11317837 electrical bussines

7/30/2019 11317837 Electrical Bussines

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Job Control Sheet No:

Customer Order No Enquiry No

Customer Name Site Contact

Customer Address Site Address

Customer Tel No Site Tel No

Customer Email Site Email

Start DateCompletionDate

Testing CertificateNo

Invoice No/ Date

/

Details of Work Ordered

Details of any Variations to Above

Electricians Name Total HoursWorked

Charge Out Rate Labour Sell Price

Total Labour Sell Price A

Material Costs Mark-up Materials Sell PriceB

Other Costs Mark-up Other Costs Sell Price

C

Total A+B+C

VAT

Invoice Total


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Sheet of .

Estimate Summary Sheet (A)

Estimate No /Title:

Section No / Title: Bill No:

Name Of Estimator: Date:

No ofitem

Description of itemLabour Material

Unit Hrs Total hrs Unit($)

Total($)

Carried forward from sheet no

Totalhrs

Totalmat

Summation

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

Total net costs $

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


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Tools Record Sheet

Tool Reference No Description

Make Type / Rating

Issued to Date of Issue

Supplier name and address:

Supplier Tel NoSupplier Email

Supplier Mobile

Purchase Order No Date of purchase

Date ofinspection /

maintenance

Inspected /Maintained by

Details of inspection / maintenance work carried outDate of nextinspection /

maintenance


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Date ofinspection /

maintenance



maintenance


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Ladder Record Sheet

Ladder Reference No Description

Make Type

Issued to Date of Issue

Supplier name and address:

Supplier Tel NoSupplier Email

Supplier Mobile

Purchase order NoDate of

purchase

Date ofinspection /

maintenance



maintenance


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Date ofinspection /

maintenance



maintenance


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Electrical Installation Specification Sheet

Name Site Contact

Address Site Address

Tel No Site Tel No

Mobile NoSite MobileNo

Email Site Email

Key To Points Below

(F) Flush mounted (PC) Pull cord(S) Surface mounted (W) Wall mounted(T) Enclosed in trunking (UG) Cable run underground(C) Enclosed in conduit (OH) Cable run overhead

Location

Pendantlig

ht

point

Battenlight

oint

Walllight

point

Onewaylight

switch

Twowaylight

switch

Lightfitting

type:

Lightfitting

Type

Lightfitting

type

Single13A

socketoutlet

wn

socketoutlet

Cookerpoint

Connection

unit

Waterheater

point

Showerpo

int

Storage

Heateroint

Television

point

Telephone

point

Computer

point

Hall

Lounge

Dining room

Kitchen

Landing

Toilet down

Toilet up

BathroomBed 1

Bed 2

Bed 3

Bed 4

Loft

Garage

Utility room

Porch

TotalsConsumerUnit Details

GeneralComments


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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 BusinessExecutive Summary

is a full service located in . The

business is owned and operated by , who has more than

years experience in the industry.

In order to complete launch the business, complete renovations and purchase furniture

and equipment, is seeking funding in the amount of to offset the cost of such improvements. The owner has currently committed to a

loan to purchase the business and has also invested nearly

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 , one can conservatively estimate that the

business has the potential to attract clients from the surrounding cities which have a combined

population of . This adequate market size puts in a


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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 , will hire an additional 2 staff and have a

target client base of roughly . Assuming a contribution margin of

per transaction, the company will breakeven at

clients / month or in revenues. Using a conservative annual growth rate, is forecasting sales of ; ; and ; for with

net profit of ;

and respectively.

OVERVIEW

is a unique and innovative serving the

. 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

successfully into the future as it will act as a guide to renew and enhance the vision and strategicfocus for the future. The content within this business plan will provide an accurate guideline forimproving sales, gross margins, profitability, and customer satisfaction.

.

COMPANY OVERVIEW

is a leader in the market of The business has beendeveloped such that it will become a steadfast icon in the community.

maintains an environment and structure that fosters productivityand mutual respect for customers and fellow employees while in the workplace.

Furthermore, the overall workplace environment encourages employees to have anenjoyable workplace experience by allowing creative independence and providing challenges thatare both realistic and self-rewarding in nature.

Objectives & Strategiess 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


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Marketing Objectives

Expand and increase marketing efforts Enhance the marketing reach

Develop excellent brand recognition

KEYSUCCESS FACTORS

Timing is paramount in the business world; hence, is harnessinga great opportunity to become a renowned and accepted because of the followingcharacteristics: All employees on the team possess unique qualities that allow the company to prosper in the

marketplace.

realizes the sensitive nature of the industry, and has taken the

necessary steps to remain within the constraints.

has developed strategic alliances with leading companies in the

area.

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

MISSIONSTATEMENTInsert your companys mission statement here.

OBJECTIVESTo create a positive image in the American marketplace

To efficiently and effectively market the product

To develop significant market share


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COMPANYLOGISTICS &OPERATIONS

Head Office

s head office will be located located at:

, , . The company will lease at a rate of per month.

Operational Location

s operational location will be located located at: ,, . The company will lease at arate of per month.

Looking forward to the future, the management team at will seekadditional 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

SHORT-TERMGOALSSell our product to ### customers in Year One

Realize revenues greater than $$$ in Year One


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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

START-UP EXPENSES (REQUIREMENTS)

Business Start Year: 2012Office Supplies/ Paper/ Fax Paper/ Printer Ink $1,000

Marketing/ Website/ Business Cards/ Brochures/Advertisements

$0

Equipment/ Point of Sale/ Hardware/ Software / Phones/Desks

$0

Architecture/ Decoration/ Remodeling $0

Other: Legal (Permits/ Trademarks/ Corporations) $0

Rent + Security Deposit $0

Insurance $0

Other 1 $0

Other 2 $0

Franchise Fee $0

Business Fee Transfer $0

TOTAL START-UP EXPENSES ($0)

Start-up Assets

Cash Balance on Starting Date $0

Start-up Inventory $0

Other Current Assets $0

TOTAL CURRENT ASSETS $0

Long-term Assets $0

TOTAL ASSETS $0TOTAL REQUIREMENTS $10

Funding & Investor

Investor 1 $0

SAMPLE

SAMPLE


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Owner 1 $0

Owner 2 $0

Bank A $0

Bank B $0

TOTAL INVESTMENT $0

Current Liabilities

Accounts Payable $500Current Borrowing $0

Other Current Liabilities $0

CURRENT LIABILITIES$0

Long-term Liabilities $0

TOTAL LIABILITIES $0

LOSS AT START-UP $0

TOTAL CAPITAL $0

TOTAL CAPITAL & LIABILITIES $0

SAMPLE


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Product & Services 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 thefuture.

The following lists include both the current products/services that

will offer to its customers upon commencement of operations and thefuture products/services to be offered.

List of Current Services/ Product offered by :

List of Potential Future Services/ Product offered by :

Product/Service 1

Product/Service 2

Product/Service 3

Management & Organization is owned and operated by and

. It will be formed as a . will have adequatebusiness and personal insurance to help ward against liability issues.

PERSONNEL PLANThe staff will consist of working . By month there

will be part-time employees which will be sufficient until when a full-timeemployee will be hired. The employees will be hired based on people skills and on their love andoverall knowledge of the services.


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PERSONNEL PLAN

YEARS 2012 2013 2014

RATIO% 0% 10% 10%

Person 1 $83,333 $91,667 $100,833

Person 2 $2,400 $2,640 $2,904

Person 3 $2,400 $2,640 $2,904

Person 4 $600 $660 $726

Person 5 $0 $0 $0

TOTAL PERSONNEL 4 4 4

TOTAL PAYROLL $88,733 $97,607 $107,367

SAMPLE

SAMPLE


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BUSINESS OWNERSHIP

The company, , will be organized as a

and owned by . will be based in . It will

offer fresh alternative to the traditional large franchises because itwill offer convenient hours of operation and exceptional customer service.

SAMPLE


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The business will be located in a high visibility area located in and will have atotal of employees by the end of . It is forecasted that will realize profitability by and will have inprofit by .

KEY PROFESSIONAL SERVICE PROVIDERS

Legal Service Providers

is legally obligated to comply with the standard rules andregulations associated with the nature of the business operations. Below is a summary of these rulesand regulations.

At a local level, the company is required to maintain its business license and comply with

local regulations and city codes. At a level, the company is required to adhereto all laws concerning employment, corporations, and consumer products andservices regulations. Federally, is required to adhere to additionalconsumer product laws and taxation requirements and restrictions.

Accounting & Bookkeeping Service Providers

s accounting and bookkeeping policy follows the standardgenerally accepted accounting principals (GAAP). To ensure accurate bookkeeping, is responsible for all financial statements and end-of-year reports. In terms ofday-to-day accounting, will use for its accountingsoftware as it is reputable in the marketplace.

The fiscal year is based on year-end, which is . An annual audit willbe performed at year end and will be performed by the accountant.

Business Insurance Service Provider

is insured for business liability, automobile, and health coverage.Additional insurance programs such as worker's compensation will most likely be put in place bythe close of .

There are currently no pending lawsuits or threat of legal action directed at either thecompany or its employees.

Market & Industry AnalysisThings to Know About Opening a Retail StoreBy Melody DawnOpening a retail store can be challenging, especially in lean economic times. They are one ofthe 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 arerisks involved---but you can reduce these by doing your homework first.

Business PlanCharting 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 andcompetitors and gives you an idea of projected income. It might outline best-case and worst-case scenarios and give you tools to get through either eventuality. And a well-writtenbusiness plan can help you find the capital you need to get started, which is important as yourenterprise moves forward and grows.


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LocationRetail 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 butprovides the highest amount of foot traffic, and make sure you know the competitors in thearea.

Try to find an area in which you will be able to carve a niche. For example, if you wantto open a bookstore, do it in an area that is not near a large chain bookstore and whereeducation is valued. Post signs in your storefront so that people know what you offer and caneasily find you.

MerchandisingMerchandising 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 markupmust be in order to make money and survive against competition, and order products thatare in line with your concept and desired pricing.

How to Start Electrical Supplies BusinessHow to Open Electrical Supply Store

With the need for electrical supply present in every area of society, an electrical supply storeis one business that promises to thrivethat is, with proper preparation.

If you are thinking of starting this business, we have a basic guide that will ask you questionsyou need to ask yourself before going further.

Electrical supply is needed in every area of todays society from homes to offices tomanufacturing plants. Given the right conditions, this is a good business to pursue. If you areconsidering going into this business, here are some questions to ask yourself:


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Is there a market for electrical supplies in your target area of operation? What is thismarket? Is it homeowners, businesses, commercial or industrial plants? Do you have thecapacity to provide electrical supplies to the existing market? Translated, it means do youhave the funding and the management expertise to start an electrical supply store suited tothe needs of the market?

An electrical supply store for homeowners is the simplest one to start. You just have tomaintain 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 buildan electrical supply store for industries and electrical contractors youd need not only morecapital 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 notonly 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 leastthe basic answers to customer queries.

What will be your return policy? Will you accept returns? At what condition and for howlong 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 frommanufacturers, 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 canprovide wholesale products at discounts.

And one of the most important questions is, do you have the financial capacity to pursue yourplan? Aside from personal savings you can turn to friends, family, investors and banks thatcan 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 BusinessBy Terence Channon

Opening a retail store can be a very exciting business opportunity. However, the landscape isvery competitive and there are high costs to getting started. If you start a retail store, you willquickly learn that a great deal of your startup expenses are spent before you even have yourdoors 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 stayingpower while you build your retail store business.

Business Registration Costs


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

Storefront DevelopmentIn 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 buysignage for your store. As you are making these improvements, you will also be responsiblefor the monthly lease and electric payments. These expenses can be tough at first as you arepaying 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.

InventoryRetailers need merchandise to sell and these products must first be bought from

manufacturers and other wholesalers. In addition to buying merchandise to have available inyour store, you must be prepared to spend some funds traveling to industry tradeshows soyou can see some of these items first hand. Many vendors and suppliers will allow you tomake 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 haveitems for sale prior to opening.

Marketing & Promotions

Once you are ready to open your retail store, plan to spend some funds advertising andpromoting your newly opened business. If you do not spread the word, getting customers intoyour 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 youradvertising spend as it relates to sales and visitors to your store. Consider also budgeting fordiscounts and promotional pricing to provide a compelling reason for new shoppers to visityour store. While a discount is not an added cash expense, selling an item for less than youplanned can impact your cash-flow projections.

Operating Capital

After rent, renovations , registration fees and inventory, you may find your capitalresources running low. Prior to getting started, plan to have an adequate cushion to coverprojected operating expenses for at least six months. This includes overhead, payroll andother general operating costs. It would be disappointing to have to close up in month two orthree just as things were getting started because you used up all of your cash prior to openingthe store. Understand that it may take several months or even a couple of years before yourretail store can establish itself and become a viable enterprise.

Projects on Retail MarketingBy Cheryl Munson

Retail is a highly competitive business category. By incorporating marketing projects, youcan make your business stand out from the competition. "Promote when your competition isnot promoting," says Debbie Allen of Business Know How. Look for fun, unique ways tomarket your retail business that will keep customers coming back and referring others toshop at your store.


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Evaluate Your Retail Environment

Is your retail store inviting? What makes it distinctive from your competitors? Docustomers linger or quickly make their choices and leave? Add a seating area if customershave to wait for merchandise, like keys that have to be made. Add toys or an inexpensivetelevision 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 tomake products and merchandise attention getting and appealing. Smart retail marketersknow that an attractive store environment can pay off in benefits of increased sales andcustomer loyalty. As stated by Retail Traffic Magazine, "Successful stores are becomingdestinations 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 demonstrationon how to make wedding bouquets during the spring. A salon can host a Sunday afternoonsession on using the right hair care products. An auto repair shop can teach women how toprepare 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 ofaccessories and essential items to help them achieve the results they're looking for," saysKriss 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 anddevelop a special page for major gift giving occasions.

Develop a special Email newsletter to launch and announce the start of your gift registryto customers on your database. Make a special poster to place at cash registers and flyers toinsert inside shopping bags and put a sign-up book on your counter. A gift registry is animportant marketing tactic to generate sales, capture data to follow-up with new customersand 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 formore marketing. Cards can be stamped every time a shopper makes a purchase and they canearn a special gift or discount. An eyewear boutique could use the back of the card to providetips on keeping glasses clean. A hardware store could provide tips on products to buy to saveon energy costs.

Importance of Retail Marketing

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


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advertising, entice them with promotions, and secure them with brandinghence the ever-growing need for marketing in retail outlets.

Advertising

There are two main functions of advertisements: to sell more products, and to inform thecustomer. Through newspaper, TV, radio and internet advertisements, retailers can informtheir customers of the sales, promotions and in-store events. Moreover, since the media isflooded with advertisements, the ability to create a more eye-catching or attention-grabbingad directly influences sales. Stores that advertise--as opposed to those that dont--are kept atthe 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 tobuy a product, but if there is a promotion, there is an incentive for immediate action. Forexample, 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 orwell-know sales times--to sell off the previous seasons merchandise. Promotional periodsspike 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 waycustomers purchase and retain goods. Things like the atmosphere, music, store layout, saleshelp, 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. Themore content a buyer is with their shopping experience, the more likely they are to buymerchandise, 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 themany other stores. With local boutiques, specialty stores, department stores, mass-merchantsand internet stores, customers have more choices when it comes to buying. There iscompetition within each category, and competition between categories. For example, a localboutique selling dress shirts is competing with other local boutiques, and also with the mass-

merchant who might be selling dress shirts at a cheaper price. It is therefore necessary for theboutique 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 mid-priced retail outlets, as everything from food to raincoats have been put under their brand'sname. But what's new is stores that build their brand to the point where they can sellmerchandise at a premium price. Doing so is more cost effective: they can reduce the costsassociated 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 theirstores and their products.

Economic Analysis


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

CANADIAN ECONOMIC CONDITIONS: 2011

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. 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.

continually researches the market to remain current regarding the nature and dynamics of the

industry. This process assists the team at 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 employmentgrowth pausing after modest gains the month before.Household spending dipped in July, after leading the recovery through most of 2009 and the firsthalf of 2010. Auto sales also fell in August, before recovering in September, while existing homesales in August posted their first sizeable gain of the year.Chart 1.1Output and jobsThe recovery of exports sputtered over the summer, with small declines in June and July. Theslowdown 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 housingshowed signs of recovering from several months of decline after the expiry of tax incentives topurchase.The firmer footing of the global economy late in the summer was reflected in commodity andfinancial markets. Commodity prices rebounded in September, led by metals. This helped send theToronto stock market to a new high for the year, while the Canadian dollar recovered the groundlost in August.

Labour marketsEmployment was unchanged in September, leaving the third quarter up 0.9%. Full-time jobsregained 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 andmanufacturing led goods, but the primary sector contracted. Business services led the drop inservices, but remained about 7% ahead of last September.Ontario posted the only notable drop in employment, reflecting declines in business services andtrade. Quebec continued to lead growth with a 3.2% year-over-year gain, with transportationdriving Septembers advance. At 7.7%, Quebecs unemployment rate was the lowest sinceDecember 2008 and a full point below Ontarios (Quebecs rate had never been lower untilJanuary 2009).Chart 1.2

Employment by age
http://www.statcan.gc.ca/pub/11-010-x/2010010/ct082-eng.htmhttp://www.statcan.gc.ca/pub/11-010-x/2010010/ct082-eng.htmhttp://www.statcan.gc.ca/pub/11-010-x/2010010/ct081-eng.htmhttp://www.statcan.gc.ca/pub/11-010-x/2010010/ct081-eng.htmhttp://www.statcan.gc.ca/pub/11-010-x/2010010/ct081-eng.htmhttp://www.statcan.gc.ca/pub/11-010-x/2010010/ct082-eng.htm


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

OutputReal GDP dipped 0.1% in July after a revised 0.3% gain in June. Goods production fell 0.3%, itsfirst decrease since June 2009, while services levelled off.Manufacturing led the drop in goods. Large exporting industries such as autos, aerospace, lumberand 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 goodsoutput was reflected in a dip overall in goods-handling services.Elsewhere, services were dampened by declines for a wide range of household spending, includingretail sales, existing home sales, recreation (mostly gambling) and restaurants.Financial and business services and mining all posted large gains. Business services, which includeprofessional services and administrative and managerial services, posted their largest back-to-backgains since before the recession. Mining was buoyed by large gains for both metals and non-metals,which outweighed a drop in oil extraction.

Household demandRetail sales volume dipped 0.2% in July after a 0.9% increase in June. Much of the declineoriginated in the furniture component, after several months of lower home sales. Demand for non-durable goods also retreated in the face of price hikes for food and gasoline. However, gasolineconsumption remains near Mays record high level, after a 9% drop in prices fuelled higherdemand. While households consumed more gasoline so far in 2010, this has been offset by lowerdemand for home heating and cooling, continuing a downward trend that began in the springof 2009. This includes a slight increase in utility demand in July in response to a heat wave incentral Canada.Elsewhere, consumer spending was mixed. Outlays for semi-durable goods recovered slowly for asecond 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, butthis 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 recoveryin the second half of 2009 from the recession.The housing market was mixed in August. Housing starts fell 4%, continuing their slow retreatfrom 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 unitscontinued to trend upward from the depth of the recession early in 2009. Meanwhile, sales ofexisting homes rose by 4% in August, a tentative sign that demand was levelling off after a drop ofnearly one-third in the first 7 months of the year.

Merchandise tradeThe monthly trade deficit in goods widened to a record $2.8 billion in July, as exports dipped for asecond 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 broad-based 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


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

PricesThe consumer price index rose 0.1% in August after a 0.6% increase in July. The cost of servicesdipped 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 theincrease, notably gold, nickel and copper, with the latter nearing a 2-year high. Food prices also hittheir 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 indexPrices for manufacturing goods rose 0.4% in August after declining in June and July. The increasewas led by metals and food, as prices for finished goods dipped 0.1%.

Financial marketsThe Toronto stock market rose by 3.8%, its third consecutive increase and enough to lift it above itsprevious high for the year set at the end of April. Septembers gain was led by a 20% jump formetals, a month after a similar hike for materials. However, growth was broad-based.Chart 1.5

Stock marketsThe Bank Rate rose a quarter of a point for the third time this year. However, longer-term bond andmortgage rates were unchanged, after easing over the summer. The Canadian dollar movedabove 97 cents (US), recouping its decline in August.

Household credit demand continued to expand at a steady rate in July. Business credit growthslowed in August, with short-term borrowing down after three straight increases.

Regional economiesRetail sales in Ontario and BC fell in July, continuing the downward trend in both provinces thatbegan in April. However, housing starts rose in both provinces in August, returning to about theiraverage so far in 2010. Manufacturing sales also fell 3% in BC, reversing gains in the secondquarter, led by a drop in paper. Shipments were flat in Ontario, as a dip for autos was offset by anincrease in metals.Conversely, retail sales rose in both Quebec and the prairie provinces, but housing starts fellabout 20%. This left starts in both regions at their lowest level of the year. Retail sales rose 0.5% inboth 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 fellfor a sixth straight month (with a total loss of 20%) as a major refinery moved towards closingpermanently.
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UNITED STATES OF AMERICA ECONOMIC CONDITIONS: 2011

U.S. Economy at a Glance: Perspective from the BEA AccountsBEA produces some of the most closely watched economic statistics that influence decisions ofgovernment 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 BEAeconomic 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 thirdquarter 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 increased1.3 percent.Next release: January 27, 2012

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Personal IncomeCurrent Numbers:

November 2011: 0.1 percent (personal income) October 2011: 0.4 percent (personal income)

Next release: January 30, 2012Monthly data: In November 2011, real disposable personal income decreased less than 0.1percent.

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Back to topIndustry Economic Accounts:

Annual Industry Accounts: GDP by IndustryAnnual 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
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product (GDP) by industry from the Bureau of Economic Analysis. Overall, 16 of 22 industrygroups contributed to real GDP growth.

Annual Growth in Real GDP

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Annual Percent Changes in Value Added Prices

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Back to topInternational 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, 2012Quarterly 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 PositionAnnual 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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International Trade in Goods and Services
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Trade Balance: October 2011: -$43.5 billion September 2011: -$44.2 billion

Next release: January 13, 2012Monthly data: Total October exports of $179.2 billion and imports of $222.6 billion resulted in agoods and services deficit of $43.5 billion.

Monthly DataView Larger Image

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

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Gross Domestic Product (GDP) by Metropolitan AreaAnnual data: Real U.S. GDP by metropolitan area increased 2.5 percent in 2010 after declining2.5 percent in 2009, according to new statistics released today by the U.S. Bureau of EconomicAnalysis. 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 financialactivities.

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State Personal Income (SPI)Next release: March 28, 2012Quarterly data: State personal income growth slowed to 0.1 percent, on average, in the thirdquarter of 2011. Growth rates ranged from -0.4 percent in West Virginia to 0.6 percent in
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Washington State. Personal income fell or was unchanged in twenty states and grew 0.2 percent inthe other thirty.

Quarterly DataView Larger Image

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

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Local Area Personal IncomeAnnual data: Among large counties (those with a population of more than 250,000) the change inpersonal 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 thenations 255 large counties.

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County Estimates of Compensation by Industry, 2008-2010Annual 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. Totalcompensation of U.S. workers increased 2.2 percent in 2010, as net job losses partially offsetcompensation growth.

UNITED KINGDOM ECONOMIC CONDITIONS: 2011

SummaryThe UK economy emerged from the 200809 recession with elevated public and
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private debt and high unemployment. Strong growth and macroeconomic stability in therunup to the crisis had hidden a buildup of significant imbalances, influenced byoverreliance on debtfinance and the financial sector, and booming asset prices. Theseimbalances need to be addressed to ensure a sustainable and balanced recovery. Thegovernment is pursuing a necessary and wide ranging programme of fiscal consolidationand structural reforms aimed at achieving stronger growth and a rebalancing of theeconomy over time.

A broad based recovery started in end2009, but faces significant headwinds

during 2011, which can be mitigated by monetary policy remaining supportive. Theplanned fiscal consolidation is needed to ensure that the fiscal position will be sustainableover time. Nonetheless, it adds to the headwinds from weak real income growth and afading rebound in global trade. Monetary policy should hence remain expansionary, even ifheadline inflation is significantly above target, to support the recovery.While the governments fiscal plans and reforms to the fiscal policy frameworkhave significantly reduced fiscal risks, further improvements to the fiscal frameworkand reforms to make the financial sector more robust are needed. The government hasembarked on an ambitious and necessary fiscal adjustment and strengthening of fiscalinstitutions, including the welcome creation of the Office for Budget Responsibility. Stepstowards establishing a permanent fiscal framework should start to be undertaken as thepublic finances are returned closer to balance.

The creation of a Financial Policy Committeewill strengthen macroprudential policy, but further steps are needed to deal with banksthat are too big to fail.Reforms to housing policy should aim to increase affordability and mitigateexcessive house price volatility by enhancing the supply of available land and reducingthe volatility of housing demand. Rigid housing supply and fastrising demand havefuelled house prices, reducing affordability and contributing to macroeconomic andfinancial instability. Policies to increase supply should focus on lowering barriers to accessto land for housing and providing sufficient incentives for local communities to allowdevelopment. The current system of housing taxation is regressive, encouraging excessdemand for housing and should be modified to better reflect the value of ownership.Further reforms are needed to improve education outcomes in England, especiallyamong disadvantaged groups. Despite significantly increased resources, education

performance in England measured by PISA scores remains static and uneven, and could beimproved by focusing resources more on disadvantaged children. The new pupil premiumis a step in the right direction, but funding should be even more transparent. Higher andmore equal autonomy across school types, in terms of hiring and pay, would supportefficient deployment of resources. The quality of vocational training should be increased.Legislated tuition fee reforms could be taken further to lower fiscal costs and expandtertiary education.To meet ambitious climate change targets and reduce emissions, higher and moreconsistent carbon prices are needed. Climate change is a global challenge, and workingfor higher, more broadly based and stable carbon prices within the European Union shouldbe a priority. Domestic carbon pricing policies need to be harmonised and streamlined interms of programmes and prices. More stable conditions for renewable energy providerswould 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 developed a strong and stable sales and marketing strategy

through careful examination its own internal strengths and weaknesses as well as externalopportunities and threats. The following S.W.O.T. Analysis provides an overview of the internalstrengths 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


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internal strengths. 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.

internal weaknesses. Some examples include:

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

external opportunities strengths. Someexamples 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.

In this section describe the companys

external threats strengths. Some examplesinclude:

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 include:

Company Name Nature of Business Location/ Proximity

INDIRECT COMPETITION TO OUR BUSINESSCompetition offering similar services as include:

Company Name Nature of Business Location/ Proximity


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AVAILABLE SUBSTITUTES TO CONSUMERSSubstitute products and services that consumers can opt to purchase or use instead of those

offered by include:

Name Nature Location/ Proximity

Marketing & Promotion

TARGET MARKET operates in , as well as the surrounding areas,

specifically targeting: ; and

;

has developed and executed a unique marketing and sales

strategy. This will assist in leveraging the companys competitive advantages; thus establishing itas the region leading Process Server.

SAMPLE


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will establish marketplace energy through exceptional brandrecognition. The company will constantly and consistently keep a close eye to the overalleffectiveness of the marketing and sales efforts to determine the overall advertising return oninvestment and the commerce generated from the various channels. Over the long term, will develop an ongoing and permanent marketing and sales strategy.

The current marketing plan, and strategy, for is based on thefollowing: The various market segments;

Distribution channels planned to be used to reach market segments; and

Potential and expected market share.

MARKETING GOALSs marketing goals for include the following: Realize and nurture market share of businesses in ;

Increase sales by over ;

Position the company as a superior provider of Process Server in ;

Develop a brand emphasizing ;

Initiate new marketing program;

Design appropriate marketing materials, including brochures, radio advertisements, and

television commercials;

Develop and expand the currently product offerings.

COMPETITIVE ADVANTAGE

SAMPLE


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s competitive advantage is the positioning with the currentcustomer base. By developing a business based on long-term relationships with clients, thecompany will grow and prosper in the competitive environment.

Activities contributing to company success include identifying emerging trends andintegrate them into 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.

s future is contingent on investigating required resourcesto execute plans and remain competitive. s method includes qualitativeand/or quantitative measurements of competition and by estimating company growth, sales, andcash flows. prides itself on high-quality customer service and businessoperations.

PRICING STRATEGY

s pricing strategy displays a strong superiority againstcompetitors. Furthermore, the company has developed a fair and reputable commission-based

structure for related sales representatives as well as distributors serving .Current product/service pricing includes:

Product/Service (1) Price (1)



PROMOTION STRATEGY

s goal is to increase the loyal customer base in the to allow for the creation of increased awareness and overall need for thecompany. In , s marketing goals also include positioning thecompany with strategic alliances with several small business clubs and associations in the. Given the nature of the business, it is understood that the optimal way tointroduce the companys services to businesses, as well as consumers, is through an aggressivetelemarketing campaign.

Moreover, in excess to the standard marketing and advertising campaigns, will develop and execute a campaign through the following means:

Promotional Tactic Distribution Estimated Cost

Territory is a full service company serving ,

which includes . The combined population of thisterritory is and covers the geographical territory spanning. In future years, has plans to expand companyoperations to outlying areas such as .


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Operational Plan

The day-to-day operations of will be overseen by. The underlying principle in daily operations is to ensure that thecompany is represented in a professional business manner and that superior customer services isdelivered to all clients and prospects. While autonomy of the business structure is integral to thedaily functioning, it is crucial that each key personnel remain fully informed of all matterspertaining to the business, all related decisions and its operational functionality.

Hours of Operation

will be open from .

In the event that the office will be closed proper messaging procedures will be put intoplace.

Telephone

Incoming telephone calls 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.


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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


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Supplier Relationships

Internet/ Telephony: Internet and telephony services will be provided by .A service bundle was negotiated at the time of contract to ensure maximum services benefits atminimum costs.

Office Supplies: Due to the nature of the business, it is not efficient to remain loyal to one specificsupplier for office supplies and equipment. Examples of such suppliers are as follows:

Name of Supplier (1)



Milestone Schedule

MILESTONE SCHEDULING &TIMELINES

s critical milestones are illustrated below:

Task Date Commenced Date Finished ImportanceOne:

Two:

Three:

Four:

Five:

Six:

Seven:

SAMPLE


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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 directedspecifically into business relations, and marketing efforts outlined in the Marketing Section. Theinitial investment of will be used as an initial marketing budget as well as to cover generalstart-up expenses. It is estimated that after the initial investment, the company will become self-sufficient.

GENERAL FINANCIALASSUMPTIONS

Annual Growth: Expected growth to increase by per year on the basis of marketingand sales efforts, as well as initiating new strategic alliances that will foster growth andextensions of existing markets.

Sales and Marketing Expenses: The company will execute group advertising andpromotions.

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 ofthe 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 ofsales.

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 ofoperations and cash flow for the three years ending .


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Accordingly, the financial forecast reflects its judgment as of , the date of thisforecast, of the expected conditions and its expected course of action. All financial projections arebased on company sales.

Moreover, the projections reflect the companys management judgment of the expectedconditions and its expected course of action given reasonable assumptions. The revenues realizedare a derivative of the sales realized.

PRO FORMA PROFIT AND LOSS (P&L)

2012 2013 2014

SALES $147,710 $162,481 $178,729

Direct Cost of Sales $23,045 $25,350 $27,885

Other $0 $0 $0

TOTAL COST OF SALES $23,045 $25,350 $27,885

Gross Margin $124,665 $137,131 $150,844

Gross Margin % 540.95% 540.95% 540.95%

EXPENSES:

PAYROLL $88,733 $97,607 $107,367

Sales and Marketing and Other Expenses $1,200 $1,200 $1,200

Depreciation $0 $0 $0

Payroll Taxes $10,648 $11,713 $12,884

TOTAL OPERATING EXPENSES $106,654 $116,601 $127,533

Profit Before Interest and Taxes $18,010 $20,530 $23,311Interest Expense 0 0 0

Taxes Incurred $4,578 $5,219 $5,926

NET PROFIT $13,432 $15,311 $17,385

NET PROFIT/SALES 9.09% 9.42% 9.73%

SAMPLE

SAMPLE


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STATEMENT OF CASH FLOW

The following table and chart shows the projected cash flow of .PRO FORMA CASH FLOW

CASH FROM OPERATIONS 2009 2009 2010

Cash Sales $88,626 $97,489 $107,237

Cash from Receivables $59,084 $64,992 $71,492

SUBTOTAL CASH FROM OPERATIONS $147,710 $162,481 $178,729

Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0

New Current Borrowing $0 $0 $0

New Other Liabilities (interest-free) $0 $0 $0Subtotal Cash Received $147,710 $162,481 $178,729

EXPENDITURES FROM OPERATIONS 2009 2009 2010

Cash Spending (+Payroll) $88,733 $97,607 $107,367

Payment of Accounts Payable $30,000 $30,000 $30,000

SUBTOTAL SPENT ON OPERATIONS $118,733 $127,607 $137,367

Additional Cash Spent

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

Principal Repayment of Current Borrowing $0 $0 $0SAMPLE


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Other Liabilities Principal Repayment $0 $0 $0

Long-term Liabilities Principal Repayment $0 $0 $0

Purchase Other Current Assets $0 $0 $0

Purchase Long-term Assets $0 $0 $0

Dividends $0 $0 $0

SUBTOTAL CASH SPENT $118,733 $127,607 $137,367

NET CASH FLOW $28,977 $63,851 $105,213

CASH BALANCE $57,953 $127,702 $239,402

BREAKEVEN ANALYSIS

The breakeven analysis shows that monthly sales revenues will need to be to breakeven.

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

SAMPLE

SAMPLE


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ASSUMPTIONSAverage Per-Unit Revenue $2,966.67

Average Per-Unit Variable Cost $1,450.00

Estimated Monthly Fixed Cost $9,063

BALANCE SHEETThe 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 CURRENTASSETS

$38,977 $102,828 $208,040

Long-term Assets $0 $0 $0

AccumulatedDepreciation $0 $0 $0

Total Long-term Assets $0 $0 $0

TOTAL ASSETS $38,977 $102,828 $208,040

Liabilities and Capital

CURRENTLIABILITIES

2012 2013 2014

Accounts Payable $500 $0 $0

Current Borrowing $0 $0 $0Other CurrentLiabilities

$0 $0 $0

SUBTOTALCURRENTLIABILITIES

$4 $10 $15

Long-term Liabilities $0 $0 $0

TOTAL

LIABILITIES

$4 $10 $15

Paid-in Capital $0 $0 $0

Retained Earnings $25,541 $87,507 $190,640

SAMPLE


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Earnings $13,432 $15,311 $17,385

Total Capital $38,973 $102,818 $208,025

Total Liabilities andCapital

$38,977 $102,828 $208,040

NET WORTH $38,973 $102,818 $208,025

BUSINESS RATIOS is a company that is seeking to grow

rapidly to seize market share in a dynamic industry.

SAMPLE


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RATIO ANALYSIS

2012 2013 2014

SALES GROWTH 0.00% 10.00% 10.00%

PERCENT OF TOTALASSETS

2012 2013 2014

Accounts Receivable 25.66% 9.73% 4.81%

Inventory 0.00% 0.00% 0.00%

Other Current Assets 0.00% 0.00% 0.00%

Total Current Assets 100.00% 100.00% 100.00%

Long-term Assets 0.00% 0.00% 0.00%

Total Assets 100.00% 100.00% 100.00%

Current Liabilities 100.00% 100.00% 100.00%

Long-term Liabilities 100.00% 100.00% 100.00%

Total Liabilities 0.01% 0.01% 0.01%

Net Worth $38,973 $102,818 $208,025

MAIN RATIOS 2012 2013 2014

Current 0.01% 0.03% 0.04%

11317837 electrical bussines

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