Start-up | |
Requirements | |
Start-up Expenses | |
Business License & Legal | $1,200 |
Stationery etc. | $100 |
Brochures | $25 |
Consultants | $0 |
Insurance | $150 |
Rent | $0 |
Rental Deposit | $1,300 |
Research and Development | $0 |
Expensed Equipment | $0 |
Display Shelving * | $500 |
Display for Custom-built Systems | $400 |
Display Cabinet * | $450 |
Main Store Sign | $75 |
Store Signs for Windows | $125 |
Installed Security System | $1,200 |
Storage Shelving for Inventory | $50 |
Workstations (4) | $200 |
Workstation Monitors (4) | $400 |
2 Additional Circuits for 4 Total Outlets | $600 |
Carpet | $1,100 |
Painting | $100 |
Other | $0 |
Total Start-up Expenses | $7,975 |
Start-up Assets | |
Cash Required | $2,025 |
Start-up Inventory | $10,000 |
Other Current Assets | $0 |
Long-term Assets | $0 |
Total Assets | $12,025 |
Total Requirements | $20,000 |
Most people today use computers either at work or at home. It is important that people have a quality resource for buying and servicing those computers. Eagle Computers will provide the West Hawaii community with just such a quality resource – a one-stop shop for IBM-compatible computers. Eagle Computers will offer the following products and services with excellent customer service in a friendly, professional, and pleasant environment:
Market research shows that customers on the West side of Hawaii County go to Kailua-Kona for their technological needs. Because of this, if a computer store is located in Kailua-Kona, the prime market is a 20-mile radius, within the North Kona and South Kona districts. Also, Kailua-Kona is the main center for tourism on the Big Island of Hawaii. Eagle Computers will be located in Kailua-Kona. The following demographics were gathered from the official Hawaii County website, the official Hawaii government website and the Kona-Kohala Chamber of Commerce:
These demographics illustrate a favorable climate for the success of Eagle Computers. Also, in 2001, a new transpacific cable linking Australia to the U.S. mainland via Hawaii provided increased bandwidth to the islands, which has increased the availability of high-speed Internet access to Hawaii computer users.
Our market segmentation focuses on residents, small businesses, and tourists to the Big Island of Hawaii. However, the tourist market segment has very different needs, so the income potential is vastly different than the other two market segments. The income potential analysis is as follows:
Though the numbers in our market segmentation scheme show that the tourist segment makes up the largest portion of potential customers, they do not actually represent the largest income potential. The average tourist is in Kona for about a week and will not be in the market to purchase a computer or have one repaired. However, many tourists want to be able to access the Internet and check their e-mail. We will satisfy this need with our Computer Rental Stations. Tourists will be able to rent time at a Computer Rental Station to browse the Internet, check e-mail, and download their digital photos from their camera memory cards onto discs. The fees we will charge to rent the Stations will be modest, but since there will be no actual product leaving the store for this service, the rental fees are straight profit. We expect these Rental Stations to generate approximately 10% of the business’ profit, so the income from the tourist market segment is actually 10%.
In terms of income potential, the largest market segment is actually the local consumers. This segment is represented in the market segmentation scheme under the heading “Resident Households”. According to the official website for the state of Hawaii, in 2000, 52.4% of Hawaii households had computers. In fact, many households have more than one computer. Consumers need a place to repair and upgrade the computers they already have as well as purchase new computers and parts with the latest technology. Currently, the local residents have very limited resources for purchasing computers or parts. Their options are: a) order computers and computer parts over the Internet, which incurs shipping costs and prevents hands-on inspection by the purchaser; or b) buy a computer from Costco, which only offers a handful of different models and there is no option to customize the computer to match the purchaser’s specific needs. Eagle Computers will resolve these issues for local consumers by selling computers and computer parts that are of the latest technology. We will have computers on display so that a customer can do a hands-on inspection before purchasing. We will also sell custom-built computers and do in-store upgrades so that customers can purchase computers that match their specific needs. In addition, we will offer in-store repair service and guarantee our products. Computers sales, upgrades, and repairs generate a much greater income than the Computer Rental Stations will. We expect the local consumer market segment to provide 50% of the business income.
The remaining 40% of our business income will be generated by the small business market segment. 77% of the businesses in Hawaii are small businesses with less than 10 employees. These small businesses are large enough to need the high-quality computer technology we offer, but too small to have a separate computer management staff. This segment is largely overlooked by most business-focused computer resources because of its “low end” buying habits, and a reluctance to compete with the major retail chain box movers. This currently leaves the small businesses with the same limited resources as are available to the local consumers. As with the local consumers, we will resolve these issues for the small business market segment by providing affordably-priced, high-quality products of the latest technology, customized according to each business’ unique needs. Our full-service computer diagnosis and repair service will provide quality work within an expedient turn-around time. Small businesses cannot afford to wait very long for computer repairs or servicing. We will also offer full networking solutions, including wireless networking.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Resident Households | 2% | 56,243 | 57,396 | 58,573 | 59,774 | 60,999 | 2.05% |
Small Businesses | 2% | 2,956 | 3,017 | 3,079 | 3,142 | 3,206 | 2.05% |
Tourists | 2% | 1,035,682 | 1,056,913 | 1,078,580 | 1,100,691 | 1,123,255 | 2.05% |
Total | 2.05% | 1,094,881 | 1,117,326 | 1,140,232 | 1,163,607 | 1,187,460 | 2.05% |
Analysis of our market segmentation shows that 90% of our income will be generated by local consumers and small businesses, with the remaining 10% being generated by tourists. Advertising strategy to the local market segments will differ from advertising strategy to the tourism segment in the following ways:
Advertising to Local Consumers and Small Businesses:
Advertising to Tourists:
Eagle Computers is part of the retail computer industry, which includes several types of businesses:
Consumers and small business buyers understand the concept of service and support, and are much more likely to pay for it when the offering is clearly stated.
There is no doubt that we compete much more against all the box pushers than against other service providers. We need to effectively compete against the idea that businesses should buy computers as plug-in appliances that don’t need ongoing service, support, and training.
Research indicates that our target consumers and small businesses think about price but would buy based on quality service if the offering were properly presented. They think about price because that’s all they ever see. We have very good indications that many would rather pay 10-20% more for a relationship with a long-term vendor providing back-up and quality service and support; they end up in the box-pusher channels because they aren’t aware of the alternatives.
Availability is also very important. Consumers and small business buyers tend to want immediate, local solutions to problems.
Our target market consists of consumers, small businesses and home offices (less than 10 employees), and tourists. Our sales and marketing strategy will consist of offering a wide selection of quality products and services, a friendly pleasant atmosphere, and a convenient location in the center of Kailua-Kona with accessibility to locals and tourists alike. We will establish ourselves in the community through word-of-mouth referrals from our satisfied clients, and various forms of advertising.
Our competitive edge is a combination of our wide range of products and services, outstanding location, and our interaction with our clients. By building a business based on long-standing relationships with satisfied clients, we simultaneously build defenses against competition. The longer the relationship stands, the more we help our clients understand what we offer them and why they should both stay with Eagle Computers, and refer us to others in the community. In close-knit communities like the Big Island of Hawaii, reputation is extremely important, and word-of-mouth advertising is invaluable.
Our marketing strategy is a simple one: satisfied customers are our best marketing tool. The first time a customer comes to Eagle Computers, they will know that they have found a one-stop shop for all of their computer needs, including a friendly personal atmosphere with exceptional customer service. We have talked with many friends and associates who are excited about our plans and are anxious to shop with us and use our services. Word of mouth and a good reputation are the best marketing tools in a close-knit community such as ours.
In addition, we will have a website, do radio and newspaper advertising, distribute flyers to local businesses, and advertise in the Yellow Pages. These venues will help us become known as we establish our business.
Our umbrella sales strategy is to sell Eagle Computers to the West Hawaii community as the best resource for their computer needs, enhancing their lives with our quality, latest-technology products, the convenience of our one-stop shop, affordable pricing and the reliable professional service we offer.
We will sell Eagle Computers through each employee’s expertise, courtesy, and warmth, creating a trusting impression on all customers, and establishing loyalty and return visits. We will ensure each visit to Eagle Computers is a professional and pleasant experience, so that customers can always depend on our brand of service when they arrive.
We expect to have a customer return rate of 90% at the end of the first year and for sales to increase to over a quarter-million dollars by end of second year.
The important elements of the Sales Forecasts are shown in the chart and table below. Initial sales forecast indicate a healthy first year revenue increasing modestly but steadily in the second and third year. These figures are based on revenue from three main areas:
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Computer Sales | $156,500 | $164,325 | $172,541 |
Computer Repairs | $53,000 | $58,300 | $64,130 |
Computer Rental Stations | $10,050 | $10,352 | $10,662 |
Total Sales | $219,550 | $232,977 | $247,333 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Computer Parts | $109,550 | $111,741 | $113,976 |
Row 3 | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $109,550 | $111,741 | $113,976 |
The following table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan | 9/25/2003 | 10/23/2003 | $100 | Judy | Management |
Negotiate/Sign Store Front Lease | 10/22/2003 | 11/1/2003 | $0 | Jim | Management |
Build Displays & Set Up Store Interior | 11/1/2003 | 12/1/2003 | $6,050 | Jim | Management |
Secure Business Name and Legal | 11/1/2003 | 11/15/2003 | $1,200 | Judy | Management |
Obtain Financial Backing | 11/1/2003 | 12/1/2003 | $0 | Judy | Management |
Print Business Stationary & Flyers | 11/15/2003 | 12/1/2003 | $125 | Judy | Management |
Grand Opening for Store | 12/1/2003 | 12/7/2003 | $50 | Jim | Management |
Distribute Flyers | 12/1/2003 | 12/7/2003 | $20 | Judy | Management |
Research Media Advertising | 1/1/2004 | 1/15/2004 | $0 | Judy | Management |
Print & Distribute 2nd Group of Flyers | 2/1/2004 | 2/15/2004 | $50 | Judy | Management |
Totals | $7,595 |
The management philosophy of Eagle Computers is based on respect for each of our fellow employees, respect for every client, and individual responsibility. We believe in listening to our clients and doing our best to embody their vision of a community-minded business dedicated to meeting all their computer needs. Our management team consists of the owners, who are experienced entrepreneurs possessing a breadth of functional experience in computer technology, information technology, management and retail. Both Jim Johnson and Judy Johnson will share the senior management responsibilities with Jim directing the sales, development, operations and production, and Judy directing the finances and marketing.
We still need to find a networking specialist for our clients who require that service, but as the need for that will be on a job-by-job basis, we will use an independent contractor. We already know of a couple of qualified candidates.
When the need arises to hire employees, we will hire only employees who demonstrate technical aptitude and a dedication to excellent customer service. The organizational structure and personnel plan reflect our intentions to maintain an organization that is customer oriented and technologically proficient, while efficiently managing cost controls and productivity.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Jim Johnson | $33,000 | $36,000 | $40,000 |
Judy Johnson | $16,500 | $21,000 | $25,000 |
Total People | 2 | 2 | 2 |
Total Payroll | $49,500 | $57,000 | $65,000 |
The following subtopics help present the financial plan for Eagle Computers.
The key underlying assumptions of our financial plan shown in the following general assumption table are:
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
For our break-even analysis, we assume running costs which include our full payroll, rent and utilities, and an estimation of other running costs.
We will monitor gross margins very closely, and maintain them at or above 50% by taking advantage of all promotions and discounts offered by our manufacturers and by our higher-profit revenue generators of computer service and Computer Rental Stations.
The chart shows what we need to sell per month to break even, according to these assumptions. This is about 6% of our projected sales for our first year.
Break-even Analysis | |
Monthly Revenue Break-even | $12,868 |
Assumptions: | |
Average Percent Variable Cost | 50% |
Estimated Monthly Fixed Cost | $6,447 |
There are two important assumptions with our Projected Profit and Loss statement:
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $219,550 | $232,977 | $247,333 |
Direct Cost of Sales | $109,550 | $111,741 | $113,976 |
Other Costs of Goods | $0 | $0 | $0 |
Total Cost of Sales | $109,550 | $111,741 | $113,976 |
Gross Margin | $110,000 | $121,236 | $133,357 |
Gross Margin % | 50.10% | 52.04% | 53.92% |
Expenses | |||
Payroll | $49,500 | $57,000 | $65,000 |
Sales and Marketing and Other Expenses | $280 | $280 | $280 |
Depreciation | $0 | $0 | $0 |
Rent | $15,600 | $15,600 | $15,600 |
Utilities | $3,600 | $3,600 | $3,600 |
Security Alarm System | $360 | $360 | $360 |
Insurance | $600 | $600 | $600 |
Payroll Taxes | $7,425 | $8,550 | $9,750 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $77,365 | $85,990 | $95,190 |
Profit Before Interest and Taxes | $32,635 | $35,246 | $38,167 |
EBITDA | $32,635 | $35,246 | $38,167 |
Interest Expense | $3,310 | $2,974 | $2,624 |
Taxes Incurred | $8,797 | $9,681 | $10,663 |
Net Profit | $20,527 | $22,590 | $24,880 |
Net Profit/Sales | 9.35% | 9.70% | 10.06% |
Our projected cash flow includes planned borrowing to increase our capital and thereby ensure a positive cash balance while our business is becoming established. Though the cash flow is negative on and off throughout the year, we will maintain a healthy cash balance, which steadily increases in both the second and third years.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $219,550 | $232,977 | $247,333 |
Subtotal Cash from Operations | $219,550 | $232,977 | $247,333 |
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 | $0 |
New Long-term Liabilities | $35,000 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $254,550 | $232,977 | $247,333 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $49,500 | $57,000 | $65,000 |
Bill Payments | $136,766 | $156,082 | $157,370 |
Subtotal Spent on Operations | $186,266 | $213,082 | $222,370 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $3,504 | $3,504 | $3,504 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $189,770 | $216,586 | $225,874 |
Net Cash Flow | $64,780 | $16,390 | $21,460 |
Cash Balance | $66,805 | $83,195 | $104,655 |
Our Projected Balance Sheet shows we will not have any difficulty meeting our debt obligations as long as our revenue projections are met.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $66,805 | $83,195 | $104,655 |
Inventory | $12,320 | $12,566 | $12,818 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $79,125 | $95,762 | $117,473 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $79,125 | $95,762 | $117,473 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $15,076 | $12,627 | $12,962 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $15,076 | $12,627 | $12,962 |
Long-term Liabilities | $31,496 | $27,992 | $24,488 |
Total Liabilities | $46,572 | $40,619 | $37,450 |
Paid-in Capital | $20,000 | $20,000 | $20,000 |
Retained Earnings | ($7,975) | $12,552 | $35,142 |
Earnings | $20,527 | $22,590 | $24,880 |
Total Capital | $32,552 | $55,142 | $80,023 |
Total Liabilities and Capital | $79,125 | $95,762 | $117,473 |
Net Worth | $32,552 | $55,142 | $80,023 |
The company’s projected business ratios are provided in the table below. The final column, Industry Profile, shows the industry profile ratios based on the Standard Industrial Classification (SIC) code 5734, Computer and Software Stores.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 6.12% | 6.16% | 5.90% |
Percent of Total Assets | ||||
Inventory | 15.57% | 13.12% | 10.91% | 28.69% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 23.57% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 76.76% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 23.24% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 19.05% | 13.19% | 11.03% | 38.11% |
Long-term Liabilities | 39.81% | 29.23% | 20.85% | 12.34% |
Total Liabilities | 58.86% | 42.42% | 31.88% | 50.45% |
Net Worth | 41.14% | 57.58% | 68.12% | 49.55% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 50.10% | 52.04% | 53.92% | 32.91% |
Selling, General & Administrative Expenses | 40.75% | 42.34% | 43.86% | 16.33% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 3.48% |
Profit Before Interest and Taxes | 14.86% | 15.13% | 15.43% | 1.13% |
Main Ratios | ||||
Current | 5.25 | 7.58 | 9.06 | 1.84 |
Quick | 4.43 | 6.59 | 8.07 | 0.96 |
Total Debt to Total Assets | 58.86% | 42.42% | 31.88% | 53.76% |
Pre-tax Return on Net Worth | 90.09% | 58.52% | 44.42% | 2.48% |
Pre-tax Return on Assets | 37.06% | 33.70% | 30.26% | 5.36% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 9.35% | 9.70% | 10.06% | n.a |
Return on Equity | 63.06% | 40.97% | 31.09% | n.a |
Activity Ratios | ||||
Inventory Turnover | 10.91 | 8.98 | 8.98 | n.a |
Accounts Payable Turnover | 10.07 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 33 | 30 | n.a |
Total Asset Turnover | 2.77 | 2.43 | 2.11 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 1.43 | 0.74 | 0.47 | n.a |
Current Liab. to Liab. | 0.32 | 0.31 | 0.35 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $64,048 | $83,134 | $104,511 | n.a |
Interest Coverage | 9.86 | 11.85 | 14.55 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.36 | 0.41 | 0.47 | n.a |
Current Debt/Total Assets | 19% | 13% | 11% | n.a |
Acid Test | 4.43 | 6.59 | 8.07 | n.a |
Sales/Net Worth | 6.74 | 4.23 | 3.09 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Computer Sales | 0% | $8,000 | $10,000 | $12,000 | $12,500 | $12,500 | $13,000 | $13,500 | $14,000 | $14,500 | $15,000 | $15,500 | $16,000 |
Computer Repairs | 0% | $2,000 | $2,500 | $3,000 | $3,500 | $4,000 | $4,500 | $5,000 | $5,500 | $5,600 | $5,700 | $5,800 | $5,900 |
Computer Rental Stations | 0% | $650 | $700 | $750 | $800 | $850 | $900 | $900 | $900 | $900 | $900 | $900 | $900 |
Total Sales | $10,650 | $13,200 | $15,750 | $16,800 | $17,350 | $18,400 | $19,400 | $20,400 | $21,000 | $21,600 | $22,200 | $22,800 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Computer Parts | $5,600 | $7,000 | $8,400 | $8,750 | $8,750 | $9,100 | $9,450 | $9,800 | $10,150 | $10,500 | $10,850 | $11,200 | |
Row 3 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $5,600 | $7,000 | $8,400 | $8,750 | $8,750 | $9,100 | $9,450 | $9,800 | $10,150 | $10,500 | $10,850 | $11,200 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Jim Johnson | 0% | $2,000 | $2,000 | $2,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Judy Johnson | 0% | $1,000 | $1,000 | $1,000 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 |
Total People | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | |
Total Payroll | $3,000 | $3,000 | $3,000 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $10,650 | $13,200 | $15,750 | $16,800 | $17,350 | $18,400 | $19,400 | $20,400 | $21,000 | $21,600 | $22,200 | $22,800 | |
Direct Cost of Sales | $5,600 | $7,000 | $8,400 | $8,750 | $8,750 | $9,100 | $9,450 | $9,800 | $10,150 | $10,500 | $10,850 | $11,200 | |
Other Costs of Goods | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $5,600 | $7,000 | $8,400 | $8,750 | $8,750 | $9,100 | $9,450 | $9,800 | $10,150 | $10,500 | $10,850 | $11,200 | |
Gross Margin | $5,050 | $6,200 | $7,350 | $8,050 | $8,600 | $9,300 | $9,950 | $10,600 | $10,850 | $11,100 | $11,350 | $11,600 | |
Gross Margin % | 47.42% | 46.97% | 46.67% | 47.92% | 49.57% | 50.54% | 51.29% | 51.96% | 51.67% | 51.39% | 51.13% | 50.88% | |
Expenses | |||||||||||||
Payroll | $3,000 | $3,000 | $3,000 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | |
Sales and Marketing and Other Expenses | $0 | $0 | $70 | $0 | $0 | $70 | $0 | $0 | $70 | $0 | $0 | $70 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | |
Utilities | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | |
Security Alarm System | $30 | $30 | $30 | $30 | $30 | $30 | $30 | $30 | $30 | $30 | $30 | $30 | |
Insurance | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | |
Payroll Taxes | 15% | $450 | $450 | $450 | $675 | $675 | $675 | $675 | $675 | $675 | $675 | $675 | $675 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $5,130 | $5,130 | $5,200 | $6,855 | $6,855 | $6,925 | $6,855 | $6,855 | $6,925 | $6,855 | $6,855 | $6,925 | |
Profit Before Interest and Taxes | ($80) | $1,070 | $2,150 | $1,195 | $1,745 | $2,375 | $3,095 | $3,745 | $3,925 | $4,245 | $4,495 | $4,675 | |
EBITDA | ($80) | $1,070 | $2,150 | $1,195 | $1,745 | $2,375 | $3,095 | $3,745 | $3,925 | $4,245 | $4,495 | $4,675 | |
Interest Expense | $289 | $287 | $284 | $282 | $280 | $277 | $275 | $272 | $270 | $267 | $265 | $262 | |
Taxes Incurred | ($111) | $235 | $560 | $274 | $440 | $629 | $846 | $1,042 | $1,097 | $1,193 | $1,269 | $1,324 | |
Net Profit | ($258) | $548 | $1,306 | $639 | $1,026 | $1,469 | $1,974 | $2,431 | $2,559 | $2,784 | $2,961 | $3,089 | |
Net Profit/Sales | -2.43% | 4.15% | 8.29% | 3.80% | 5.91% | 7.98% | 10.18% | 11.92% | 12.18% | 12.89% | 13.34% | 13.55% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $10,650 | $13,200 | $15,750 | $16,800 | $17,350 | $18,400 | $19,400 | $20,400 | $21,000 | $21,600 | $22,200 | $22,800 | |
Subtotal Cash from Operations | $10,650 | $13,200 | $15,750 | $16,800 | $17,350 | $18,400 | $19,400 | $20,400 | $21,000 | $21,600 | $22,200 | $22,800 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $35,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $45,650 | $13,200 | $15,750 | $16,800 | $17,350 | $18,400 | $19,400 | $20,400 | $21,000 | $21,600 | $22,200 | $22,800 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $3,000 | $3,000 | $3,000 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | |
Bill Payments | $136 | $4,306 | $11,252 | $12,953 | $12,038 | $11,857 | $12,833 | $13,329 | $13,870 | $14,339 | $14,715 | $15,140 | |
Subtotal Spent on Operations | $3,136 | $7,306 | $14,252 | $17,453 | $16,538 | $16,357 | $17,333 | $17,829 | $18,370 | $18,839 | $19,215 | $19,640 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | $292 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $3,428 | $7,598 | $14,544 | $17,745 | $16,830 | $16,649 | $17,625 | $18,121 | $18,662 | $19,131 | $19,507 | $19,932 | |
Net Cash Flow | $42,222 | $5,602 | $1,206 | ($945) | $520 | $1,751 | $1,775 | $2,279 | $2,338 | $2,469 | $2,693 | $2,868 | |
Cash Balance | $44,247 | $49,849 | $51,056 | $50,111 | $50,631 | $52,382 | $54,157 | $56,436 | $58,774 | $61,243 | $63,936 | $66,805 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $2,025 | $44,247 | $49,849 | $51,056 | $50,111 | $50,631 | $52,382 | $54,157 | $56,436 | $58,774 | $61,243 | $63,936 | $66,805 |
Inventory | $10,000 | $6,160 | $7,700 | $9,240 | $9,625 | $9,625 | $10,010 | $10,395 | $10,780 | $11,165 | $11,550 | $11,935 | $12,320 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $12,025 | $50,407 | $57,549 | $60,296 | $59,736 | $60,256 | $62,392 | $64,552 | $67,216 | $69,939 | $72,793 | $75,871 | $79,125 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $12,025 | $50,407 | $57,549 | $60,296 | $59,736 | $60,256 | $62,392 | $64,552 | $67,216 | $69,939 | $72,793 | $75,871 | $79,125 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $3,933 | $10,819 | $12,551 | $11,644 | $11,430 | $12,389 | $12,867 | $13,392 | $13,849 | $14,211 | $14,620 | $15,076 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $3,933 | $10,819 | $12,551 | $11,644 | $11,430 | $12,389 | $12,867 | $13,392 | $13,849 | $14,211 | $14,620 | $15,076 |
Long-term Liabilities | $0 | $34,708 | $34,416 | $34,124 | $33,832 | $33,540 | $33,248 | $32,956 | $32,664 | $32,372 | $32,080 | $31,788 | $31,496 |
Total Liabilities | $0 | $38,641 | $45,235 | $46,675 | $45,476 | $44,970 | $45,637 | $45,823 | $46,056 | $46,221 | $46,291 | $46,408 | $46,572 |
Paid-in Capital | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 | $20,000 |
Retained Earnings | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) | ($7,975) |
Earnings | $0 | ($258) | $290 | $1,596 | $2,235 | $3,261 | $4,729 | $6,704 | $9,134 | $11,693 | $14,478 | $17,439 | $20,527 |
Total Capital | $12,025 | $11,767 | $12,315 | $13,621 | $14,260 | $15,286 | $16,754 | $18,729 | $21,159 | $23,718 | $26,503 | $29,464 | $32,552 |
Total Liabilities and Capital | $12,025 | $50,407 | $57,549 | $60,296 | $59,736 | $60,256 | $62,392 | $64,552 | $67,216 | $69,939 | $72,793 | $75,871 | $79,125 |
Net Worth | $12,025 | $11,767 | $12,315 | $13,621 | $14,260 | $15,286 | $16,754 | $18,729 | $21,159 | $23,718 | $26,503 | $29,464 | $32,552 |
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8.4 Sales Funnel: With the expansion of your computer store business, you may guide your consumers through an engaging experience from discovery to satisfaction. Optimize each stage of the sales funnel to increase efficiency and improve the customer experience at your computer store. Download this business plan . 9. Operational Plan
The small business market will be defined as customers within a 15 mile radius, with 2 or more computers or a network which they use for business purposes at least 25% of the time. Their business use may include minor usage, such as updating a business website for a brick-and-mortar store, keeping the books, designing graphics or ad campaigns ...
Banks and other funders will want to see a traditional business plan before they loan your company money. A traditional computer repair business plan includes: an executive summary. a company description. a competitive market analysis. business structure and service offerings information. marketing and sales plans.
A business plan has 2 main parts: a financial forecast outlining the funding requirements of your computer store and the expected growth, profits and cash flows for the next 3 to 5 years; and a written part which gives the reader the information needed to decide if they believe the forecast is achievable.
For example, give a brief overview of the computer repair industry. Discuss the type of computer repair business you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team.
The sales and marketing plan is a vital component of a computer shop business plan. It involves developing strategies and tactics to acquire and retain customers. Key elements of the sales and marketing plan may include: Identifying target customer segments and understanding their needs and preferences.
Writing a computer repair business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section planned to offer an overview of the entire business plan.
Lastly, address any funding needs in the "ask" section of your executive summary. 2. The presentation of the company. In your computer repair shop business plan, the second section should focus on the structure and ownership, location, and management team of your company.
2. Analyze the Competition. When launching a computer repair shop, it's vital to assess your local competition. This includes researching existing brick-and-mortar providers in the area to understand their offerings, prices, location convenience, and reviews.
1. Don't worry about finding an exact match. We have over 550 sample business plan templates. So, make sure the plan is a close match, but don't get hung up on the details. Your business is unique and will differ from any example or template you come across. So, use this example as a starting point and customize it to your needs.
The computer shop will sell desktops, laptops, servers, printers, accessories, and offer IT consulting services. It aims to capitalize on competitor weaknesses and gain market share through advertising, promotions, and sales tactics like in-store, phone, and online sales. The business plan provides details on suppliers, staffing, budgets, and 3 ...
Computer Medics offers a range of services including computer repair, virus removal, data recovery, and hardware upgrades. They price their services competitively, with basic diagnostics starting at $50 and more complex repairs ranging from $100 to $300. Their annual revenues are estimated to be around $500,000.
Introduction. Step 1: Build up your savings. Step 2: Create a business plan for your computer repair business. Step 3: Finance your computer repair business. Step 4: Choose a location. Step 5: Set your pricing for your computer repair services. Step 6: Get your computer repair and IT certifications.
1. Choose the Name for Your Computer Repair Business. The first step to starting a computer repair business is to choose your business' name. This is a very important choice since your company name is your brand and will last for the lifetime of your business. Ideally you choose a name that is meaningful and memorable.
Remember, while this is a fictitious example, it covers the essentials of a business plan for a computer shop. Business plans should be more comprehensive, tailored to specific circumstances, and often require detailed research and professional guidance. For information on creating your business plan, see, How to Write a Business Plan. 12.
As a small business, you're not likely to be able to match the prices of your larger competitors — the personalized service you offer needs to offset this disadvantage. 3. Build your brand identity. A new computer business, like any other small business, needs to make a quick and lasting impression in order to survive.
A Sample Computer Sales & Services Business Plan Template 1. Industry Overview. The computer sales and servicing industry includes operators that mainly sell and service all forms of computers such as desktops, laptops, notebooks, palmtops and software, as well as accessories like printers, scanners and keyboards.
Capital West Advisors charges $2250 to $2650 for a computer repair shop business plan. These early questions will guide your business's basic structure, but a full business plan will require much more demographic and economic data. With several hundred previous clients, we have helped all sorts of companies get off to a great start. ...
Choose a name and register your computer repair shop. The next phase in launching your computer repair shop involves selecting a name for your company. This stage is trickier than it seems. Finding the name itself is quite fun; the difficulty lies in finding one that is available and being the first to reserve it.
Explore a real-world computer hardware reseller business plan example and download a free template with this information to start writing your own business plan. ... Computer City, Future Shop, etc. They are almost always more than 10,000 square feet of space, usually offer decent walk-in service, and are often warehouse-like locations where ...
Company Summary. PC Repair is an S Corporation located in Ramsford-on-Bitstream, owned by Jack Hacker. With a small 3-year loan, PC Repair will grow in one year from a one-man, home-office based repair shop to a profitable, 3-person business in a leased location. We will build the necessary infrastructure to quickly and efficiently respond to ...
Business Plan Sample Computer Shop - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This document provides guidance on writing a business plan for a computer repair shop. It outlines key sections to include such as an executive summary, company analysis, competitive analysis, marketing plan, operations plan, management team, and financial plan.
Explore a real-world computer software retailer business plan example and download a free template with this information to start writing your own business plan. ... Because of this, if a computer store is located in Kailua-Kona, the prime market is a 20-mile radius, within the North Kona and South Kona districts. Also, Kailua-Kona is the main ...