PLEASE REVIEW ASSIGNMENT ATTACHMENTS PRIOR TO BIDDING!!!! The business that I decided to start is

PLEASE REVIEW ASSIGNMENT ATTACHMENTS PRIOR TO BIDDING!!!!

The business that I decided to start is an HVAC company. My main reason for starting the business would be because I’ve watched so many shady contractors take advantage of people. The financial information and everything would be made up. I need all of the attached documents completed.

Sheet1

Projected 6 Month Statement of Cash Flows
For BUSINESS NAME
For the period ending DATE
	month 1	Month 2	Month 3	Month 4	Month 5	Month 6	TOTAL
Cash flow from operating activities
Receipts from customers	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Payments to suppliers (enter as a negative number by place a munus sign before the dollar figure)	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Payments to employees (enter as a negative number by place a munus sign before the dollar figure)	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Interest payments (enter as a negative number by place a munus sign before the dollar figure)	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Interest received	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Taxes paid (enter as a negative number by place a munus sign before the dollar figure)	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Other	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Other	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Net cash flow from operating activities	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Cash flow from investing activities	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Purchases of equipment (enter as a negative number by place a munus sign before the dollar figure)	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Purchases of property	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Proceeds from sale of equipment	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Proceeds from sale of property	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Other	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Other	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Net cash flow from investing activities	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Cash flow from financing activities	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Proceeds from borrowings	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Payments of borrowings (repayment of principal)	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Investment into business	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Drawings from business investment	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Other	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Other	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Net cash flow from financing activities	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Net increase (decrease) in cash held	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Cash at beginning of period	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0
Cash at end of period	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0

Sheet2

Sheet3

Sheet1

	Breakeven Analysis – Monthly
Fixed Costs	Average Selling Price Per Unit	Cost of Goods Sold/Variable Costs Per Unit	Gross Profit Per Unit	Break-Even Units
$4,660.00	$75.00	$55.00	$20.00	233.00
Fixed Monthly Operating Costs	Amount		Variable Costs	Per Unit Amount
EXAMPLE			EXAMPLE
Storage	$600.00		Labor	$30.00
Insurance	$10.00		Materials	$20.00
Accountant	$250.00		Shipping	$5.00
Rent	$750.00
Insurance	$250.00
Payroll	$2,500.00
Equipment Lease	$300.00
Total	$4,660.00		Total	$55.00

StartupCosts

[ENTER YOUR BUSINESS NAME]		STARTUP BUDGET
FUNDING		Estimated	Actual	Under/(Over)
Investor Funding				{42}
	Owner 1
	Owner 2
	Other
	Total Investment	–	–	–
Loans
	Bank Loan 1
	Bank Loan 2
	Non Bank Loan 1
	Total Loans	–	–	–
Other Funding
	Grant 1
	Other
	Total Other Funding	–	–	–
Total FUNDING		–	–	–
COSTS		Estimated	Actual	Under/(Over)
Fixed Costs
	Advertising for Opening
	Basic Website
	Brand Development
	Building Down Payment
	Building Improvements/Remodeling
	Business Cards/Stationery
	Business Entity
	Business Licenses/Permits
	Computer Hardware/Software
	Decorating
	Franchise Start Up Fees
	Internet Setup Deposit
	Lease Security Deposit
	Legal/Professional Fees
	Machines & Equipment
	Office Furniture/Fixtures
	Operating Cash (Working Capital)
	Point of Sale Hardware/Software
	Prepaid Insurance
	Public Utilities Deposits
	Reserve for Contingencies
	Security System Installation
	Setup, installation and consulting fees
	Signage
	Starting Inventory
	Telephone
	Tools & Supplies
	Travel
	Truck & Vehicle
	Other 1 (specify)
	Other 2 (specify)
[42]	Total Fixed Costs	–	–	–
Average Monthly Costs
	Advertising (print, broadcast and Internet)
	Business Insurance
	Business Vehicle Insurance
	Employee Salaries and Commissions
	Equipment Lease Payments
	Inventory, raw materials, parts
	Franchise Fee
	Health Insurance
	Internet Connection
	Loan and Credit Card Interest & Principal
	Legal/Accounting Fees
	Merchant Account Fees
	Miscellaneous Expenses
	Mortgage Payments
	Lease Payment
	Owner Salary
	Payroll taxes or Self-employment tax
	Postage/Shipping Costs
	Security System Monthly Payment
	Supplies
	Telephone
	Travel
	Public Utilities
	Website Hosting/Maintenance
	Other 1 (specify)
	Other 2 (specify)
	Total Average Monthly Costs	–	–	–
	x Number of Months
	Total Monthly Costs	–	–	–
Total COSTS		–	–	–
SURPLUS/(DEFICIT)		–	–	–

Sheet1

©

Business Budget Template

http://www.vertex42.com/ExcelTemplates/business-budget.html

BalanceSheet

	[Company Name]			Balance Sheet
			Date:
	Assets		2020	2019
	Current Assets
		Cash
		Accounts receivable
		Inventory
		Prepaid expenses
		Short-term investments
		Total current assets	$ –	$ –
	Fixed (Long-Term) Assets
		Long-term investments
		Property, plant, and equipment
		(Less accumulated depreciation)
		Intangible assets
		Total fixed assets	$ –	$ –
	Other Assets
		Deferred income tax
		Other
		Total Other Assets	$ –	$ –
	Total Assets		$ –	$ –
[42]	Liabilities and Owner’s Equity
	Current Liabilities
		Accounts payable
		Short-term loans
		Income taxes payable
		Accrued salaries and wages
		Unearned revenue
		Current portion of long-term debt
		Total current liabilities	$ –	$ –
	Long-Term Liabilities
		Long-term debt
		Deferred income tax
		Other
		Total long-term liabilities	$ –	$ –
	Owner’s Equity
		Owner’s investment
		Retained earnings
		Other
		Total owner’s equity	$ –	$ –
	Total Liabilities and Owner’s Equity		$ –	$ –
				{42}
	Common Financial Ratios
	Debt Ratio (Total Liabilities / Total Assets)
	Current Ratio (Current Assets / Current Liabilities)
	Working Capital (Current Assets – Current Liabilities)		–	–
	Assets-to-Equity Ratio (Total Assets / Owner’s Equity)
	Debt-to-Equity Ratio (Total Liabilities / Owner’s Equity)

©

	Balance Sheet Template
	By Vertex42.com
	https://www.vertex42.com/ExcelTemplates/balance-sheet.html
	© 2008-2019 Vertex42 LLC
	This spreadsheet, including all worksheets and associated content is a copyrighted work under the United States and other copyright laws.
	Do not submit copies or modifications of this template to any website or online template gallery.
	Please review the following license agreement to learn how you may or may not use this template. Thank you.
	License Agreement
	https://www.vertex42.com/licensing/EULA_privateuse.html
	Do not delete this worksheet

https://www.vertex42.com/licensing/EULA_privateuse.html
https://www.vertex42.com/ExcelTemplates/balance-sheet.html

Monthly P $ L

[Insert Company Name]

6-Month and 3-year Profit and Loss Projections

INCOME

Month 1

% of TS

Month 2

% of TS

Month 3

% of TS

Month 4

% of TS

Month 5

% of TS

Month 6

% of TS

Sales

Product Revenue

–

Service Revenue

–

Commission Revenue

–

Other

–

Other

–

Total Sales (TS)

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Cost of Goods

Materials

–

Shipping and Delivery

–

Labor (direct wages and payroll)

–

Other

–

Total Cost of Goods Sold

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Gross Profit

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income

$ –

Total INCOME

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

EXPENSES

Operating Expenses

Accounting and Legal

–

Advertising & Marketing

–

Bank Fees

–

Depreciation

–

Dues and Subscriptions

–

Insurance (commercial, health etc.)

–

Leases

Interest Expense

–

Maintenance and Repairs

–

Office Supplies

–

Payroll Expenses

–

Postage/shipping expense

–

Rent

–

Research and Development

–

Salaries and Wages

–

Taxes and Licenses

–

Automobile

Fuel/Gas

Telephone

–

Travel

–

Utilities

–

Web Hosting and Domains

–

Other

–

Total Operating Expenses

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software

–

Gifts Given

–

Other

–

Total Non-Recurring Expenses

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Total EXPENSES

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Net Income Before Taxes

$ –

Interest Expenses

Income Tax Expense

NET INCOME

$ –

Owner Distributions / Dividends

Adjustment to Retained Earnings

$ –

Annual P & L

	[Insert Company Name]		2-Year Profit and Loss Projection
	NOTE: If you are already in business, enter your actual data for 2019, and your projected annual profit and loss for 2020 and 2021
		If you are not yet in business, just forecast for 2020 and 2021.
	INCOME		2019 Actual)	% of TS	2020	% of TS	2021	% of TS
		Sales
		Product Revenue	–	–	–	–		–
		Service Revenue	–	–	–	–		–
		Commission Revenue	–	–	–	–		–
		Other	–	–	–	–		–
		Other		–		–		–
		Total Sales (TS)	$ –	–	$ –	–	$ –	–
		Cost of Goods
		Materials	–	–	–	–		–
		Shipping and Delivery	–	–	–	–		–
		Labor (direct wages and payroll)	–	–	–	–		–
		Other	–	–		–		–
		Total Cost of Goods Sold	$ –	–	$ –	–	$ –	–
		Gross Profit	$ –	–	$ –	–	$ –	–
		Non-Operating Income
		Interest Income
		Rental Income
		Other
		Total Non-Operating Income	$ –		$ –		$ –
	Total INCOME		$ –	–	$ –	–	$ –	–
[42]	EXPENSES
		Operating Expenses
		Accounting and Legal		–		–		–
		Advertising & Marketing		–		–		–
		Bank Fees	–
		Depreciation		–		–		–
		Dues and Subscriptions		–		–		–
		Insurance (commercial, health etc.)	–	–		–		–
		Leases
		Interest Expense		–		–		–
		Maintenance and Repairs		–		–		–
		Office Supplies	–	–		–		–
		Payroll Expenses		–		–		–
		Postage/shipping expense		–		–		–
		Rent		–		–		–
		Research and Development		–		–		–
		Salaries and Wages	–	–		–		–
		Taxes and Licenses		–		–		–
		Automobile
		Fuel/Gas
		Telephone		–		–		–
		Travel		–		–		–
		Utilities		–		–		–
		Web Hosting and Domains		–		–		–
		Other		–		–		–
		Total Operating Expenses	$ –	–	$ –	–	$ –	–
		Non-Recurring Expenses (one-time/infrequent)
		Furniture, Equipment and Software		–		–		–
		Gifts Given		–		–		–
		Other		–		–		–
		Total Non-Recurring Expenses	$ –	–	$ –	–	$ –	–
	Total EXPENSES		$ –	–	$ –	–	$ –	–
		Net Income Before Taxes	$ –		$ –		$ –
		Interest Expenses
		Income Tax Expense
	NET INCOME		$ –		$ –		$ –
		Owner Distributions / Dividends
		Adjustment to Retained Earnings	$ –		$ –		$ –

©

	Profit and Loss Projection
	By Vertex42.com
	https://www.vertex42.com/ExcelTemplates/profit-and-loss.html
	© 2009-2014 Vertex42 LLC
	This spreadsheet, including all worksheets and associated content is a copyrighted work under the United States and other copyright laws.
	Do not submit copies or modifications of this template to any website or online template gallery.
	Please review the following license agreement to learn how you may or may not use this template. Thank you.
	https://www.vertex42.com/licensing/EULA_privateuse.html
	Do not delete this worksheet.

https://www.vertex42.com/ExcelTemplates/profit-and-loss.html
https://www.vertex42.com/licensing/EULA_privateuse.html

Sheet1

[Insert Company Name]

6-Month Profit and Loss Projections

INCOME

Month 1

% of TS

Month 2

% of TS

Month 3

% of TS

Month 4

% of TS

Month 5

% of TS

Month 6

% of TS

Sales

Product Revenue

–

Service Revenue

–

Commission Revenue

–

Other

–

Other

–

Total Sales (TS)

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Cost of Goods

Materials

–

Shipping and Delivery

–

Labor (direct wages and payroll)

–

Other

–

Total Cost of Goods Sold

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Gross Profit

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income

$ –

Total INCOME

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

EXPENSES

Operating Expenses

Accounting and Legal

–

Advertising & Marketing

–

Bank Fees

–

Depreciation

–

Dues and Subscriptions

–

Insurance (commercial, health etc.)

–

Leases

Interest Expense

–

Maintenance and Repairs

–

Office Supplies

–

Payroll Expenses

–

Postage/shipping expense

–

Rent

–

Research and Development

–

Salaries and Wages

–

Taxes and Licenses

–

Automobile

Fuel/Gas

Telephone

–

Travel

–

Utilities

–

Web Hosting and Domains

–

Other

–

Total Operating Expenses

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software

–

Gifts Given

–

Other

–

Total Non-Recurring Expenses

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Total EXPENSES

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

$ –

–

Net Income Before Taxes

$ –

Interest Expenses

Income Tax Expense

NET INCOME

$ –

Owner Distributions / Dividends

Adjustment to Retained Earnings

$ –

LEAN BUSINESS MODEL FEASIBILITY STUDY

INTRODUCTION TO ENTREPRENERUSHIP

[INSERT DATE]

[Insert your name]

[Insert Business Name]

DATE

IMPORTANT: All text in RED throughout this document are guidelines and instructions to help you along. Prior to submitting the final feasibility plan, make sure you delete all text in RED. I only want to see your own writing.

TABLE OF CONTENTS

1. Introduction Page 3

2. Product/Service Description Page 4

3. Business Model Page 5

4. The Team/Management Capability Page 5

5. Market Assessment Page 6

6. Customer Discovery Page 7

7. Competitive Analysis Page 8

8. Marketing Strategy Page 9

9. Financial Analysis Page 10

10. Conclusion Page 11

11. Exhibits

*** Please note that the page numbers listed above are simply examples. You are certainly expected to write more than one page for several of these sections.

INTRODUCTION

In the opening paragraph describe the problem (customer pain point) you are addressing, the solution you are providing, and why you have decided to work on this business. Then fill in the sections below.

Mission Statement [example]

To provide quality services to our clients that will help their companies prosper and grow

Product/Service Overview

We Can Do It Consulting provides consultation services to small- and medium-sized companies. Our services include office management and business process reengineering to improve efficiency and reduce administrative costs.

Customers

The target audience for We Can Do It Consulting is business owners, human resources directors, program managers, presidents, or CEOs with 5 to 500 employees who want to increase productivity and reduce overhead costs. Specifically, we specialize in consulting white collar executives on office processes such as job tracking, production, getting the most out of meetings, leadership, financial or hiring best practices, and other needs relevant to potential customers who serve in a management role within small or large organizations that may be bogged down by processes, bureaucracy, or technical experts with little leadership experience.

Future of the Company

Consulting is a fast-paced, evolving industry. In response to this climate, We Can Do It Consulting will offer other services, including facilitation and requirements analysis in the future.

Company Description

Principal Members [List who the owner(s) are]

Legal Structure [example]

We Can Do It Consulting is an S Corporation, incorporated in Greenville, South Carolina.

PRODUCT/SERVICE DESCRIPTION

Describe your solution to the customer problem, what specifically your product/service is, and the customer pain point. You can elaborate here and discuss what you envision the fully developed product or service to look like. TIP: It is important that this description captures the most important aspects of the products and/or services that the organization is considering as well as how it may benefit customers and the organization.

EXAMPLE:

ABC is considering a move to create and provide an online platform from which to sell its existing product line. Until now ABC has only sold its products from its chain of brick and mortar facilities and has been limited to sales within the geographical regions where its stores reside. By doing so, ABC has not been able to capitalize on the growing trend of online sales within the chocolate and confections marketplace. By offering its products through an online platform, ABC can market its products to an entirely new market, increase revenue and growth projections, and allow customers to purchase our products from the convenience of their own homes.

BUSINESS MODEL CANVAS

[INSERT A PICTURE OF YOUR BUSINESS MODEL CANVAS – SAMPLE BELOW]

In this section you will explain your business model canvas that is shown above. You should discuss whether you feel the business model has been validated or not.

Value proposition

Make a clear and compelling statement about the unique value your company brings to the market.

Customer segments

Be specific when you name your target market. Your business won’t be for everybody, so it’s important to have a clear sense of who your business will serve.

Customer relationships

Describe how customers will interact with your business. Is it automated or personal? In person or online? Think through the customer experience from start to finish.

Channels

List the most important ways you’ll talk to your customers. Most businesses use a mix of channels and optimize them over time.

Cost structure

Will your company focus on reducing cost or maximizing value? Define your strategy, then list the most significant costs you’ll face pursuing it.

Revenue streams

Explain how your company will actually make money. Some examples are direct sales, memberships fees, and selling advertising space. If your company has multiple revenue streams, list them all.

Key partnerships

Note the other businesses or services you’ll work with to run your business. Think about suppliers, manufacturers, subcontractors and similar strategic partners.

Key activities

List the ways your business will gain a competitive advantage. Highlight things like selling direct to consumers or using technology to tap into the sharing economy.

Key resources

List any resource you’ll leverage to create value for your customer. Your most important assets could include staff, capital, or intellectual property. Don’t forget to leverage business resources that might be available to you.

THE TEAM/MANAGEMENT CAPABILITY

One of the most critical and often overlooked elements to a successful business model is explaining why you and your team are qualified to launch this business. Explain who the team members are, and what value each team member brings to the business.

MARKET ASSESSMENT

With a lean startup/MVP approach, you are not trying to build a final product or service with all of the bells and whistles. That will come later. Instead, you are tasked in this class with coming up with a minimum viable product for a specific customer segment pain point or problem. Remember that each customer segment could have a different value proposition, distribution channel, revenue stream and so on.

In this study, you are targeting one specific market segment with one MVP, value proposition etc. By forcing yourself to stay focused on a narrow segment of the market, you are better able to engage in testing and fact-finding. In this section, you will provide a general assessment of what your hypothesis testing has shown the market demand for your product or service is. This analysis reveals who will or has actually purchased the product or service from you, and what the customer validation process has indicated customers are willing to pay for it.

It is imperative that you support your market assessment with facts (not feelings) that you uncovered over the course of the class time and specifically the research you conducted in the field. Remember, this course is not about make believe and simulation. It is about reality that will result in one of three outcomes.

1. You will discover whether your idea is viable and will be adopted and validated by actual paying customers.

2. You will discover that your original idea did not resonate with customers, however through your research in the field, you found that customers wanted something else (perhaps totally unrelated to your original idea), and as such you have pivoted your business idea toward a different model.

3. You will discover that customers do not want your idea, and you go back to the drawing board and begin this entire process over with a new idea. For many this is a sad moment but trust me…. It is much better to find out your idea is not viable in a short period of time, than

to exhaust endless resources over a long period only to find out much later that the idea is not a good one. Questions to think about for the market assessment section when you are performing your research in the field (you are not expected to answer all of these questions)

•What is the size of the market?

•What is the sales volume?

•Who is buying the MVP/ product or service i.e. who is your target market?

•How many customers are there? Who are they?

•Where are they currently buying the product or service?

•Are the customers satisfied?

•How is the market segmented currently?

•What are the major trends affecting your market?

•What is the growth rate of the market?

•What would the buyers like to see changed about the products they are now buying?

•What are the market trends for your idea/mvp/product?

•How is your target group changing?

•Are other groups starting to use your product?

•How do factors such as age, gender, family income, brand loyalty, lifestyle, etc. affect your product?

•What is the cost of your product? What have customers indicated they would be willing to pay for your mvp? Has anyone actually purchased your product?

•What promotional methods are most effective in reaching your target customers?

•What is your conclusion about your expected market share?

•Are there any legal, environmental, or economic factors, which may affect the business?

CUSTOMER DISCOVERY FINDINGS

Over the course of the semester, you will actively engage in research about various assumptions you have about your business model. This process is called customer discovery. You will be required to speak with a minimum of 75 people over the course of the semester. Each week you will identify a hypothesis (assumption about your business model) that you need to validate through interviewing individuals face to face. The purpose of customer discovery is to find out if your business idea is something people desire and are willing to pay for. In this section, you will provide a narrative written summary of what business model assumptions you were able to validate, which assumptions were not validated, how your customer discovery research caused you to modify your business model, and you will also provide a table of data to support your narrative. Also included in this section is a log template for you to fill in with the documented customer discovery research you completed (see below).

Here is
an example of
how you should summarize your customer discovery for each week. You can take your weekly reports and summarize them all in the table below. Sample below is data table for customer discovery for a restaurant business

CUSTOMER DISCOVER 1: Date that the research was conducted = 01-22-15.

BUSINESS MODEL BUIDLING BLOCK TESTED: Customer segment: Who are we creating value for? I believe that people who eat out for dinner would be willing to pay a premium price for healthy/organic ingredients.

HYPOTHESIS (Guess/Assumption): People between the ages of 25-40, with household income over $40k, with a minimum education level of a college degree care about what type of food they ingest, and as such are willing to pay a premium price for high end organic healthy dishes.

FINDINGS: I spoke with 12 people that were between the ages of 25-40, with household income over $40k, with a minimum education level of a college degree and asked them the following two questions:

QUESTION 1: On a scale of 1 to 100 (1=not at all, 100 = extremely important), how important is it to you that the ingredients used to make dishes in restaurants are organic, natural, and contain health benefits?

QUESTION 2: On a scale of 1 to 100 (1=not at all, 100 = absolutely yes), are you willing to pay a 25% premium for dishes in restaurants are organic, natural, and contain health benefits?

For question 1, 4 people selected 100, 5 people selected 83, and 3 people selected 95. The mean score was 92, and the range was 17. The mean score of 92 indicated that people who fall into that demographic profile care deeply about what they ingest

For question 2, 9 people selected 21, and 3 people selected 17. The mean score was 20, and the range was 4. The mean score of 20 indicated that although people care deeply about what they ingest, the pain point of ingesting potentially unhealthy food is not strong enough to get people to pay a 25% premium.

CONCLUSION: I have validated that the proper customer segment are people between the ages of 25-40, with household income over $40k, with a minimum education level of a college degree. However, I was unable to validate the price premium I thought consumers would be willing to pay. In my next experiment and customer discovery session, I intend to ask the same questions, but lower the price premium from 25% to 10%. If I discover that even with a 10% price premium, consumers in this customer segment are still unwilling to pay that premium, then I will eliminate that customer segment (pivot) and begin testing an alternative segment of the population.

Use a template like the one above to conduct your customer discovery research. Use the customer discovery tracking tool below to centralize your research:

Customer Discovery Experiment Tracker

	Date	Experiment Name	Customer Segment Tested	Hypothesis Tested	Number of people Interviewed	Findings and Next Steps

EXAMPLE Experiment 1	8/10/2019	Healthy Food downtown	people under the age of 30 working in downtown Tampa	People under the age of 30 working in downtown Tampa feel like there is not a good selection of healthy food options available downtown.	33	73% of the people I spoke with indicated that it is very frustrating to work in downtown Tampa because there are limited healthy food options. Next Steps: I need to find out if these customers are willing to pay a premium price for healthy food, and what options they currently use to eat downtown
	Date	Experiment Name	Customer Segment Tested	Hypothesis Tested	Number of people Interviewed	Findings and Next Steps
Experiment 2
Experiment 3

COMPETITIVE ANALYSIS

You may have noticed by now, that one of the building blocks that
is not
part of the business model canvas is competition/competitors. Why is this traditional stakeholder not factored into the business model canvas, and why should you not spend a great deal of time on competition during the startup phase? To begin with, the business model canvas is a representation of factors that are WITHIN your control. External forces such as legal issues, technological trends, economic conditions, and competitors in the market are external forces that fall outside your sphere of influence. Furthermore, each competitor, or potential competitor will have their own business model, and spending a lot of time trying to analyze what that model might be, is not a good use of your time during these early stages of your business development process.

Instructions In this section try to answer as many of the following questions as you can, in a narrative form. Do not leave my questions in your final feasibility plan. This section should be a narrative followed by the table below.

What products and companies will compete with you?

List your major competitors:

(Names and addresses)

Will they compete with you across the board, or just for certain products, certain customers, or in certain locations?

Will you have important indirect competitors? (For example, video rental stores compete with theaters, although they are different types of businesses.)

How will your products or services compare with the competition?

Use the Competitive Analysis table below to compare your company with your two most important competitors. In the first column are key competitive factors. Since these vary from one industry to another, you may want to customize the list of factors.

In the column labeled Me, state how you honestly think you will stack up in customers’ minds. Then check whether you think this factor will be a strength or a weakness for you. Sometimes it is hard to analyze our own weaknesses. Try to be very honest here. Better yet, get some disinterested strangers to assess you. This can be a real eye-opener. And remember that you cannot be all things to all people. In fact, trying to be causes many business failures because efforts become scattered and diluted. You want an honest assessment of your firm’s strong and weak points.

Now analyze each major competitor. In a few words, state how you think they compare.

In the final column, estimate the importance of each competitive factor to the customer. 1 = critical; 5 = not very important.

Table 1: Competitive Analysis

FACTOR	Me	Strength	Weakness	Competitor A	Competitor B	Importance to Customer
Products
Price
Quality
Selection
Service
Reliability
Stability
Expertise
Company Reputation
Location
Appearance
Sales Method
Credit Policies
Advertising
Image

Competitive Analysis Overview

Now, write a short paragraph stating your competitive advantages and disadvantages.

MARKETING STRATEGY

For this section, you will just address your product market fit. What product or service are you proposing, what problem does it solve, who you believe has this problem based you’re your research (who is your customer), and how your product or service might be different from a competitor. In this section, you should address four critical questions:

1. What is the problem I am addressing?

2. Does the customer realize that this is a problem?

3. Is the customer willing to pay my company for my solution (aka product) to their problem?

4. Can I build the product or deliver the service?

All of your conclusions in this section should be based on REAL research that you have engaged in during this course. For those of you who are enrolled in the Entrepreneurship Certificate Program, you will work on this section in much greater detail in the Entrepreneurial Marketing and Sales course (ENT 1031-54802 Entrepreneurial Marketing and Sales).

Here are some additional questions to think about in the marketing strategy section when you are performing your research in the field (you are not expected to answer all of these questions).

•How will the market be accessed? What distribution methods will you use?

•What is the competitive advantage of your product or the benefits of your product in relation to the competition?

•What will attract customers to your product?

•How is your product differentiated from the competition?

•What pricing methods will you probably use? What validated learning has led you to conclude that this pricing method is most appropriate?

•What promotional methods will you use (i.e tradeshows, advertising, etc.)?

•Outline any commitments you have received from customers already.

•Outline export potential if any.

FINANCIAL ANALYSIS

The success or failure of any business model will depend greatly on the functionality and viability of the business financials. Being able to speak about financial statements and have the capacity to make business decisions related to financial information is critical to standing up and growing a business. Of course, many students are in the concept stage (not yet in business) and as such this requires guessing about the future. This can feel uncomfortable, but financial forecasting requires that you be able to make educated guesses about costs and revenue (generating sales). Generally, it is always best to air on the side of caution with respect to revenues and costs. Over time, as you begin selling your products and/or services, you will learn a great deal more about the realities of financial forecasting.

To help you prepare to fill out these financials, you need to think about the following:

1. What does your business sell, or intend to sell? If you are working on a nonprofit, what services are you providing?

2. What is the cost to produce my product/service?

3. What is the selling price of my product/service(s)?

4. What is the business one-time costs that I need to incur to start my business? i.e. legal business entity, equipment purchase, website design, logo, etc.

5. What are the anticipated monthly business expenses? i.e. payroll, rent, insurance etc.

Important considerations to determine profitability include:

•Are you sure that you have considered all costs, variable and fixed, that should be allocated to the new enterprise?

•Do you have enough information to prepare projected statements for the first two years of operation i.e. cash flow forecast, profit and loss, balance sheet?

•When will the business reach the break-even point? a.k.a. not making or losing money.

•When will the business become profitable?

•Is there enough profit potential to allow for growth of the business?

This financial plan consists of:

1. Startup Budget

2. Six months & three-year Profit and Loss Statements

3. Balance Sheet

4. Six-month Statement of Cash Flows

5. Breakeven analysis

Financial Overview

In this section, write about your financial forecast. Discuss how you arrived at some of your assumptions. For example, if you are projecting $10,000 in sales in year one, and $50,000 in year two, explain how you arrived at that assumption.

Startup Budget

Startup Budget Article Resource

One of the most important steps to starting a business involves creating a startup budget, so you can see expected income, expenses, and initial cash/capital requirements. The startup budget can be adjusted as you discover new information. The point of this worksheet is to plan how much money you need before starting your business. This will allow you to think about preliminary one-time expenses (forma legal business entity), operating expenses, and reserves (extra cash to help get you through the first six months of operation as you build your business and acquire customers. After you launch your business, you should keep updating it and using it afterward. It will enable you to foresee shortages in time to do something about them—perhaps cut expenses, or perhaps negotiate a loan. But foremost, you should not be taken by surprise. If you are already in business, create a startup budget based upon the reality of financial expenditures you incurred to launch the company.

On the next page is a Startup Budget. To use the worksheet, make sure you have downloaded the Excel spreadsheets that accompany this feasibility plan. If you have not done so, go to our canvas page and download and save the Excel spreadsheets. Once you have the spreadsheets on your device, double click on the worksheet and enter your data. Once you are done, click on the save icon on the worksheet or click “file” “save.” Then close the worksheet, and the table/worksheet in the feasibility plan will be updated. Remember when uploading the feasibility plan to

Startup Budget Overview

In this section, write a sentence or two that explains some of your assumptions.

Profit and Loss Statements – 6-month and 2-year

Profit and Loss Statement Article Resource

Many business owners think of the profit and loss projection as the centerpiece of their plan. This is where you put it all together in numbers and get an idea of what it will take to make a profit and be successful. You will be populating two financials in this section. The first one is a six-month profit and loss statement and the other, a two-year profit and loss statement. If you are already in business, you can rely on historical data to project six months into the future. If you are in the concept stage (not an official business yet), you will be making educated guesses about the future. To prepare to fill in the Profit and Loss, make sure you have the following information:

1. Monthly sales projections for the first six months of the business’s life.

2. Estimate a monthly growth rate for sales. For example, if you think you will generate $100 in sales your first month, and you estimate a sales increase rate of 5% per month, then in month two, your sales would be estimated at $105 ($100 X 1.05 = $105). In month two you would use the same formula ($105 X 1.05 = $110.25). Dot these calculations for the first six months of life for the business.

3. Know what the cost of goods sold is for your business. Let us say you have a consulting business, and you charge $50 per hour. You think in the first month of operation you will provide two hours of consulting service at a rate of $50 each for total revenue of $100. Think about how much you would have to pay an employee to deliver those consulting hours, and what other direct costs associated, if any exist for consulting. For example, does the employee need to travel to meet with the client/customer? Are there fuels costs? Are there parking expenses etc. Let us say you need to pay someone $20 per hour to deliver consulting service, and travel and parking related to that customer job is $10. Your cost of goods sold for one hour of labor would be $30 ($20 in labor plus $10 in travel and expenses). IMPORTANT. Even if you intend to deliver the consulting service in my example, and not hire an employee which is common when first starting a business, you still need to estimate a labor cost associate with that service.

4. Know your estimated or actual monthly business expenses.

Profit and Loss Overview: In this section, write a sentence or two that explains some of your assumptions.

Balance Sheet

Balance Sheet Article Resource

A balance sheet is one of the fundamental financial reports that any business needs for reporting and financial management. A balance sheet shows what items of value are held by the company (assets), and what its debts are (liabilities). When liabilities are subtracted from assets, the remainder is owners’ equity.

Think about the startup budget. What are the things you need to purchase to start a business? Many of these items become assets (i.e. a computer, logo, website, marketing materials, extra cash to help get you through the first six months of operations. How will you pay for these assets? Will you use credit (loans)? Will you use your own money (equity)? Will you ask people to work in exchange for ownership?

Balance Sheet Overview

In this section, write a sentence or two that explains some of your assumptions.

Statement of Cash Flows

Cash Flow Statement Article Resource

If the profit projection is the heart of your business plan, cash flow is the blood. Businesses fail because they cannot pay their bills. Every part of your business plan is important, but none of it means a thing if you run out of cash. There is no great trick to preparing it: The cash-flow projection is just a forward look at your checking account.

For each item, determine when you expect to receive cash (for sales) or when you will have to pay a bill (for expense items). You should track essential operating data, which is not necessarily part of cash flow but allows you to track items that have a heavy impact on cash flow, such as sales and inventory purchases.

Your cash flow will show you whether your working capital is adequate. Clearly, if your projected cash balance ever goes negative, you will need more capital (money). This plan will also predict just when and how much you will need to borrow.

You should think about the type of business model you have. For example, if you are a restaurant concept, you are much more likely to have cash flowing in, because generally people to do not pay for food, long after receiving it. If you are working on a business that will cause you to bill or invoice your customers, you will experience a delay in receiving cash for a service or product you have already delivered to your customer. In these instances, you need to think about how you would pay for ongoing business expenses (rent, payroll etc.) while you are still waiting to receive payment from a customer.

Cash Flow Overview

In this section, write a sentence or two that explains some of your assumptions.

Break-Even Analysis

Breakeven Analysis Article Resource

A break-even analysis predicts the sales volume, at a given price, required to recover total costs. In other words, it is the sales level that is the dividing line between operating at a loss and operating at a profit. Basically, you need to figure out what your net profit per unit sold is and divide your fixed costs by that number. This will tell you how many units you need to sell before you start earning a profit.

EXAMPLE: Let us assume you manufacture chairs. A single chair (unit) sells for $50. The cost of goods sold (variable Unit costs) to make the chare equals $25. This would include the labor and materials needed to make the char that you sell for $50. The gross profit per chair is $25 ($50 selling price minus $25 cost of goods sold per unit = $25).

Let us also assume that you have fixed monthly expenses of $5,000. Fixed expenses are expenses that remain constant and need to be paid regardless of sales that period. Let us say you have payroll of $2,500, commercial insurance of $500, an equipment lease of $1,000, and rent of $1000, which adds up to a total of $5,000 in fixed operating expenses. This does not include variable operating expenses like marketing, supplies, fuel costs etc.

To calculate the breakeven point for the month, you would take your total fixed monthly operating expenses, $5,000 (in my example), and divide that figure by your gross profit per unit sold, $25 (in my example). 5,000 divided by 25 = 200. This means that for you to breakeven, you would need to sell 200 chairs.

Breakeven Analysis Overview

In this section, write a sentence or two that explains some of your assumptions.

CONCLUSION

In this section, you will conclude all that you have learned through this process and what your next steps are.

© Andy Gold, Ph.D. Copyright

EstimatedActualUnder/(Over)

{42}

Owner 1

Owner 2

Other

Total Investment- – –

Bank Loan 1

Bank Loan 2

Non Bank Loan 1

Total Loans- – –

Grant 1

Other

Total Other Funding- – –

– – –

EstimatedActualUnder/(Over)

Advertising for Opening

Basic Website

Brand Development

Building Down Payment

Building Improvements/Remodeling

Business Cards/Stationery

Business Entity

Business Licenses/Permits

Computer Hardware/Software

Decorating

Franchise Start Up Fees

Internet Setup Deposit

Lease Security Deposit

Legal/Professional Fees

Machines & Equipment

Office Furniture/Fixtures

Operating Cash (Working Capital)

Point of Sale Hardware/Software

Prepaid Insurance

Public Utilities Deposits

Reserve for Contingencies

Security System Installation

Setup, installation and consulting fees

Signage

Starting Inventory

Telephone

Tools & Supplies

Travel

Truck & Vehicle

Other 1 (specify)

Other 2 (specify)

[42]Total Fixed Costs- – –

Advertising (print, broadcast and Internet)

Business Insurance

Business Vehicle Insurance

Employee Salaries and Commissions

Equipment Lease Payments

Inventory, raw materials, parts

Franchise Fee

Health Insurance

Internet Connection

Loan and Credit Card Interest & Principal

Legal/Accounting Fees

Merchant Account Fees

Miscellaneous Expenses

Mortgage Payments

Lease Payment

Owner Salary

Payroll taxes or Self-employment tax

Postage/Shipping Costs

Security System Monthly Payment

Supplies

Telephone

Travel

Public Utilities

Website Hosting/Maintenance

Other 1 (specify)

Other 2 (specify)

Total Average Monthly Costs- – –

x Number of Months

Total Monthly Costs- – –

– – –

– – –

INSERT YOUR BUSINESS NAME

STARTUP BUDGET

FUNDING

Investor Funding

Loans

Total COSTS

SURPLUS/(DEFICIT)

Other Funding

Total FUNDING

COSTS

Fixed Costs

Average Monthly Costs

StartupCosts

INSERT YOUR BUSINESS NAME STARTUP BUDGET

FUNDING Estimated Actual Under/(Over)

Investor Funding {42}

Owner 1

Owner 2

Other

Total Investment – – –

Loans

Bank Loan 1

Bank Loan 2

Non Bank Loan 1

Total Loans – – –

Other Funding

Grant 1

Other

Total Other Funding – – –

Total FUNDING – – –

COSTS Estimated Actual Under/(Over)

Fixed Costs

Advertising for Opening

Basic Website

Brand Development

Building Down Payment

Building Improvements/Remodeling

Business Cards/Stationery

Business Entity

Business Licenses/Permits

Computer Hardware/Software

Decorating

Franchise Start Up Fees

Internet Setup Deposit

Lease Security Deposit

Legal/Professional Fees

Machines & Equipment

Office Furniture/Fixtures

Operating Cash (Working Capital)

Point of Sale Hardware/Software

Prepaid Insurance

Public Utilities Deposits

Reserve for Contingencies

Security System Installation

Setup, installation and consulting fees

Signage

Starting Inventory

Telephone

Tools & Supplies

Travel

Truck & Vehicle

Other 1 (specify)

Other 2 (specify)

[42] Total Fixed Costs – – –

Average Monthly Costs

Advertising (print, broadcast and Internet)

Business Insurance

Business Vehicle Insurance

Employee Salaries and Commissions

Equipment Lease Payments

Inventory, raw materials, parts

Franchise Fee

Health Insurance

Internet Connection

Loan and Credit Card Interest & Principal

Legal/Accounting Fees

Merchant Account Fees

Miscellaneous Expenses

Mortgage Payments

Lease Payment

Owner Salary

Payroll taxes or Self-employment tax

Postage/Shipping Costs

Security System Monthly Payment

Supplies

Telephone

Travel

Public Utilities

Website Hosting/Maintenance

Other 1 (specify)

Other 2 (specify)

Total Average Monthly Costs – – –

x Number of Months

Total Monthly Costs – – –

Total COSTS – – –

SURPLUS/(DEFICIT) – – –

Sheet1

©

Business Budget Template

http://www.vertex42.com/ExcelTemplates/business-budget.html

© 2009 Vertex42 LLC. All Rights Reserved.

[Insert Company Name]

6-Month Profit and Loss Projections

Month 1

% of TS

Month 2

% of TS

Month 3

% of TS

Month 4

% of TS

Month 5

% of TS

Month 6

% of TS

Sales

Product Revenue- – – – – – – –

Service Revenue- – – – – – – –

Commission Revenue- – – – – – – –

Other- – – – – – – –

Other – – – – – –

Total Sales (TS)-$ – -$ – -$ – -$ – -$ – -$ –

Cost of Goods

Materials- – – – – – – –

Shipping and Delivery- – – – – – – –

Labor (direct wages and payroll)- – – – – – – –

Other- – – – – – –

Total Cost of Goods Sold-$ – -$ – -$ – -$ – -$ – -$ –

Gross Profit-$ – -$ – -$ – -$ – -$ – -$ –

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income-$ -$ -$ -$ -$ -$

-$

–

-$

–

-$

–

-$

–

-$

–

-$

–

Operating Expenses

Accounting and Legal – – – – – –

Advertising & Marketing – – – – – –

Bank Fees-

Depreciation – – – – – –

Dues and Subscriptions – – – – – –

Insurance (commercial, health etc.)- – – – – – –

Leases

Interest Expense – – – – – –

Maintenance and Repairs – – – – – –

Office Supplies- – – – – – –

Payroll Expenses – – – – – –

Postage/shipping expense – – – – – –

Rent – – – – – –

Research and Development – – – – – –

Salaries and Wages- – – – – – –

Taxes and Licenses – – – – – –

Automobile

Fuel/Gas

Telephone – – – – – –

Travel – – – – – –

Utilities – – – – – –

Web Hosting and Domains – – – – – –

Other – – – – – –

Total Operating Expenses-$ – -$ – -$ – -$ – -$ – -$ –

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software – – – – – –

Gifts Given – – – – – –

Other – – – – – –

Total Non-Recurring Expenses-$ – -$ – -$ – -$ – -$ – -$ –

-$

–

-$

–

-$

–

-$

–

-$

–

-$

–

Net Income Before Taxes-$ -$ -$ -$ -$ -$

Interest Expenses

Income Tax Expense

-$ -$ -$ -$ -$ -$

Owner Distributions / Dividends

Adjustment to Retained Earnings-$ -$ -$ -$ -$ -$

INCOME

Total INCOME

EXPENSES

Total EXPENSES

NET INCOME

Monthly P $ L

[Insert Company Name] 6-Month Profit and Loss Projections

INCOME Month 1 % of TS Month 2 % of TS Month 3 % of TS Month 4 % of TS Month 5 % of TS Month 6 % of TS

Sales

Product Revenue – – – – – – – –

Service Revenue – – – – – – – –

Commission Revenue – – – – – – – –

Other – – – – – – – –

Other – – – – – –

Total Sales (TS) $ – – $ – – $ – – $ – – $ – – $ – –

Cost of Goods

Materials – – – – – – – –

Shipping and Delivery – – – – – – – –

Labor (direct wages and payroll) – – – – – – – –

Other – – – – – – –

Total Cost of Goods Sold $ – – $ – – $ – – $ – – $ – – $ – –

Gross Profit $ – – $ – – $ – – $ – – $ – – $ – –

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income $ – $ – $ – $ – $ – $ –

Total INCOME $ – – $ – – $ – – $ – – $ – – $ – –

EXPENSES

Operating Expenses

Accounting and Legal – – – – – –

Advertising & Marketing – – – – – –

Bank Fees –

Depreciation – – – – – –

Dues and Subscriptions – – – – – –

Insurance (commercial, health etc.) – – – – – – –

Leases

Interest Expense – – – – – –

Maintenance and Repairs – – – – – –

Office Supplies – – – – – – –

Payroll Expenses – – – – – –

Postage/shipping expense – – – – – –

Rent – – – – – –

Research and Development – – – – – –

Salaries and Wages – – – – – – –

Taxes and Licenses – – – – – –

Automobile

Fuel/Gas

Telephone – – – – – –

Travel – – – – – –

Utilities – – – – – –

Web Hosting and Domains – – – – – –

Other – – – – – –

Total Operating Expenses $ – – $ – – $ – – $ – – $ – – $ – –

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software – – – – – –

Gifts Given – – – – – –

Other – – – – – –

Total Non-Recurring Expenses $ – – $ – – $ – – $ – – $ – – $ – –

Total EXPENSES $ – – $ – – $ – – $ – – $ – – $ – –

Net Income Before Taxes $ – $ – $ – $ – $ – $ –

Interest Expenses

Income Tax Expense

NET INCOME $ – $ – $ – $ – $ – $ –

Owner Distributions / Dividends

Adjustment to Retained Earnings $ – $ – $ – $ – $ – $ –

Annual P & L

[Company Name] 3-Year Profit and Loss Projection

INCOME 2019 % of TS 2020 % of TS 2021 % of TS 2022 % of TS

Sales

Product Revenue – – – – – –

Service Revenue – – – – – –

Commission Revenue – – – – – –

Other – – – – – –

Other – – – –

Total Sales (TS) $ – – $ – – $ – – $ – –

Cost of Goods

Materials – – – – – –

Shipping and Delivery – – – – – –

Labor (direct wages and payroll) – – – – – –

Other – – – – –

Total Cost of Goods Sold $ – – $ – – $ – – $ – –

Gross Profit $ – – $ – – $ – – $ – –

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income $ – $ – $ – $ –

Total INCOME $ – – $ – – $ – – $ – –

[42] EXPENSES

Operating Expenses

Accounting and Legal – – – –

Advertising & Marketing – – – –

Bank Fees –

Depreciation – – – –

Dues and Subscriptions – – – –

Insurance (commercial, health etc.) – – – – –

Leases

Interest Expense – – – –

Maintenance and Repairs – – – –

Office Supplies – – – – –

Payroll Expenses – – – –

Postage/shipping expense – – – –

Rent – – – –

Research and Development – – – –

Salaries and Wages – – – – –

Taxes and Licenses – – – –

Automobile

Fuel/Gas

Telephone – – – –

Travel – – – –

Utilities – – – –

Web Hosting and Domains – – – –

Other – – – –

Total Operating Expenses $ – – $ – – $ – – $ – –

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software – – – –

Gifts Given – – – –

Other – – – –

Total Non-Recurring Expenses $ – – $ – – $ – – $ – –

Total EXPENSES $ – – $ – – $ – – $ – –

Net Income Before Taxes $ – $ – $ – $ –

Interest Expenses

Income Tax Expense

NET INCOME $ – $ – $ – $ –

Owner Distributions / Dividends

Adjustment to Retained Earnings $ – $ – $ – $ –

©

Profit and Loss Projection

By Vertex42.com

https://www.vertex42.com/ExcelTemplates/profit-and-loss.html

© 2009-2014 Vertex42 LLC

This spreadsheet, including all worksheets and associated content is a copyrighted work under the United States and other copyright laws.

Do not submit copies or modifications of this template to any website or online template gallery.

Please review the following license agreement to learn how you may or may not use this template. Thank you.

https://www.vertex42.com/licensing/EULA_privateuse.html

Do not delete this worksheet.

https://www.vertex42.com/ExcelTemplates/profit-and-loss.html
https://www.vertex42.com/licensing/EULA_privateuse.html

[Insert Company Name]

2-Year Profit and Loss Projection

NOTE: If you are already in business, enter your actual data for 2019, and your projected annual profit and loss for 2020 and 2021

If you are not yet in business, just forecast for 2020 and 2021.

2019 Actual)

% of TS

2020

% of TS

2021

% of TS

Sales

Product Revenue- – – – –

Service Revenue- – – – –

Commission Revenue- – – – –

Other- – – – –

Other – – –

Total Sales (TS)-$ – -$ – -$ –

Cost of Goods

Materials- – – – –

Shipping and Delivery- – – – –

Labor (direct wages and payroll)- – – – –

Other- – – –

Total Cost of Goods Sold-$ – -$ – -$ –

Gross Profit-$ – -$ – -$ –

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income-$ -$ -$

-$

–

-$

–

-$

–

Operating Expenses

Accounting and Legal – – –

Advertising & Marketing – – –

Bank Fees-

Depreciation – – –

Dues and Subscriptions – – –

Insurance (commercial, health etc.)- – – –

Leases

Interest Expense – – –

Maintenance and Repairs – – –

Office Supplies- – – –

Payroll Expenses – – –

Postage/shipping expense – – –

Rent – – –

Research and Development – – –

Salaries and Wages- – – –

Taxes and Licenses – – –

Automobile

Fuel/Gas

Telephone – – –

Travel – – –

Utilities – – –

Web Hosting and Domains – – –

Other – – –

Total Operating Expenses-$ – -$ – -$ –

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software – – –

Gifts Given – – –

Other – – –

Total Non-Recurring Expenses-$ – -$ – -$ –

-$

–

-$

–

-$

–

Net Income Before Taxes-$ -$ -$

Interest Expenses

Income Tax Expense

-$ -$ -$

Owner Distributions / Dividends

Adjustment to Retained Earnings-$ -$ -$

NOTES

INCOME

Total INCOME

EXPENSES

Total EXPENSES

NET INCOME

Sheet1

[Insert Company Name] 2-Year Profit and Loss Projection NOTES

NOTE: If you are already in business, enter your actual data for 2019, and your projected annual profit and loss for 2020 and 2021

If you are not yet in business, just forecast for 2020 and 2021.

INCOME 2019 Actual) % of TS 2020 % of TS 2021 % of TS

Sales

Product Revenue – – – – –

Service Revenue – – – – –

Commission Revenue – – – – –

Other – – – – –

Other – – –

Total Sales (TS) $ – – $ – – $ – –

Cost of Goods

Materials – – – – –

Shipping and Delivery – – – – –

Labor (direct wages and payroll) – – – – –

Other – – – –

Total Cost of Goods Sold $ – – $ – – $ – –

Gross Profit $ – – $ – – $ – –

Non-Operating Income

Interest Income

Rental Income

Other

Total Non-Operating Income $ – $ – $ –

Total INCOME $ – – $ – – $ – –

EXPENSES

Operating Expenses

Accounting and Legal – – –

Advertising & Marketing – – –

Bank Fees –

Depreciation – – –

Dues and Subscriptions – – –

Insurance (commercial, health etc.) – – – –

Leases

Interest Expense – – –

Maintenance and Repairs – – –

Office Supplies – – – –

Payroll Expenses – – –

Postage/shipping expense – – –

Rent – – –

Research and Development – – –

Salaries and Wages – – – –

Taxes and Licenses – – –

Automobile

Fuel/Gas

Telephone – – –

Travel – – –

Utilities – – –

Web Hosting and Domains – – –

Other – – –

Total Operating Expenses $ – – $ – – $ – –

Non-Recurring Expenses (one-time/infrequent)

Furniture, Equipment and Software – – –

Gifts Given – – –

Other – – –

Total Non-Recurring Expenses $ – – $ – – $ – –

Total EXPENSES $ – – $ – – $ – –

Net Income Before Taxes $ – $ – $ –

Interest Expenses

Income Tax Expense

NET INCOME $ – $ – $ –

Owner Distributions / Dividends

Adjustment to Retained Earnings $ – $ – $ –

[Company Name]

Balance Sheet

Date:

Assets20202019

Current Assets

Cash

Accounts receivable

Inventory

Prepaid expenses

Short-term investments

Total current assets-$ -$

Fixed (Long-Term) Assets

Long-term investments

Property, plant, and equipment

(Less accumulated depreciation)

Intangible assets

Total fixed assets-$ -$

Other Assets

Deferred income tax

Other

Total Other Assets-$ -$

Total Assets-$ -$

[42]

Liabilities and Owner’s Equity

Current Liabilities

Accounts payable

Short-term loans

Income taxes payable

Accrued salaries and wages

Unearned revenue

Current portion of long-term debt

Total current liabilities-$ -$

Long-Term Liabilities

Long-term debt

Deferred income tax

Other

Total long-term liabilities-$ -$

Owner’s Equity

Owner’s investment

Retained earnings

Other

Total owner’s equity-$ -$

Total Liabilities and Owner’s Equity-$ -$

{42}

Common Financial Ratios

Debt Ratio (Total Liabilities / Total Assets)

Current Ratio (Current Assets / Current Liabilities)

Working Capital (Current Assets – Current Liabilities)- –

Assets-to-Equity Ratio (Total Assets / Owner’s Equity)

Debt-to-Equity Ratio (Total Liabilities / Owner’s Equity)

BalanceSheet

[Company Name] Balance Sheet

Date:

Assets 2020 2019

Current Assets

Cash

Accounts receivable

Inventory

Prepaid expenses

Short-term investments

Total current assets $ – $ –

Fixed (Long-Term) Assets

Long-term investments

Property, plant, and equipment

(Less accumulated depreciation)

Intangible assets

Total fixed assets $ – $ –

Other Assets

Deferred income tax

Other

Total Other Assets $ – $ –

Total Assets $ – $ –

[42] Liabilities and Owner’s Equity

Current Liabilities

Accounts payable

Short-term loans

Income taxes payable

Accrued salaries and wages

Unearned revenue

Current portion of long-term debt

Total current liabilities $ – $ –

Long-Term Liabilities

Long-term debt

Deferred income tax

Other

Total long-term liabilities $ – $ –

Owner’s Equity

Owner’s investment

Retained earnings

Other

Total owner’s equity $ – $ –

Total Liabilities and Owner’s Equity $ – $ –

{42}

Common Financial Ratios

Debt Ratio (Total Liabilities / Total Assets)

Current Ratio (Current Assets / Current Liabilities)

Working Capital (Current Assets – Current Liabilities) – –

Assets-to-Equity Ratio (Total Assets / Owner’s Equity)

Debt-to-Equity Ratio (Total Liabilities / Owner’s Equity)

©

Balance Sheet Template

By Vertex42.com

https://www.vertex42.com/ExcelTemplates/balance-sheet.html

© 2008-2019 Vertex42 LLC

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Please review the following license agreement to learn how you may or may not use this template. Thank you.

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Projected 6 Month Statement of Cash Flows

For BUSINESS NAME

For the period ending DATE

month 1Month 2Month 3Month 4Month 5Month 6TOTAL

Cash flow from operating activities

Receipts from customers-$ -$ -$ -$ -$ -$ -$

Payments to suppliers (enter as a negative

number by place a munus sign before the dollar

figure) $ – $ – $ – $ – $ – $ – $ –

Payments to employees (enter as a negative

number by place a munus sign before the dollar

figure) $ – $ – $ – $ – $ – $ – $ –

Interest payments (enter as a negative number by

place a munus sign before the dollar figure) $ – $ – $ – $ – $ – $ – $ –

Interest received-$ -$ -$ -$ -$ -$ -$

Taxes paid (enter as a negative number by place

a munus sign before the dollar figure) $ – $ – $ – $ – $ – $ – $ –

Other-$ -$ -$ -$ -$ -$ -$

Other-$ -$ -$ -$ -$ -$ -$

Net cash flow from operating activities-$ -$ -$ -$ -$ -$ -$

Cash flow from investing activities-$ -$ -$ -$ -$ -$ -$

Purchases of equipment (enter as a negative

number by place a munus sign before the dollar

figure) $ – $ – $ – $ – $ – $ – $ –

Purchases of property-$ -$ -$ -$ -$ -$ -$

Proceeds from sale of equipment-$ -$ -$ -$ -$ -$ -$

Proceeds from sale of property-$ -$ -$ -$ -$ -$ -$

Other-$ -$ -$ -$ -$ -$ -$

Other-$ -$ -$ -$ -$ -$ -$

Net cash flow from investing activities-$ -$ -$ -$ -$ -$ -$

Cash flow from financing activities-$ -$ -$ -$ -$ -$ -$

Proceeds from borrowings-$ -$ -$ -$ -$ -$ -$

Payments of borrowings (repayment of principal)-$ -$ -$ -$ -$ -$ -$

Investment into business-$ -$ -$ -$ -$ -$ -$

Drawings from business investment-$ -$ -$ -$ -$ -$ -$

Other-$ -$ -$ -$ -$ -$ -$

Other-$ -$ -$ -$ -$ -$ -$

Net cash flow from financing activities-$ -$ -$ -$ -$ -$ -$

Net increase (decrease) in cash held-$ -$ -$ -$ -$ -$ -$

Cash at beginning of period-$ -$ -$ -$ -$ -$ -$

Cash at end of period-$ -$ -$ -$ -$ -$ -$

Sheet1

Projected 6 Month Statement of Cash Flows

For BUSINESS NAME

For the period ending DATE

month 1 Month 2 Month 3 Month 4 Month 5 Month 6 TOTAL

Cash flow from operating activities

Receipts from customers $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Payments to suppliers (enter as a negative number by place a munus sign before the dollar figure) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Payments to employees (enter as a negative number by place a munus sign before the dollar figure) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Interest payments (enter as a negative number by place a munus sign before the dollar figure) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Interest received $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Taxes paid (enter as a negative number by place a munus sign before the dollar figure) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Other $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Other $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Net cash flow from operating activities $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Cash flow from investing activities $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Purchases of equipment (enter as a negative number by place a munus sign before the dollar figure) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Purchases of property $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Proceeds from sale of equipment $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Proceeds from sale of property $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Other $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Other $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Net cash flow from investing activities $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Cash flow from financing activities $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Proceeds from borrowings $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Payments of borrowings (repayment of principal) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Investment into business $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Drawings from business investment $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Other $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Other $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Net cash flow from financing activities $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Net increase (decrease) in cash held $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Cash at beginning of period $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Cash at end of period $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0

Sheet2

Sheet3

Fixed Costs

Average Selling Price Per

Unit

Cost of Goods

Sold/Variable Costs Per

UnitGross Profit Per UnitBreak-Even Units

$4,660.00$75.00$55.00$20.00233.00

Fixed Monthly Operating

CostsAmountVariable CostsPer Unit Amount

EXAMPLEEXAMPLE

Storage$600.00Labor$30.00

Insurance$10.00Materials$20.00

Accountant$250.00Shipping$5.00

Rent$750.00

Insurance$250.00

Payroll$2,500.00

Equipment Lease$300.00

Total$4,660.00Total$55.00

Breakeven Analysis – Monthly

Sheet1

Breakeven Analysis – Monthly

Fixed Costs Average Selling Price Per Unit Cost of Goods Sold/Variable Costs Per Unit Gross Profit Per Unit Break-Even Units

$4,660.00 $75.00 $55.00 $20.00 233.00

Fixed Monthly Operating Costs Amount Variable Costs Per Unit Amount

EXAMPLE EXAMPLE

Storage $600.00 Labor $30.00

Insurance $10.00 Materials $20.00

Accountant $250.00 Shipping $5.00

Rent $750.00

Insurance $250.00

Payroll $2,500.00

Equipment Lease $300.00

Total $4,660.00 Total $55.00

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INSERT YOUR BUSINESS NAME		STARTUP BUDGET
FUNDING		Estimated	Actual	Under/(Over)
Investor Funding				{42}
	Owner 1
	Owner 2
	Other
	Total Investment	–	–	–
Loans
	Bank Loan 1
	Bank Loan 2
	Non Bank Loan 1
	Total Loans	–	–	–
Other Funding
	Grant 1
	Other
	Total Other Funding	–	–	–
Total FUNDING		–	–	–
COSTS		Estimated	Actual	Under/(Over)
Fixed Costs
	Advertising for Opening
	Basic Website
	Brand Development
	Building Down Payment
	Building Improvements/Remodeling
	Business Cards/Stationery
	Business Entity
	Business Licenses/Permits
	Computer Hardware/Software
	Decorating
	Franchise Start Up Fees
	Internet Setup Deposit
	Lease Security Deposit
	Legal/Professional Fees
	Machines & Equipment
	Office Furniture/Fixtures
	Operating Cash (Working Capital)
	Point of Sale Hardware/Software
	Prepaid Insurance
	Public Utilities Deposits
	Reserve for Contingencies
	Security System Installation
	Setup, installation and consulting fees
	Signage
	Starting Inventory
	Telephone
	Tools & Supplies
	Travel
	Truck & Vehicle
	Other 1 (specify)
	Other 2 (specify)
[42]	Total Fixed Costs	–	–	–
Average Monthly Costs
	Advertising (print, broadcast and Internet)
	Business Insurance
	Business Vehicle Insurance
	Employee Salaries and Commissions
	Equipment Lease Payments
	Inventory, raw materials, parts
	Franchise Fee
	Health Insurance
	Internet Connection
	Loan and Credit Card Interest & Principal
	Legal/Accounting Fees
	Merchant Account Fees
	Miscellaneous Expenses
	Mortgage Payments
	Lease Payment
	Owner Salary
	Payroll taxes or Self-employment tax
	Postage/Shipping Costs
	Security System Monthly Payment
	Supplies
	Telephone
	Travel
	Public Utilities
	Website Hosting/Maintenance
	Other 1 (specify)
	Other 2 (specify)
	Total Average Monthly Costs	–	–	–
	x Number of Months
	Total Monthly Costs	–	–	–
Total COSTS		–	–	–
SURPLUS/(DEFICIT)		–	–	–

[Insert Company Name]		2-Year Profit and Loss Projection						NOTES
NOTE: If you are already in business, enter your actual data for 2019, and your projected annual profit and loss for 2020 and 2021
	If you are not yet in business, just forecast for 2020 and 2021.
INCOME		2019 Actual)	% of TS	2020	% of TS	2021	% of TS
	Sales
	Product Revenue	–	–	–	–		–
	Service Revenue	–	–	–	–		–
	Commission Revenue	–	–	–	–		–
	Other	–	–	–	–		–
	Other		–		–		–
	Total Sales (TS)	$ –	–	$ –	–	$ –	–
	Cost of Goods
	Materials	–	–	–	–		–
	Shipping and Delivery	–	–	–	–		–
	Labor (direct wages and payroll)	–	–	–	–		–
	Other	–	–		–		–
	Total Cost of Goods Sold	$ –	–	$ –	–	$ –	–
	Gross Profit	$ –	–	$ –	–	$ –	–
	Non-Operating Income
	Interest Income
	Rental Income
	Other
	Total Non-Operating Income	$ –		$ –		$ –
Total INCOME		$ –	–	$ –	–	$ –	–
EXPENSES
	Operating Expenses
	Accounting and Legal		–		–		–
	Advertising & Marketing		–		–		–
	Bank Fees	–
	Depreciation		–		–		–
	Dues and Subscriptions		–		–		–
	Insurance (commercial, health etc.)	–	–		–		–
	Leases
	Interest Expense		–		–		–
	Maintenance and Repairs		–		–		–
	Office Supplies	–	–		–		–
	Payroll Expenses		–		–		–
	Postage/shipping expense		–		–		–
	Rent		–		–		–
	Research and Development		–		–		–
	Salaries and Wages	–	–		–		–
	Taxes and Licenses		–		–		–
	Automobile
	Fuel/Gas
	Telephone		–		–		–
	Travel		–		–		–
	Utilities		–		–		–
	Web Hosting and Domains		–		–		–
	Other		–		–		–
	Total Operating Expenses	$ –	–	$ –	–	$ –	–
	Non-Recurring Expenses (one-time/infrequent)
	Furniture, Equipment and Software		–		–		–
	Gifts Given		–		–		–
	Other		–		–		–
	Total Non-Recurring Expenses	$ –	–	$ –	–	$ –	–
Total EXPENSES		$ –	–	$ –	–	$ –	–
	Net Income Before Taxes	$ –		$ –		$ –
	Interest Expenses
	Income Tax Expense
NET INCOME		$ –		$ –		$ –
	Owner Distributions / Dividends
	Adjustment to Retained Earnings	$ –		$ –		$ –

PLEASE REVIEW ASSIGNMENT ATTACHMENTS PRIOR TO BIDDING!!!! The business that I decided to start is

Sheet1

Sheet2

Sheet3

Sheet1

StartupCosts

Sheet1

©

BalanceSheet

©

Monthly P $ L

Annual P & L

©

Sheet1

Mission Statement [example]

Product/Service Overview

Customers

Future of the Company

Principal Members [List who the owner(s) are]

Legal Structure [example]

Value proposition

Customer segments

Customer relationships

Channels

Cost structure

Revenue streams

Key partnerships

Key activities

Key resources

Instructions In this section try to answer as many of the following questions as you can, in a narrative form. Do not leave my questions in your final feasibility plan. This section should be a narrative followed by the table below.

Break-Even Analysis

StartupCosts

Sheet1

©

Monthly P $ L

Annual P & L

©

Sheet1

BalanceSheet

©

Sheet1

Sheet2

Sheet3

Sheet1

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