KnaelHaed ASPware will be based in Bigburg-by-Bay. The office lease average is $6 per square foot in our area, and the Company will occupy approximately 800 sq. feet of space for day-to-day operations. There will be four management employees covering Web Maintenance and General Administration.
KnaelHaed ASPware’s DigitalSuspenders package will offer services to produce construction documents at low cost as well as a medium for its business actors to collaborate on both housing and commercial type of projects. The business will combine aspects of the open source software with a two-tiered site membership. The entry level is free, subsidized by targeted advertisement utilizing Ad Sense by Google and paid members. However, each visitors are required to fill out registration to acquire their user names and passwords to access the site. The purpose of a free access is to “tease” and encourage visitors to eventually pay for the membership.
Paying members will enjoy more benefits in using the services. The concept is lately dubbed as software-on-demands, a chopped version of an open source application for various type of members, thus members do not have to pay for the applications they do not need for their projects. The software will be cheaper and simpler in the deployment, as well as easy support.
The products that KnaelHaed ASPware’s DigitalSuspenders package will deliver include:
KnaelHaed ASPware will be facing few direct competitors in the industry and since it will be the first to offer the combination of functionality and connectivity, KnaelHaed ASPware’s success will surely be quickly copied by it competitors.
Their site allows non-registered users to freely browse the portfolios of architects and builders who offer their building plans for sale. It is a more of a classified ad site, where the revenue generated through listings of vendors and commission on plan purchases by home owners. The site is interactive, where future home owners could browse plans made by vendors. In addition to the core referral service, DreamHouse.com provides answers to future home owners such as where to obtain the financing, and so on. The Company also offers 24/7 customer service available through toll-free phone numbers.
Builder Management Technology (BuilderMT) only offers 3D models and walkthroughs to large builders who can afford a $5,000 price tag. There is one feature, called ProDatabase, designed to get builders up and running quickly. The database includes General Ledger, Job Cost Accounting, Purchasing, and Scheduling data that can be easily implemented. BuilderMT also operates a Web-based “Virtual Design Center” (VDSee), so that builders can offer anyone access to the site. VDSee offers fully scaled 3D images of whole-houses, house exteriors, or specific rooms that users can “walk through” and fill with selected appliances from catalogs provided by partner vendors. Similar to DreamHouse.com, BuilderMT is geared strictly to the home builder market. No bid capability, the site acts only as a referral to business partners in the area.
The site provides easy access to continually updated information for each of The Blue Book’s regional editions (printed). Not yet online, but soon the services will be made available to Internet users, where construction buyers and sellers will also have free access to online bidding and procurement system. Revenue is generated from listings.
This business will begin with a general corporate brochure establishing offered services. This brochure will be developed as part of the start-up expenses or sales campaign and distributed to a list of local builders and subcontractors as a direct mailing strategy to “pull” users into the site.
Literature and mailing for the initial market forums will be very important, with the need to establish a high-quality look and feel in order to create a trustworthy sense of professionalism.
The big idea of KnaelHaed ASPware is the next generation construction blueprint that will be implemented in a phased manner:
KnaelHaed ASPware offers a tiered pricing structure for the website starting at free. Then it will charge for customization and make those customized features only available to those that have paid for them. There will be different memberships and pricing structures for our various users: builders, subcontractors, property managers and consumers.
New technology has changed almost everything about the distribution of software today. The ASP (Application Service Provider) model makes it easier for construction software vendors to sell and get customers up and running, lending itself to a more scalable and profitable business model. KnaelHaed ASPware intends to become the leader and the most creative provider of Web-based software applications in the construction market. The Company will do this by developing an innovative and progressive development and management team. KnaelHaed ASPware will also accomplish the goal by using clients’ input to further develop the products and services.
Demand for family housing construction is subject to both short-term and long-term influences. Short-term influences include factors such as movements in interest rates, housing affordability and stimulatory government policy. The long-term influences include trends in population growth and settlement, the aging of existing stock and buyer preferences between single-family and multi-family style housing.
In the commercial sectors, the demand factors are vary according to the type of buildings, for instance schools, hospitals, museums, etc. Current economic conditions and the level of investor confidence play an important role in determining the overall level of activity in this industry.
Housing Construction
Short-term Determinants
The impact of current economic conditions on consumer confidence. Consumers must be confident of job security and future household income to commit to buying a home. Housing affordability is the cost of purchasing a house relative to current household income and is a key factor driving the housing investment cycle. The affordability ratio (as a measure of the average size of the loan over the current level of pre-tax household income) is directly influenced by the level of mortgage interest rates (availability and price of finance), and the price of land, labor and materials.
The prevailing cost of renting residential accommodation relative to the cost of purchasing (i.e., mortgage repayments) impacts on the short-term demand for housing. The impact of medium-term government policy on housing investment include: local government zoning and conveyancing regulations and costs; government grants and subsidies to home buyers, tax relief or mortgage insurance subsidization; and changes in the tax treatment of tax effective investments.
Approximately 6% of the total value of residential building construction in the US is funded by the public sector, and this principally involves the construction of multi-family and single-family housing for defense personnel, public servants and special welfare recipients (e.g., disability accommodation and veterans housing). Fluctuations in public budget allocations towards housing construction mainly result from variations in the fiscal stance (deficit/surplus) and the stage of the economic cycle.
Natural disasters, such as the damage caused by Hurricane Katrina in the gulf states in August 2005, and damage to property from brush fires and earthquakes, can stimulate short-term demand for new housing construction irrespective of the underlying trends in housing demand.
Long-term Underlying Demand
Long-term demographic trends indicate the required minimum stock of housing, but not necessarily the value. Demographic factors influencing single-family housing demand include: population growth rates, trends in net migration, population dispersion, the age composition of the population and the rate of household formation have a profound influence on the long-term demand for housing stock. Trends in household size and long-term preferences in the size of homes influences the demand for single-family housing construction relative to smaller multi-family housing units.
Long-term trends in income growth and distribution and general economic development. The aging and demolition of existing housing stock underpins the long-term demand for replacement stock.
Commercial and Institutional Construction
In the commercial sectors, the demand factors vary according to the type of buildings, for instance schools, hospitals, museums, etc. However, current economic conditions and the level of investor confidence play an important role in determining the overall level of activity in this industry.
Key economic factors influencing investment decisions include:
Demand Determinants in Commercial Building Segment
Office construction is principally determined by: growth in the service sector workforce; growth in foreign investment inflow; and developer speculative activity. The average age of commercial office stock is an important determinant of demand for the addition of new stock or the upgrade of existing stock. The impact of new technologies in the areas of IT and communications has the impact of more rapidly aging building stock and thereby increasing demand for premium stock.
Retail building construction (e.g., retail stores, shopping malls, gas stations, etc.) is principally determined by: shopping preferences/patterns (i.e., choice between boutiques and complexes); population growth rates and catchment areas; and patterns in consumption expenditure.
Hotel construction is determined by: growth in international and domestic tourism; major cultural, sporting entertainment, business events; growth in casino licenses; and existing supply of accommodation.
Other commercial building construction is determined by: population growth and urban spread; tourism growth and growth in leisure time; and major cultural and sporting events (e.g., Salt Lake City 2002 Winter Olympics); popularity of new sports and recreations (e.g., soccer, beach volleyball).
Demand Determinants in the Institutional Building Segment
Governments occasionally adopt anti-cyclical spending measures (e.g., expansionary fiscal policy) in order to stimulate stronger economic growth, however the growing pressure on governments to maintain a balanced budget position limits their capacity to use anti-cyclical spending.
Demand for health facilities construction (e.g., hospitals, community health centers, day clinics, and nursing homes, etc.) is determined by: public fixed capital expenditure growth; health insurance arrangements; population growth, dispersion and age distribution; existing supply of hospital beds per capita; and the situation with hospital waiting lists.
Demand for religious building construction is determined by: population growth and dispersion; social and cultural trends; and trends in the inflow of migrants from less represented religious backgrounds (e.g., Muslim, Hindu, etc.).
Demand for barracks, aircraft hangars and other military buildings is determined by: defense budgets; armed service intake trends; and defense planning.
Demand for specialist public services buildings such as postal distribution centers, currency mints and utility distribution installations is determined by: government budget policies and planning issues; and the growth and distribution of population.
Demand for construction of public access buildings such as law courts, libraries, museums and art galleries is determined by: the aging and capacities of existing stock; budgetary position; private philanthropy such as endowments/bequests to the arts; and the timing of special events (e.g., Salt Lake Winter Olympics).
Demand for correctional buildings and detention centers is determined by: budget policies and planning issues; growth in the privatization of the delivery of services; and growth in the prison population.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
House Builders | 6% | 163,703 | 174,262 | 185,502 | 197,467 | 210,204 | 6.45% |
Commercial and Institutional Builders | 0% | 34,588 | 34,747 | 34,907 | 35,068 | 35,229 | 0.46% |
Total | 5.48% | 198,291 | 209,009 | 220,409 | 232,535 | 245,433 | 5.48% |
The value of construction in place in the total US residential market climbed to a record $550.14 billion in 2004; comprised of new single-family house construction ($370.23 billion), new multi-family house construction ($45.80 billion), plus the value of improvements to existing houses ($134.11 billion). Meanwhile the commercial and institutional construction market reached the value of $237 billion in 2004.
The home construction industry was comprised of 163,703 establishments and employed 796,880 persons according to the 2002 Economic Census. The industry has grown in last couple of years to a record 175,000 establishments, employing approximately 920,000 people in 2004.
The commercial and institutional building industry was comprised of 34,588 establishments in the US according to the 2002 Economic Census, and employed a total of 673,318 people. However, in contrast to its housing counterpart, in a recent estimate conducted by IBISWorld and Euromonitor, the employment for commercial and institutional building industry had decreased marginally over the past years due to weak demand in downstream building markets to 655,000 people in 34,750 establishments in 2004. The major categories for commercial and institutional building industry are divided as follow:
The market has expressed the need to have more access to suppliers and buyers in completing each of their projects. To gain this, the industry needs a more interactive and real-time medium serving as a hub connecting both subcontractors and builders.
This has manifested itself in the form of greater visibility and timely event notice so the appropriate corrective or scheduled actions can be implemented, to ensure an efficient project management and supply chain.
Small to medium builders are accustomed to cooperating with subcontractors who they have already employed in past projects. The each expect fair price in their project, as it is mainly a trust-based business relationship.
KnaelHaed ASPware has clearly defined the target market and differentiated itself by offering a unique solution to the industry today. KnaelHaed ASPware’s sales and marketing strategy will be a combination of targeted mass marketing techniques as well as a focused direct sales team approach. Reasonable sales targets have been established with an implementation plan designed to ensure the goals set forth below are achieved.
For placing emphasis on service and support, KnaelHaed ASPware’s main tactics are networking expertise, excellent training, and developing own network administrative system.
Our second strategy is emphasizing relationships. The tactics are marketing the company (instead of the products and services) — the vision of the company — to subcontractors and builders to use the service.
Software delivered as a service improves the customer experience by making a product easier to use for a customer and evolving it as quickly as possible to meet the customer’s needs. Software delivered as a service enables that and packaged software does not.
Customers are tired of buying expensive software products with large up-front licenses; expensive hardware to purchase, manage, and maintain; followed by expensive professional services to get the product up and running. From this backdrop, it is easy to see why reducing complexity and simplifying technology for customers is a big driver to more rapid adoption of products. It is also easy to see why reducing complexity for the customer also helps reduce complexity for the vendor, lowering the friction to sell and deliver its product. This means a more capital efficient business model, one which would hopefully scale much quicker and cost less to build product, sell, and support customers.
For the software vendor, it makes it:
The first strategic move for KnaelHaed ASPware must be to create its website and identity. An amount of $5,000 has been set aside for this image boosting purpose. The site must have all the features running as planned to maintain the credibility of the business.
It is essential that care be taken to cause the most important search engines to find KnaelHaed ASPware’s website using a variety of keywords. While the above work is being done, KnaelHaed ASPware must immediately take steps to enter the home construction industry. With the largest growth in the segment, home construction market is surely ready to take advantage of the system and services provided by KnaelHaed ASPware. From there, the commercial and institutional segment will follow.
KnaelHaed ASPware’s pricing strategy will be to enter the market with our products and services set much lower than the competitors’ current offerings. Membership fees for subcontractors and builders are $50 per month, and instead of charging $5,000 per 3D model, KnaelHaed ASPware offer $1,000 for a customized 3D model job.
KnaelHaed ASPware’s marketing program will position the company as both an ASP and a service hub to the construction industry in general. The service will be marketed to builders and subcontractors that wish to outsource some of their work to be more cost efficient. Visitors to KnaelHaed ASPware’s website will first be “lured” to try the service for free by filling in the main info of who they are, what company they are with, how to get in touch with them, and so on. There will be limitations on KnaelHaed’s free service, and these visitors will, at some point, desire to become members in order to enjoy the benefits of the full service.
KnaelHaed ASPware is a “referral plus” service, meaning that the company acts as a hub for builders and subcontractors to interact and collaborate. In the meantime, KnaelHaed ASPware itself is a producing entity, where it offers various products to complement the relationships of the clients.
KnaelHaed ASPware is targeting both home and commercial segments of the construction industry that currently do not have enough resources and networking capabilities to better implement their projects. Sales to these market segments will be conducted through strategic partnership with local subcontractors in all counties of the US.
KnaelHaed will develop a secondary market segment comprised of large corporate users for more premium services following the success of the initial launch.
The table below outlines the sales forecast and cost of goods sold. The forecast is based on reasonable sales projections within this very large market.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Unit Sales | |||
Paid Membership | 37,400 | 40,392 | 43,623 |
Customized Model | 1,129 | 1,200 | 1,400 |
Advertisement | 67,300 | 70,900 | 72,000 |
Total Unit Sales | 105,829 | 112,492 | 117,023 |
Unit Prices | Year 1 | Year 2 | Year 3 |
Paid Membership | $50.00 | $50.00 | $50.00 |
Customized Model | $1,000.00 | $1,000.00 | $1,000.00 |
Advertisement | $1.32 | $1.32 | $1.32 |
Sales | |||
Paid Membership | $1,870,000 | $2,019,600 | $2,181,150 |
Customized Model | $1,129,000 | $1,200,000 | $1,400,000 |
Advertisement | $88,836 | $93,588 | $95,040 |
Total Sales | $3,087,836 | $3,313,188 | $3,676,190 |
Direct Unit Costs | Year 1 | Year 2 | Year 3 |
Paid Membership | $10.00 | $10.00 | $10.00 |
Customized Model | $200.00 | $600.00 | $600.00 |
Advertisement | $0.26 | $0.26 | $0.26 |
Direct Cost of Sales | |||
Paid Membership | $374,000 | $403,920 | $436,230 |
Customized Model | $225,800 | $720,000 | $840,000 |
Advertisement | $17,767 | $18,718 | $19,008 |
Subtotal Direct Cost of Sales | $617,567 | $1,142,638 | $1,295,238 |
KnaelHaed ASPware will establish strategic partnerships with network service and infrastructure providers that can provide high performance access to network facilities. The focus of KnaelHaed ASPware’s strategic alliances is on start-up software houses that are currently targeting the industry, as well as offshore companies specializing in outsourcing call centers and knowledge workers. These offshore companies to be named later.
KnaelHaed ASPware will have a limited management structure and using the power and flexibility of the World Wide Web, outsource and automate a great deal of the day-to-day work.
Paul Peen – Founder and President
Mr. Peen has an extensive background in software development with more than 25 years of experience in the software industry.
Raef Terre – Vice-president
Mr. Terre has spent many years in the construction industry beginning as a framing carpenter, and working his way up to site foreman and job manager for a major general contractor.
We believe we have a good team for covering the main points of the business plan. Key members have the experience and knowledge to manage and grow the business, and are highly motivated.
The obvious management gap is a plan to fill the general manager’s position at some point in the future. As the company grows, KnaelHaed ASPware will seek out additional talent in all operational areas.
There will be less than ten employees of KnaelHaed ASPware. The growth of the company will be determined by how accurately and efficiently the company is able to implement the facets of this business plan.
Each member of the KnaelHaed ASPware team is highly valued; everyone is expected to have opinions, as it is a team that will make this company excel. It is the mission of the company to employ people who are committed to a high standard of excellence, who thrive on a team atmosphere, and who have outstanding customer service skills. This idealism is represented by the current staff, and will continue to be the guideline by which new team members are hired.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
President | $65,600 | $78,720 | $94,464 |
Vice-President | $48,000 | $53,000 | $58,000 |
General Administrative Assistant | $32,400 | $36,250 | $39,500 |
IT Staff 1 | $27,600 | $30,300 | $33,260 |
IT Staff 2 | $27,600 | $30,300 | $33,260 |
Total People | 5 | 5 | 5 |
Total Payroll | $201,200 | $228,570 | $258,484 |
The following subtopics help present the financial plan for KnaelHaed ASPware.
Our start-up costs of $120,710 are to be financed by direct owner investment and investors’. The details are shown in the Start-up Funding Table below.
Start-up Funding | |
Start-up Expenses to Fund | $60,710 |
Start-up Assets to Fund | $60,000 |
Total Funding Required | $120,710 |
Assets | |
Non-cash Assets from Start-up | $0 |
Cash Requirements from Start-up | $60,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $60,000 |
Total Assets | $60,000 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $0 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $0 |
Capital | |
Planned Investment | |
Owner | $10,000 |
Investor | $60,710 |
Additional Investment Requirement | $50,000 |
Total Planned Investment | $120,710 |
Loss at Start-up (Start-up Expenses) | ($60,710) |
Total Capital | $60,000 |
Total Capital and Liabilities | $60,000 |
Total Funding | $120,710 |
We plan to raise $120,710 in initial investment (our Seed round) by offering investors 60% of KnaelHaed ASPware. The founder will retain control of the remaining 40% through the first two years of operations. Additional investment may be required to fund expansion plans in the 3rd year of operations. Please review the Start-up Funding section of the Financial Plan for a complete breakdown of KnaelHaed ASPware’s start-up requirements and the start-up funding plan.
Investment Offering | |||||
Proposed Year: | 2006 | 2007 | 2008 | 2011 | |
Valuation, Investment, Shares | |||||
Investment Amount | $1,100,710 | $0 | $0 | ||
Equity Share Offering Percentage | 60.00% | 0.00% | 0.00% | ||
Valuation | $1,834,517 | $0 | $0 | $860,000 | |
Investor Exit Payout | $516,000 | $0 | $0 | ||
Investor Years Until Exit | 5 | 4 | 3 | ||
Investor IRR | -14.06% | 0.00% | 0.00% | ||
Share Ownership | Year 2006 | Year 2007 | Year 2008 | Year 2011 | |
Founders’ Shares | 10,000 | 10,000 | 10,000 | 10,000 | |
Stock Split Multiple | 0 | 0 | 0 | ||
Stock Options Issued | 0 | 0 | 0 | 0 | |
Investor Shares Issued | 15,000 | 0 | 0 | ||
Price per share | $73.38 | $0.00 | $0.00 | $34.40 | |
Options Holders’ Shares | 0 | 0 | 0 | 0 | |
Year 2006 Investors’ Shares | 15,000 | 15,000 | 15,000 | 15,000 | |
Year 2007 Investors’ Shares | 0 | 0 | 0 | ||
Year 2008 Investors’ Shares | 0 | 0 | |||
Total Shares Outstanding | 25,000 | 25,000 | 25,000 | 25,000 | |
Equity Ownership Percentage | Year 2006 | Year 2007 | Year 2008 | Year 2011 | |
Founders’ Equity | 40.00% | 40.00% | 40.00% | 40.00% | |
Option Holders’ Equity | 0.00% | 0.00% | 0.00% | 0.00% | |
Year 2006 Investors’ Equity | 60.00% | 60.00% | 60.00% | 60.00% | |
Year 2007 Investors’ Equity | 0.00% | 0.00% | 0.00% | ||
Year 2008 Investors’ Equity | 0.00% | 0.00% | |||
Total Equity | 100.00% | 100.00% | 100.00% | 100.00% | |
Investors’ Equity | 60.00% | 60.00% | 60.00% | 60.00% | |
Founders’ & Employees’ Equity | 40.00% | 40.00% | 40.00% | 40.00% |
As shown in the Benchmarks chart below, our key financial indicators are:
The following chart and table show the project cash flow for KnaelHaed ASPware.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $3,087,836 | $3,313,188 | $3,676,190 |
Subtotal Cash from Operations | $3,087,836 | $3,313,188 | $3,676,190 |
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 | $0 | $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 | $3,087,836 | $3,313,188 | $3,676,190 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $201,200 | $228,570 | $258,484 |
Bill Payments | $1,188,059 | $1,863,445 | $1,992,763 |
Subtotal Spent on Operations | $1,389,259 | $2,092,015 | $2,251,247 |
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 | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $200,000 | $400,000 |
Subtotal Cash Spent | $1,389,259 | $2,292,015 | $2,651,247 |
Net Cash Flow | $1,698,577 | $1,021,173 | $1,024,943 |
Cash Balance | $1,758,577 | $2,779,750 | $3,804,692 |
For our break-even analysis, we assume running costs which include our full payroll, rent, and utilities, and an estimation of other running costs. Payroll alone, at our present run rate, is only about $16,767 per month.
The chart shows the average revenue we need each month to break even, according to these assumptions.
Break-even Analysis | |
Monthly Units Break-even | 1,232 |
Monthly Revenue Break-even | $35,952 |
Assumptions: | |
Average Per-Unit Revenue | $29.18 |
Average Per-Unit Variable Cost | $5.84 |
Estimated Monthly Fixed Cost | $28,762 |
Month-by-month assumptions for profit and loss are included in the appendix.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $3,087,836 | $3,313,188 | $3,676,190 |
Direct Cost of Sales | $617,567 | $1,142,638 | $1,295,238 |
Other Costs of Sales | $0 | $0 | $0 |
Total Cost of Sales | $617,567 | $1,142,638 | $1,295,238 |
Gross Margin | $2,470,269 | $2,170,550 | $2,380,952 |
Gross Margin % | 80.00% | 65.51% | 64.77% |
Expenses | |||
Payroll | $201,200 | $228,570 | $258,484 |
Marketing/Promotion | $3,000 | $3,000 | $3,000 |
Depreciation | $0 | $0 | $0 |
Rent | $57,600 | $57,600 | $57,600 |
Utilities | $3,840 | $3,840 | $3,840 |
Insurance | $600 | $600 | $600 |
Payroll Taxes | $0 | $0 | $0 |
Research and Development | $20,400 | $20,400 | $20,400 |
Outsourced Offshore Labor | $42,000 | $4,000 | $5,000 |
Website/Server/Hosting Expenses | $10,500 | $12,000 | $15,000 |
Contracts/Consultants | $6,000 | $6,000 | $6,000 |
Total Operating Expenses | $345,140 | $336,010 | $369,924 |
Profit Before Interest and Taxes | $2,125,129 | $1,834,540 | $2,011,028 |
EBITDA | $2,125,129 | $1,834,540 | $2,011,028 |
Interest Expense | $0 | $0 | $0 |
Taxes Incurred | $637,539 | $550,362 | $603,308 |
Net Profit | $1,487,590 | $1,284,178 | $1,407,720 |
Net Profit/Sales | 48.18% | 38.76% | 38.29% |
The table below presents the balance sheet for KnaelHaed ASPware. This table reflects a positive cash position through out the period of this financial plan and growth in net worth.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $1,758,577 | $2,779,750 | $3,804,692 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $1,758,577 | $2,779,750 | $3,804,692 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $1,758,577 | $2,779,750 | $3,804,692 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $210,987 | $147,981 | $165,204 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $210,987 | $147,981 | $165,204 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $210,987 | $147,981 | $165,204 |
Paid-in Capital | $120,710 | $120,710 | $120,710 |
Retained Earnings | ($60,710) | $1,226,880 | $2,111,058 |
Earnings | $1,487,590 | $1,284,178 | $1,407,720 |
Total Capital | $1,547,590 | $2,631,768 | $3,639,488 |
Total Liabilities and Capital | $1,758,577 | $2,779,750 | $3,804,692 |
Net Worth | $1,547,590 | $2,631,768 | $3,639,488 |
The following table outlines some of the more important ratios from the Computer software development and applications industry, SIC 7371.0300. The final column, Industry Profile, details specific ratios based on the Custom computer programming services industry as it is classified by the Standard Industry Classification (SIC) code, 7371.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 7.30% | 10.96% | 15.89% |
Percent of Total Assets | ||||
Other Current Assets | 0.00% | 0.00% | 0.00% | 51.94% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 73.91% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 26.09% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 12.00% | 5.32% | 4.34% | 32.77% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 16.11% |
Total Liabilities | 12.00% | 5.32% | 4.34% | 48.88% |
Net Worth | 88.00% | 94.68% | 95.66% | 51.12% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 80.00% | 65.51% | 64.77% | 100.00% |
Selling, General & Administrative Expenses | 31.82% | 26.75% | 26.47% | 77.57% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 1.68% |
Profit Before Interest and Taxes | 68.82% | 55.37% | 54.70% | 1.43% |
Main Ratios | ||||
Current | 8.34 | 18.78 | 23.03 | 1.62 |
Quick | 8.34 | 18.78 | 23.03 | 1.26 |
Total Debt to Total Assets | 12.00% | 5.32% | 4.34% | 59.33% |
Pre-tax Return on Net Worth | 137.32% | 69.71% | 55.26% | 2.02% |
Pre-tax Return on Assets | 120.84% | 66.00% | 52.86% | 4.98% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 48.18% | 38.76% | 38.29% | n.a |
Return on Equity | 96.12% | 48.80% | 38.68% | n.a |
Activity Ratios | ||||
Accounts Payable Turnover | 6.63 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 36 | 28 | n.a |
Total Asset Turnover | 1.76 | 1.19 | 0.97 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.14 | 0.06 | 0.05 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $1,547,590 | $2,631,768 | $3,639,488 | n.a |
Interest Coverage | 0.00 | 0.00 | 0.00 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.57 | 0.84 | 1.03 | n.a |
Current Debt/Total Assets | 12% | 5% | 4% | n.a |
Acid Test | 8.34 | 18.78 | 23.03 | n.a |
Sales/Net Worth | 2.00 | 1.26 | 1.01 | n.a |
Dividend Payout | 0.00 | 0.16 | 0.28 | 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 | ||
Unit Sales | |||||||||||||
Paid Membership | 0% | 800 | 1,000 | 1,500 | 2,200 | 2,700 | 3,000 | 3,500 | 3,800 | 4,200 | 4,700 | 5,000 | 5,000 |
Customized Model | 0% | 25 | 35 | 45 | 55 | 65 | 75 | 85 | 95 | 105 | 105 | 214 | 225 |
Advertisement | 0% | 2,000 | 2,800 | 3,500 | 4,200 | 4,600 | 5,000 | 5,500 | 6,300 | 7,000 | 7,800 | 8,600 | 10,000 |
Total Unit Sales | 2,825 | 3,835 | 5,045 | 6,455 | 7,365 | 8,075 | 9,085 | 10,195 | 11,305 | 12,605 | 13,814 | 15,225 | |
Unit Prices | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Paid Membership | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | $50.00 | |
Customized Model | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | $1,000.00 | |
Advertisement | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | $1.32 | |
Sales | |||||||||||||
Paid Membership | $40,000 | $50,000 | $75,000 | $110,000 | $135,000 | $150,000 | $175,000 | $190,000 | $210,000 | $235,000 | $250,000 | $250,000 | |
Customized Model | $25,000 | $35,000 | $45,000 | $55,000 | $65,000 | $75,000 | $85,000 | $95,000 | $105,000 | $105,000 | $214,000 | $225,000 | |
Advertisement | $2,640 | $3,696 | $4,620 | $5,544 | $6,072 | $6,600 | $7,260 | $8,316 | $9,240 | $10,296 | $11,352 | $13,200 | |
Total Sales | $67,640 | $88,696 | $124,620 | $170,544 | $206,072 | $231,600 | $267,260 | $293,316 | $324,240 | $350,296 | $475,352 | $488,200 | |
Direct Unit Costs | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Paid Membership | 20.00% | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 | $10.00 |
Customized Model | 60.00% | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 | $200.00 |
Advertisement | 20.00% | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 | $0.26 |
Direct Cost of Sales | |||||||||||||
Paid Membership | $8,000 | $10,000 | $15,000 | $22,000 | $27,000 | $30,000 | $35,000 | $38,000 | $42,000 | $47,000 | $50,000 | $50,000 | |
Customized Model | $5,000 | $7,000 | $9,000 | $11,000 | $13,000 | $15,000 | $17,000 | $19,000 | $21,000 | $21,000 | $42,800 | $45,000 | |
Advertisement | $528 | $739 | $924 | $1,109 | $1,214 | $1,320 | $1,452 | $1,663 | $1,848 | $2,059 | $2,270 | $2,640 | |
Subtotal Direct Cost of Sales | $13,528 | $17,739 | $24,924 | $34,109 | $41,214 | $46,320 | $53,452 | $58,663 | $64,848 | $70,059 | $95,070 | $97,640 |
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 | ||
President | 0% | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 | $5,467 |
Vice-President | 0% | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 |
General Administrative Assistant | 0% | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 | $2,700 |
IT Staff 1 | 0% | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 |
IT Staff 2 | 0% | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 |
Total People | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | |
Total Payroll | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 |
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 | $67,640 | $88,696 | $124,620 | $170,544 | $206,072 | $231,600 | $267,260 | $293,316 | $324,240 | $350,296 | $475,352 | $488,200 | |
Direct Cost of Sales | $13,528 | $17,739 | $24,924 | $34,109 | $41,214 | $46,320 | $53,452 | $58,663 | $64,848 | $70,059 | $95,070 | $97,640 | |
Other Costs of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $13,528 | $17,739 | $24,924 | $34,109 | $41,214 | $46,320 | $53,452 | $58,663 | $64,848 | $70,059 | $95,070 | $97,640 | |
Gross Margin | $54,112 | $70,957 | $99,696 | $136,435 | $164,858 | $185,280 | $213,808 | $234,653 | $259,392 | $280,237 | $380,282 | $390,560 | |
Gross Margin % | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | 80.00% | |
Expenses | |||||||||||||
Payroll | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | |
Marketing/Promotion | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | $4,800 | |
Utilities | $320 | $320 | $320 | $320 | $320 | $320 | $320 | $320 | $320 | $320 | $320 | $320 | |
Insurance | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | |
Payroll Taxes | 15% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Research and Development | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | $1,700 | |
Outsourced Offshore Labor | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | |
Website/Server/Hosting Expenses | 15% | $500 | $500 | $500 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 |
Contracts/Consultants | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | |
Total Operating Expenses | $28,387 | $28,387 | $28,387 | $28,887 | $28,887 | $28,887 | $28,887 | $28,887 | $28,887 | $28,887 | $28,887 | $28,887 | |
Profit Before Interest and Taxes | $25,725 | $42,570 | $71,309 | $107,549 | $135,971 | $156,393 | $184,921 | $205,766 | $230,505 | $251,350 | $351,395 | $361,673 | |
EBITDA | $25,725 | $42,570 | $71,309 | $107,549 | $135,971 | $156,393 | $184,921 | $205,766 | $230,505 | $251,350 | $351,395 | $361,673 | |
Interest Expense | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Taxes Incurred | $7,718 | $12,771 | $21,393 | $32,265 | $40,791 | $46,918 | $55,476 | $61,730 | $69,152 | $75,405 | $105,418 | $108,502 | |
Net Profit | $18,008 | $29,799 | $49,917 | $75,284 | $95,180 | $109,475 | $129,445 | $144,036 | $161,354 | $175,945 | $245,976 | $253,171 | |
Net Profit/Sales | 26.62% | 33.60% | 40.05% | 44.14% | 46.19% | 47.27% | 48.43% | 49.11% | 49.76% | 50.23% | 51.75% | 51.86% |
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 | $67,640 | $88,696 | $124,620 | $170,544 | $206,072 | $231,600 | $267,260 | $293,316 | $324,240 | $350,296 | $475,352 | $488,200 | |
Subtotal Cash from Operations | $67,640 | $88,696 | $124,620 | $170,544 | $206,072 | $231,600 | $267,260 | $293,316 | $324,240 | $350,296 | $475,352 | $488,200 | |
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 | $0 | $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 | $67,640 | $88,696 | $124,620 | $170,544 | $206,072 | $231,600 | $267,260 | $293,316 | $324,240 | $350,296 | $475,352 | $488,200 | |
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 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | $16,767 | |
Bill Payments | $1,096 | $33,174 | $42,657 | $58,622 | $79,014 | $94,500 | $105,881 | $121,431 | $132,967 | $146,502 | $159,418 | $212,797 | |
Subtotal Spent on Operations | $17,862 | $49,941 | $59,424 | $75,389 | $95,781 | $111,267 | $122,648 | $138,197 | $149,733 | $163,268 | $176,185 | $229,564 | |
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 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
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 | $17,862 | $49,941 | $59,424 | $75,389 | $95,781 | $111,267 | $122,648 | $138,197 | $149,733 | $163,268 | $176,185 | $229,564 | |
Net Cash Flow | $49,778 | $38,755 | $65,196 | $95,155 | $110,291 | $120,333 | $144,612 | $155,119 | $174,507 | $187,028 | $299,167 | $258,636 | |
Cash Balance | $109,778 | $148,533 | $213,729 | $308,884 | $419,175 | $539,508 | $684,121 | $839,240 | $1,013,746 | $1,200,774 | $1,499,941 | $1,758,577 |
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 | $60,000 | $109,778 | $148,533 | $213,729 | $308,884 | $419,175 | $539,508 | $684,121 | $839,240 | $1,013,746 | $1,200,774 | $1,499,941 | $1,758,577 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $60,000 | $109,778 | $148,533 | $213,729 | $308,884 | $419,175 | $539,508 | $684,121 | $839,240 | $1,013,746 | $1,200,774 | $1,499,941 | $1,758,577 |
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 | $60,000 | $109,778 | $148,533 | $213,729 | $308,884 | $419,175 | $539,508 | $684,121 | $839,240 | $1,013,746 | $1,200,774 | $1,499,941 | $1,758,577 |
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 | $31,770 | $40,726 | $56,006 | $75,877 | $90,988 | $101,846 | $117,013 | $128,096 | $141,249 | $152,331 | $205,522 | $210,987 |
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 | $31,770 | $40,726 | $56,006 | $75,877 | $90,988 | $101,846 | $117,013 | $128,096 | $141,249 | $152,331 | $205,522 | $210,987 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $0 | $31,770 | $40,726 | $56,006 | $75,877 | $90,988 | $101,846 | $117,013 | $128,096 | $141,249 | $152,331 | $205,522 | $210,987 |
Paid-in Capital | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 | $120,710 |
Retained Earnings | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) | ($60,710) |
Earnings | $0 | $18,008 | $47,807 | $97,723 | $173,007 | $268,187 | $377,662 | $507,107 | $651,144 | $812,497 | $988,442 | $1,234,419 | $1,487,590 |
Total Capital | $60,000 | $78,008 | $107,807 | $157,723 | $233,007 | $328,187 | $437,662 | $567,107 | $711,144 | $872,497 | $1,048,442 | $1,294,419 | $1,547,590 |
Total Liabilities and Capital | $60,000 | $109,778 | $148,533 | $213,729 | $308,884 | $419,175 | $539,508 | $684,121 | $839,240 | $1,013,746 | $1,200,774 | $1,499,941 | $1,758,577 |
Net Worth | $60,000 | $78,008 | $107,807 | $157,723 | $233,007 | $328,187 | $437,662 | $567,107 | $711,144 | $872,497 | $1,048,442 | $1,294,419 | $1,547,590 |
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IMAGES
COMMENTS
Writing a software company 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. However, it is written after the entire business plan is ready ...
business plan for software company - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. The document provides an overview of the software development industry and Doodle Tech Inc., a software development company. It discusses the growth of the software industry globally and in the US. It then ...
A Sample Software Development Business Plan Template. 1. Industry Overview. The software development industry has grown in the space of a century from an almost on-existent industry to one that is not only a billion dollar industry but an indispensable one, especially as software form the basis of modern gadgets and devices.
Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a software company business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of software company that you documented in your company overview.
Develop A Software Company Business Plan - The first step in starting a business is to create a detailed software company business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast.
Let's go through the content of each section in more detail! 1. The executive summary. In your software development company's business plan, the first section is the executive summary — a captivating overview of your plan that aims to pique the reader's interest and leave them eager to learn more about your business.
Upmetrics' step-by-step instructions, prompts, and the library of 400+ sample business plans will guide you through each section of your plan as a business mentor. 1. Executive Summary. An executive summary is the first section of the business plan intended to provide an overview of the whole business plan.
Business in a Box templates are used by over 250,000 companies in United States, Canada, United Kingdom, Australia, South Africa and 190 countries worldwide. Download your Software Company Business Plan Template in MS Word (.docx). Everything you need to plan, manage, finance, and grow your business.
Follow these tips to quickly develop a working business plan from this sample. 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.
This paper examines business, design, and product development aspects of software business models. Contexts of small and large companies for creating software innovations are also analysed.
FoodFun LIS is a start-up organization. The following assets and professional services will be needed for the formation and start of operations. Legal services for company formation. Accounting services to set up the accounting shell of the company QuickBooks Pro software. Computer programmers (3) to rapidly develop the software.
20 Construction Business Development Plan Template Bundle. 10 Education Fundraising and Donor Relation Template Bundle. 10 Education Advertising and Promotion Template Bundle. Instantly Download Software Company Business Plan Template, Sample & Example in Microsoft Word (DOC), PDF, Google Docs, Apple (MAC) Pages Format. Available in A4 & US ...
Here is a sample business plan for starting a mobile and PC software development company. BUSINESS NAME: Sandracast Software developer. Executive Summary. Our Products and Services. Vision Statement. Mission Statement. Business structure. Market Analysis. Sales and Marketing Strategy.
When you browse through the collection of ready-made professional business plans, you can find content specifically tailored to website development, computer software, and IT marketing. The samples provide necessary sections, such as the executive summary, target market, and SWOT analysis, to organize your proposals neatly.
Partners will necessarily be involved in the fulfillment of the core business proposition, providing the expertise to the clients. The initial personnel plan is still tentative. It should involve 3-5 partners, 1-3 consultants, 1 strong marketing person, an office manager. Later we add more partners, consultants and and sales staff.
effective planning are: Having a clear and concise understanding of the goals and specs. Finding time and cost efficient solutions to completing the project. Having a complete documentation of the project roadmap. Adherence to quality development standards, Delivering reliable, high-quality products to end users.
a complete and transparent status about the software quality, maturity and readiness. The Market 2014 has become the battleground between two competing trends in software QA testing. On the one hand, some companies are integrating testing earlier in the development cycle with testing methods like Agile.
A software project plan gives your development team a big-picture understanding of what it will take to get the job done on time and budget, including: Estimated time to complete work/sprints. Important milestones, dependencies, deadlines, and deliverables. Resources needed to accomplish each phase.
Cost of launching a website - $1,000. Cost of throwing a grand opening party - $5,000. Miscellaneous - $8,000. From the following report, we would need an estimate of $300,000 to be able to start and successfully set up a software development company in San Francisco - California.
Need real financials. We recommend using LivePlan as the easiest way to create automatic financials for your own business plan. Create your own business plan. Download This Plan. Explore a real-world asp software developer business plan example and download a free template with this information to start writing your own business plan.
SOFTWARE DEVELOPMENT PLAN. This document outline is based on the IEEE Standard 1058.1-1987 for Software Project Management Plans. This is the controlling document for managing a software project, and it defines the technical and managerial processes necessary to deliver the project requirements. The paragraphs written in the "Comment" style ...
Business Plan For Software Firm - Free download as PDF File (.pdf), Text File (.txt) or read online for free. Bright-Educators Inc. is a proposed educational technology company that will develop learning management systems (LMS) and competency management systems (CMS) for schools, universities, and businesses in Ethiopia. The company will be owned by five partners and headquartered in Addis Ababa.
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