Service (2) Price (2) Product/Service (3) Price (3)

PROMOTION STRATEGY
<Insert_Company_Name>s goal is to increase the loyal customer base in the <City/Region_Name> to allow for the creation of increased awareness and overall need for the company. In <Year>, <Insert_Company_Name>s marketing goals also include positioning the company with strategic alliances with several small business clubs and associations in the <City/Region_Name>. Given the nature of the business, it is understood that the optimal way to introduce the companys services to businesses, as well as consumers, is through an aggressive telemarketing campaign. Moreover, in excess to the standard marketing and advertising campaigns, <Insert_Company_Name> will develop and execute a campaign through the following means: Promotional Tactic Distribution Estimated Cost

Territory
<Insert_Company_Name> is a full service company serving <Insert_Region/Territory>, which includes <Insert_Names_of_Cities_and_Counties>. The combined population of this territory is <Insert_Estimated_Population_Size> and covers the geographical territory spanning <Insert_Size/Area>. In future years, <Insert_Company_Name> has plans to expand company operations to outlying areas such as <Insert_Surrounding_Growth_Areas>.

Operational Plan
The day-to-day operations of <Insert_Company_Name> will be overseen by <Insert_Manager_Name>. The underlying principle in daily operations is to ensure that the company is represented in a professional business manner and that superior customer services is delivered to all clients and prospects. While autonomy of the business structure is integral to the daily functioning, it is crucial that each key personnel remain fully informed of all matters pertaining to the business, all related decisions and its operational functionality. Hours of Operation <Insert_Company_Name> will be open from <Insert_Hours_of _Operation>. In the event that the office will be closed proper messaging procedures will be put into place. Telephone Incoming telephone calls <Insert_Company_Name>. will be answered Good Morning (Afternoon)

The company will adhere to a telephone policy to return calls within 24 hours or on the next business day. When this is not possible, proper vacation or other notices will be put the outgoing voicemail messaging to inform clients of a possible delay. Professional language is mandatory on all phone communication.

 When leaving phone messages for a client leave telephone number (repeat twice) and give email address contact option Record all messages and phone numbers in company telephone journal

Email Respond to all emails within 24 hours or on next business day BCC: relevant company emails to partners or company shared email Keep a copy of all outgoing messages in sent folder- print and file any potentially important correspondence for recording purposes (do not rely on heavily on server for such records and documentation) Inform employees of updates on emails (if important, confirm via email- depending on importance do not rely on verbal communication) Whenever in doubt confirm/ verify email language, context for feedback and additional clarification Spell Check all outgoing correspondence Maintain professionalism in all email correspondence If replying to an email, remove last letter of address to prevent prematurely sending an email by mistake, be sure to add the letter back prior to sending Enter/ record email addresses into database of contacts

Daily Operations Keep a daily schedule of tasks and completion times Keep a To Do List of daily objectives and weekly goals Check mailbox frequently Review and File all incoming mail Inform partners of mail Respond in a timely manner (3 Days) to any mail requiring a response Keep a copy of all outgoing mail correspondence or forms

Weekly reflections on business operations, accomplishments and goals Process cheque requisitions bi-weekly

Supplier Relationships
Internet/ Telephony: Internet and telephony services will be provided by <Name_Of_Provider>. A service bundle was negotiated at the time of contract to ensure maximum services benefits at minimum costs. Office Supplies: Due to the nature of the business, it is not efficient to remain loyal to one specific supplier for office supplies and equipment. Examples of such suppliers are as follows: Name of Supplier (1) Name of Supplier (2) Name of Supplier (3)

Milestone Schedule
MILESTONE SCHEDULING & TIMELINES
<Insert_Company_Name>s critical milestones are illustrated below: <Insert_Your_Graph_Here>

SAMPLE

Task One: Two: Three: Four: Five: Six: Seven:

Date Commenced

Date Finished

Importance

Financial Plan

FUNDING
Funding proceeds received from investors will be used to increase company capabilities, enhance the company brand and extend market presence in the area. Funds will be directed specifically into business relations, and marketing efforts outlined in the Marketing Section. The initial investment of <$$$$$> will be used as an initial marketing budget as well as to cover general start-up expenses. It is estimated that after the initial investment, the company will become selfsufficient.

GENERAL FINANCIAL ASSUMPTIONS

Annual Growth: Expected growth to increase by <%> per year on the basis of marketing and sales efforts, as well as initiating new strategic alliances that will foster growth and extensions of existing markets. Sales and Marketing Expenses: The company will execute group advertising and promotions. Advertising and Promotions: Allocation of <%> of sales for marketing expenses. Rent: Rent will be an average <$> per month. Repairs and Maintenance: Estimated figure which is expected to grow with the setup of the firm. Salary: Figures are estimated based on the national average. Legal and Professional Expense: Figures are estimated at <$> per year. Utilities: Figures are estimated at <$> per month. Bank Charges: Figures are estimated at <$> per month. Telephone Expense: Management estimates that this expense will run at less than <%> of sales. Corporate Tax: Figure is estimated at <%> of sales. Interest: Figure is estimated at <%> annually on the initial requirement.

PROJECTED PROFIT AND LOSS

The financial projections present the company's expected financial position, results of operations and cash flow for the three years ending <Date/Month/Year>.

Accordingly, the financial forecast reflects its judgment as of <Year>, the date of this forecast, of the expected conditions and its expected course of action. All financial projections are based on company sales. Moreover, the projections reflect the companys management judgment of the expected conditions and its expected course of action given reasonable assumptions. The revenues realized are a derivative of the sales realized.

PRO FORMA PROFIT AND LOSS (P&L) 2012 SALES Direct Cost of Sales Other TOTAL COST OF SALES Gross Margin Gross Margin % EXPENSES: PAYROLL Depreciation Payroll Taxes TOTAL OPERATING EXPENSES Profit Before Interest and Taxes Interest Expense Taxes Incurred NET PROFIT NET PROFIT/SALES $147,710 $23,045 $0 $23,045 $124,665 540.95% $88,733 $1,200 $0 $10,648 $106,654 $18,010 0 $4,578 $13,432 9.09%

SAMPLE
$0

2013 $162,481 $25,350 $25,350 $137,131 540.95% $97,607 $1,200 $0 $11,713 $116,601 $20,530 0 $5,219 $15,311 9.42%

2014 $178,729 $27,885 $0 $27,885 $150,844 540.95% $107,367 $1,200 $0 $12,884 $127,533 $23,311 0 $5,926 $17,385 9.73%

SAMPLE

Sales and Marketing and Other Expenses

STATEMENT OF CASH FLOW

The following table and chart shows the projected cash flow of <Insert_Company_Name>.
PRO FORMA CASH FLOW CASH FROM OPERATIONS Cash Sales Cash from Receivables SUBTOTAL CASH FROM OPERATIONS Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) Subtotal Cash Received EXPENDITURES FROM OPERATIONS Cash Spending (+Payroll) Payment of Accounts Payable SUBTOTAL SPENT ON OPERATIONS $0 $0 $0 $147,710 2009 $88,733 $30,000 $118,733 $0 $0 $0 $162,481 2009 $97,607 $30,000 $127,607 $0 $0 $0 $178,729 2010 $107,367 $30,000 $137,367 2009 $88,626 $59,084 $147,710 2009 $97,489 $64,992 $162,481 2010 $107,237 $71,492 $178,729

Additional Cash Spent

SAMPLE
$0 $0 $0 $0

Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing

$0 $0

Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends SUBTOTAL CASH SPENT NET CASH FLOW CASH BALANCE

$0 $0 $0 $0 $0 $118,733 $28,977 $57,953

$0 $0 $0 $0 $0 $127,607 $63,851 $127,702

$0 $0 $0 $0 $0 $137,367 $105,213 $239,402

SAMPLE
BREAKEVEN ANALYSIS
The breakeven analysis shows that monthly sales revenues will need to be <$$> to break even.

BREAK-EVEN ANALYSIS Monthly Units Breakeven 6 Monthly Revenue Breakeven $17,727

SAMPLE

ASSUMPTIONS Average Per-Unit Revenue Average Per-Unit Variable Cost Estimated Monthly Fixed Cost

$2,966.67 $1,450.00 $9,063

BALANCE SHEET The following table is the projected balance sheet. PRO FORMA BALANCE SHEET ASSETS 2012 2013 2014 Cash $28,977 $92,828 $198,040 Accounts Receivable $10,000 $10,000 $10,000 Inventory $0 $0 $0 Other Current Assets $0 $0 $0 TOTAL CURRENT $38,977 $102,828 $208,040 ASSETS Long-term Assets $0 $0 $0 Accumulated $0 $0 $0 Depreciation Total Long-term Assets $0 $0 $0 TOTAL ASSETS $38,977 $102,828 $208,040 Liabilities and Capital CURRENT 2012 2013 2014 LIABILITIES Accounts Payable $500 $0 $0 Current Borrowing $0 $0 $0 Other Current $0 $0 $0 Liabilities $4 $10 $15 SUBTOTAL CURRENT LIABILITIES $0 $0 $0 Long-term Liabilities TOTAL $4 $10 $15 LIABILITIES Paid-in Capital $0 $0 $0 Retained Earnings $25,541 $87,507 $190,640

SAMPLE

Earnings Total Capital Total Liabilities and Capital NET WORTH

$13,432 $15,311 $17,385 $38,973 $102,818 $208,025 $38,977 $102,828 $208,040 $38,973 $102,818 $208,025

SAMPLE

BUSINESS RATIOS <Insert_Company_Name> is a company that is seeking to grow rapidly to seize market share in a dynamic industry.

RATIO ANALYSIS SALES GROWTH PERCENT OF TOTAL ASSETS Accounts Receivable Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth 2012 0.00% 2012 2013 10.00% 2013 2014 10.00% 2014

25.66% 9.73% 4.81% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 100.00% 100.00% 0.00% 0.00% 0.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 0.01% 0.01% 0.01% $38,973 $102,818 $208,025

MAIN RATIOS Current

2012 0.01%

2013 0.03%

2014 0.04%