Marketing Plan

I will upload the Excel Template later.

Notes from Professor from Assignment 1:

Assignment 2: Marketing Plan

Due Week 6 and worth 100 points

This assignment consists of two (2) sections: a marketing plan and sales strategy, and a marketing budget. Note: You must submit both sections as separate files for the completion of this assignment.

For the first six (6) months your company is in business—to give you time to perfect your product and to learn from actual customers—you will start marketing and selling in your own community, a radius of twenty-five (25) miles from where you live.

For most non-alcoholic beverages, marketing (as opposed to the actual product itself) is key to success. Cola drinks, for example, are fairly undifferentiated, as are many energy drinks, juices, bottled water, and the like. Companies producing these types of beverages differentiate themselves and attract market share through marketing and brand awareness—both of which are critical to success.

Section 1: Marketing Plan & Sales Strategy (MS Word or equivalent)

Write the three to five (3-5) page Marketing Plan & Sales Strategy section of your business plan, in which you:

1. Define your company’s target market.

a. Analyze the types of consumers who will be drinking your beverage in demographic terms (i.e., age, education level, income, gender, ethnic group, etc.). Support your analysis with actual data on the size of the demographic groups in your local community (nearby zip codes)
– zip code: 29108 or you can use 29607

b. Outline the demographic information for your company specified on the worksheet in the course text (p. 107 | Demographic Description – on page 4
).

Click here for help accessing a specific page number in your eBook.

Hints: At American FactFinder (

http://census.gov

), you will find demographic information on potential consumers in your area. If you are selling through other businesses (such as grocery stores), indicate the number of those businesses in your local area. You will find information about such businesses in your local area at County Business Patterns (

https://www.census.gov/programs-surveys/cbp.html

). Check Chapter 2 of Successful Business Plan for more research sources.

2. Assess your company’s market competition.

a. Use the factors listed in the course text graphic (p. 123 | Assess the Competition – on page 4
) to assess your company’s market competition.

b. Defend your strategy to successfully compete against market leaders in your segment.

· Hints: For example, in the soft drink market, it is intimidating to try to compete against Coke and Pepsi. Newcomers in mature markets typically must pursue niche markets or even create new market categories, as Red Bull did with energy drinks.

c. Defend your plan to differentiate yourself from the competition using the information detailed on the worksheet in the text (p. 131 | Market Share Distribution – on page 5
).

· Hints: Every business faces competition and the non-alcoholic beverage market is an especially crowded market.

3. Clarify your company’s message using the information provided on the worksheet in the text (p. 160 | The Five F’s – on page 6
).

· Hints: Before you choose your marketing vehicles, you must determine the message you want to convey through those vehicles.

4. Identify the marketing vehicles you plan to use to build your company’s brand. Justify the key reasons why they will be effective. Provide examples of other non-alcoholic beverage companies that use these tactics effectively.

· Hints: If you plan to use online marketing tactics, refer to the worksheet in the text (p.171 | Online Marketing Tactics – on page 7
) to aid your response. Remember that even if you’re selling through grocery stores you need to build your brand and social media is a major part of that in regard to beverages. Some of the marketing tactics that beverage companies use include: sampling in grocery stores, building a following on social media, sponsoring events, exhibiting at trade shows attended by retailers, and so on. You will use a combination of these tactics. For example, if you decide to give out samples in grocery stores, promote your sampling on your social media networks and those of the grocery store.

· Hints: If you are planning to distribute through resellers, describe how you plan to reach them, for example, through industry trade shows or by establishing your own sales force. For information on trade shows, visit the Trade Show News Network (

http://www.tsnn.com

). You can exhibit or network at these shows.

5. Format your assignment according to these formatting requirements:

a. Cite the resources you have used to complete the exercise. Note: There is no minimum requirement for the number of resources used in the exercise.

b. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.

c. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.

Section 2: Marketing Budget (MS Excel worksheets template)

Section 2 uses the “Business Plan Financials” MS Excel template (see: Course Required Files in Week 1). Use the “Business Plan Financials Guide” (see: Course Required Files in Week 1) to support your development of the Marketing Budget.

6. Complete the Marketing Budget worksheet for your company.

· Hints: The goal of the marketing budget is to help you determine how much it will cost you to reach your market and achieve your sales goals.

· Hints: When filling out the “Marketing Budget” worksheet in the Excel spreadsheet:

· Begin in the current year and complete a marketing budget for the first year of your business. The information you enter in the marketing budget spreadsheet will flow through to your “Income Statement” in the Business Plan Financials.

· Leave the number at zero (0) for any marketing vehicles you do not intend to use.

· Remember that all marketing activities involve costs. If social media represents a significant portion of your marketing, assume you will have cost of advertising and that should be reflected on your budget. Even if a social media site charges nothing to use it, you will need to use company resources to manage the site, pay someone to execute your social media marketing campaigns, and will most likely pay for ads on that site.

· Do NOT leave the “Marketing Budget” blank, assuming you will not have any marketing costs.

The specific course learning outcomes associated with this assignment are:

· Recommend effective business strategies based on an analysis of domestic and global operating environments, market dynamics, and internal capabilities.

· Analyze competitive positions including foreign market entry and the resulting impact on business strategy.

· Use technology and information resources to research issues in strategic management.

Demographic Descripton:

Market Share Distribution:

The Five F’s: Keeping the Five Fs in mind, describe the message you want to convey to customers about your product or service.

Online Marketing Tactics:

BUS599/Business Plan Financials Guide 2.26.2016_final

NON-ALCOHOLOIC BEVERAGE COMPANY

Business Plan Financials Worksheet Guidance

Below is guidance for data entry into cells of each of the separate Excel worksheets of the overall Business Plan Financials. This is the base pro-forma financial statements for your business. Please note: Many of the cells in the Business Plan Financials (BPF) are already prepopulated with suggested/default values. Use the default numbers unless otherwise indicated.

Only cells with
BLUE text can be changed. The cells in black will be filled in automatically, based on your setup assumptions, or will be carried over from numbers you entered earlier on other worksheets. Work in order – as every cell you complete will carry over to all other applicable Excel worksheets (for example, if you enter a figure in the Staff Budget, that figure will carry over to your Income Statement and Cash Flow Statement).

You are encouraged to work through the guide as early as possible. (Review the Course Guide for specific due dates on specified worksheets; as assignments are due throughout the course.)

Worksheet #1 – Set Up and Assumptions

Line 9: the month the academic quarter starts

Line 12: enter the year the academic quarter starts

Line 15: Two (students can chose the number of product lines to include up to 10 lines)

Line 18: they will sell 55% on credit

Line 21: 30 days (standard default; however, can be adjusted as needed)

Line 43: $16,500 (estimate of net sales after six month of weekend sales)

Line 49: 1.00% (Dodd-Frank Act of 2011 allows businesses to receive interests on business accounts, per the agreement of the financial institution [range 0 to 1.50%])

Worksheet #2 – Sales Projections

Each student must determine this for their business—speculate on how your company will grow and how much you will sell. Reflect this in/from your Operations Plan

Worksheet #3 – Inventory

Line 7: Ingredients

Line 8: Bottles/caps

Line 9: Labels

Line 10: Cartons

Repeat these four lines for each product line.

Worksheet #4 – Capital Expenditures

(Note: This applies to
purchased equipment,
not leased equipment.)

Facilities section: Students are not purchasing facilities (facility is already provided)

Equipment section: Capital Purchases should be additional expenses that each student might decide to purchase. (Note – after the first year of business)

Current vans and other equipment should be captured in Line 23 as part of “Other Assets” on the Balance Sheet, Worksheet 11.

Computer Hardware/Software Section: Capital Purchases should be additional expenses that each student might decide to purchase.

Current computer hardware/software should be captured as part of “Other Assets” on the balance sheet, along with equipment mentioned above.

Worksheet #5 – Staffing Budget

Account for every paid employee using the appropriate Lines for the six categories of employees (Management, Administrative/Support, Sales/Marketing, Operations/Production, Other, Part-Time/Hourly) and when their employment will commence in accordance with the Operations Plan and Management Plan.

(See Note # 1 and Note #3 of the NAB Company Portfolio for additional details)

Worksheet #6 – Marketing Budget

This is submitted with Assignment 2: Marketing Plan

Worksheet #7: Professional Services

Line 6: $2,000

Line 7: $1,500

Line 9: $2,000

Line 11: Mary Cates, JD $10,000 (first year only)

Worksheet #8 – Cap Investment

Equity Capital Investments:

Line 6: Melinda Cates $40,000

Line 7: Glass Bottles $3,000

Line 8: Metal Caps $300

Line 9: Cardboard Cartons $500

Line 10: NAB Ingredients $600

Line 11: Labels $840

Loans:

Line 24: Friends and Family $20,000; the loan period is 24; the interest rate is 5%

[immediate decision is needed, before proceeding to other sections]

(Note: Early pay off within 12 months @ 0% interest could apply; however if early payoff is not chosen 5% interest at 24 months will automatically apply.) (See Note #3)

Add projections of other funds they intend to raise

Worksheet #9 – Income Statement

Line 20: $1,000

*Note the Leased equipment in the NAB Company Portfolio. (See Note #2)

The Income Statement is submitted with Assignment 3 Part 2: Business Plan – Draft

Worksheet #11 – Balance Sheet

This will automatically populate from other completed worksheets. (See Worksheet # 4 above)

Updated 2/26/2016
1

BUS599/Business_Plan_Financials.xlsm

WelcomeDemo

Welcome!

Thank you for trying out Business Plan Financials from Planning Shop. These worksheets will help you develop clear, compelling financial projections for your business.
If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com.
Note that this demo copy of Business Plan Financials is deliberately feature-limited. We restrict you to just one product, one capital investment, one loan and 5 capital expenditures. If you purchase the Business Plan Financials, you get access to up to 10 products, 60 capital expenditures, 15 capital investments, and 20 loans. Also, the watermark that appears and prints on each page willbe removed.
To use the Business Plan Financials workbook, first go to the Planning Shop tab of the Excel Ribbon.

Each worksheet is composed of “cells” containing either black text or blue text. All you need to do is enter data in the blue cells–the black cells are automatically calculated for you.

While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a “help balloon” that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.

For more in-depth help and assistance, click on the “Business Plan Financials Help” menu in the toolbar. The help files contain extensive information about each worksheet, along with a “Frequently Asked Questions” (FAQ).
To get started, click on the right-pointing arrow in the Planning Shop toolbar to reach the “Setup and Assumptions” worksheet, where you’ll enter some basic information about your business.

Warning

W A R N I N G !

IT APPEARS THAT YOU DO NOT HAVE EXCEL’S MACRO CAPABILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.

Excel 2007 for Windows:
To enable macros:
1. Click the “Options” button in the Security Warning that appears at the top of this page.

2. A “Security Alert – Macros & Active X” window should appear.
3. Select the “Enable this content” radio button
4. Click the “OK” button.
Your workbook should be ready to use now.
If you do not see the “Security Warning” along the top of this page, scroll down for more detailed instructions, under “Excel 2007 on Windows – Enabling Macros”

Excel 2010 for Windows:
To enable macros:
1. Click the “Enable Content” button in the Security Warning that appears at the top of this page.

If you do not see the “Security Warning” along the top of this page, scroll down for more detailed instructions, under
“Excel 2010 and Excel 2013 on Windows – Enabling Macros”

Excel 2013 for Windows:
To enable macros:
1. Click the “Enable Content” button in the Security Warning that appears at the top of this page.

If you do not see the “Security Warning” along the top of this page, scroll down for more detailed instructions, under
“Excel 2010 & Excel 2013 on Windows – Enabling Macros”

Excel 2010 for Mac:
1. A pop-up window appears. Select “Enable Macros”.
2. Your workbook should now be ready to use.

Excel 2008 for Mac:
Excel 2008 for Mac does not support Macros or Visual Basic, so there is no way to enable the macros. Please obtain a Mac 2008-only version of Business Plan Financials from PlanningShop.

Excel 2007 on Windows – Enabling Macros

1. From the Windows Ribbon, Select the circular “Windows” button in the upper left.
2. From the drop-down menu that appears, press the Excel Options button in the lower right.

3. From the “Excel Options” pop-up, select Trust Center on the left side.
4. Select Trust Center Settings…. In the lower right.

5. In the “Trust Center” pop-up, select “Macro Settings” on the left side.
6. Then, select the Disable all macros except digitally signed macros. (This works because the Planning Shop signs all its workbooks with digital certificates.)
7. Press OK twice.

Excel 2010 and Excel 2013 on Windows – Enabling Macros

Note: The procedure is exactly the same for Excel 2010 and Excel 2013, even though the Excel 2013 has a slightly different look than these screenshots.
1. In the upper left corner of the Excel Ribbon, press the “File” tab.

2. Select Options, in the lower left corner.

3. Select Trust Center from the Lower Left.
4. Click the “Trust Center Settings…” button in the lower right

5. Select “Macros Settings” from the left side menu
6. Select the “Disable all macros except digitally signed macros” radio button.
7. Click “OK” twice

Your Company Name

ERASE ME WelcomeMac

Welcome to the Mac Version of Business Plan Financials

Thank you for purchasing Planning Shop’s Business Plan Financials. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com.
First, a few tips to get you started:
You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank “ORIGINAL_PlanningShop_BusinessPlanFinancialsMac(2.7)” file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy.
You installed the Mac version of the Business Plan Financials product, which does not have the Planning Shop tab available in the Excel Ribbon (unlike the Windows version). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window.

Start with the “Setup” worksheet. Enter your data, and then work your way through the workbook, one worksheet at a time, by clicking the next worksheet to the right. There are 23 worksheets/charts in this workbook. The last one (furthest to the right) is “NS5Yr.”
Each worksheet is composed of “cells” containing either black text or blue text. All you need to do is enter data in the blue cells–the black cells are automatically calculated for you.

For more in-depth help and assistance, refer to the Business Plan Financials Help” PDF file in your PlanningShop folder. The document contains step-by-step instructions and includes a “Frequently Asked Questions” section.
To get started, find the Excel worksheet listing (each worksheet is listed on a tab) along the bottom of the Excel window. Click on the “Setup” tab to reach the “Setup and Assumptions” worksheet, where you’ll enter some basic information about your business.

Welcome

Welcome to Business Plan Financials!

Thank you for purchasing Business Plan Financials from PlanningShop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com.
First, a few tips to get you started:
SAVING A BLANK WORKBOOK, TO ALLOW FOR RECOVERY FROM MISTAKES
You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank “ORIG_PlanningShop_BizPlanFin(2.8)” file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy.
NAVIGATING THE WORKSHEETS
You installed the Windows version of Business Plan Financials. The Excel Ribbon now contains a “PlanningShop” tab, that contains controls to let you navigate between worksheets. The PlanningShop Ribbon looks slightly different in Excel 2007, Excel 2010, Excel 2013, but the functionality is the same.

Excel 2007 for Windows:

Excel 2010 for Windows:

Excel 2013 for Windows:

In Excel 2011 for Mac, there is no PlanningShop tab on the Excel Ribbon (Microsoft does not allow it).
Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window.

HOW TO FILL IN THE WORKSHEETS
Each worksheet is composed of “cells” containing either black text or blue text. All you need to do is enter data in the blue cells–the black cells are automatically calculated for you.

FOR MORE HELP
For more in-depth help and assistance, click on the “Business Plan Financials Help” menu in the toolbar. The help files contain extensive information about each worksheet, along with a “Frequently Asked Questions” (FAQ).
To get started, click on the right-pointing arrow in the PlanningShop toolbar to reach the “Setup and Assumptions” worksheet, where you’ll enter some basic information about your business.

MacVsWindows

About Our Support of Mac vs. Windows

PlanningShop supports Business Plan Financials on the following platforms:

Windows

1. Microsoft Windows 8 with Microsoft Excel 2013

2. Microsoft Windows 7 with Microsoft Excel 2010

.�

3. Microsoft Windows 7 with Microsoft Excel 2007

4. Microsoft Windows Vista with Microsoft Excel 2007

Mac

5. Mac OS X Lion (10.7) with Microsoft Excel 2011

If you use Windows (#1 – #3 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.

If you use Mac (#4 above), you need to install PlanningShop_BizPlanFinMac(2.8).dmg

Differences between Mac and Windows

Both the Mac and Windows versions of PlanningShop’s Business Plan Financials product will produce high quality, detailed financial information for your business plan. However, there are some slight differences between the functionality in Mac and Windows. These differences don’t affect the data in your business plan, but they do affect the user-friendliness of the Business Plan Financials workbook.
We did our very best to make the Windows and Mac versions as similar as possible. However, Microsoft does not support customization of the Excel toolbar on Mac. Therefore, while we made every effort to preserve as much functionality as possible on the Mac, there were a few things we were not able to do:

1) There is no PlanningShop Toolbar in the Business Plan Financials for Mac. Instead, you will need to navigate between worksheets and charts using the Excel worksheet tabs (along the bottom edge of the workbook).

2) Business Plan Financials Help is not available directly from Excel. Instead, you should open the BizPlanFin_Help(2.7).PDF file that was copied to your Mac alongside the PlanningShop_BizPlanFinMac(2.8).XLS or PlanningShop_BizPlanFinMac(2.8).XLSM file.

We are as disappointed as you are that we can’t provide the same level of functionality in Mac as we do for Windows. We very much hope that Microsoft will remedy the situation in the next release of Excel for Mac, and that we’ll then be able to offer identical functionality.

Moving your Business Plan Financials workbook between Mac and Windows

We advise you to completely edit your Business Plan Financials workbook on either Mac or Windows, and to not switch between the two platforms. If you switch between platforms, you may find that the Planning Shop toolbar, menus, online help, and macros permanently disappear.

Setup

Setup and Assumptions

COMPANY INFORMATION

What is your company’s name?

Your Company Name

What month will you officially start your company?

January

What year will you officially start your company?

2013

SALES ASSUMPTIONS

The Worksheets can accommodate sales projections for up to 10 major product/service lines. How many major product/service lines do you plan to have for your business?

Ten

Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product “lines,” and then base your projections on these groups of products instead of each individual product.

Ten

Most businesses sell at least some of their products/services on credit (e.g., “net 30” as opposed to cash). What percentage of your sales will be made on credit?

25%

Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.

For sales you make on credit, what terms will you extend? In other words, how many days will pass from the date of sale to when you expect to be paid?

Author: If, for instance, your terms will be “Net 30,” put 30 here. You may enter any number of days between 0 and 120.

PERSONNEL ASSUMPTIONS

Approximately how much do you expect to spend per year on benefits for each SALARIED/FULL TIME employee (medical insurance, etc.)?

$5,000

Author: This number should reflect the amount you will spend on ONE FULL-TIME employee–the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).

Approximately how much do you expect to spend per year on benefits for each HOURLY/PART-TIME employee (medical insurance, etc.)?

$36

Author: This number should reflect the amount you will spend on ONE PART-TIME employee–the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).

With health insurance and other benefits costing more each year, your plan should account for annual increases. How much do you estimate your benefit costs will increase each year?

5.00%

If you plan to increase wages (both salaried & hourly) on an annual basis, how much to you plan to increase them by?

3.50%

Approximately what percentage of each employee’s salary or wages do you plan to set aside for payroll taxes?

15.00%

Author: If you’re not sure what percentage to enter here, leave it at the default (15%).

FINANCIAL ASSUMPTIONS

What will be the opening balance in your bank account on the first day of business? This will be the opening balance in your Cash Flow Statements.

$5,000

Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here.

At approximately what rate do you expect to be taxed on your net income?

25.00%

Author: If you’re not sure what percentage to enter here, leave it at the default (25%).

If you will use an interest-bearing account for your banking, at what rate will you accrue interest?

1.00%

Author: If you’re not sure what percentage to enter here, leave it at the default (1.00%).

Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.

Author: If, for instance, your terms will be “Net 30,” put 30 here. You may enter any number of days between 0 and 120.

Author: If you’re not sure what percentage to enter here, leave it at the default (15%).

Setup & Assumptions

SalesProj

Sales Projections

Author: For information about this worksheet, see the chapter “Marketing Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

Assumptions

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

Product Line 1

Author: Change the text in this cell to reflect the name of a major product, product line or service your firm will offer.

Unit Volume

2.00%

Author: MONTHLY VOLUME GROWTH RATE
The Worksheets automatically increase the volume in each month on this line using the rate you enter here.
You can also enter each cell’s value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.

Author: Enter the number of units you expect to sell during this month. If you are running a service-based company charging on an hourly basis, enter the number of billable hours you expect you and your employees to work during this month. If you will be selling your service on a per-project basis, enter the number of projects you expect to sell during this period.

Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.

0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Sure Product Consulting: YEARLY PRICE GROWTH RATE
This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don’t stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates).
As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here.
You can also enter each cell’s value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%

Author: COMMISSIONED SALES
What percentage of this product line’s sales will be made on commission? In other words, what percentage of your sales will be made by a salesperson who is paid commission?

15.00%

Author: SALES COMMISSION RATE
What will be the commission rate paid to your salesperson for each sale?

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%

Author: RETURNS AND ALLOWANCES
A percentage of your products will be returned due to defects, etc. What do you estimate will be the rate of return? This is, of course, just an estimate–but it is important to anticipate losses. Refunds, breakage, spoilage, theft, and unsaleable excess inventory can all put a significant dent in your net sales.

$0.00
$0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0

$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0

$0.00
$0.00
$0.00
$0.00
$0

$0.00

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%

Author: COST OF GOODS
Approximately what percentage of your product’s sale price will be spent on manufacturing? If you are a reseller or retailer, what percentage of your product’s sale price will be spent on buying the product from your distributor? A service business may not need to track cost of goods, in which case you can set this number to zero.

$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 2

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 & 2010 for Windows
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0.0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 3

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 4

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 5

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 6

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 7

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 8

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 9

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 10

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Totals for All Product Lines

Total Unit Volume

0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0

Total Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Total Commissions)

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Total Returns and Allowances)

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Total Cost of Goods Sold)

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Sales Projections

Inventory

Author: This worksheet will help you manage your inventory expenditures. For each product line, enter the dollar amount you will spend each period on inventory. If yours is a service business, you can probably ignore this worksheet.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

Product Line 1

Cost of Goods Sold
$0

Author: This Cost of Goods number is pulled over from your Sales Projections and shows how much product you plan to sell each month. It’s here simply to aid you in determining how much inventory you need to purchase.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet.
You can override the automatically entered values by entering in actuals in the blue cells.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0

Author: Are these cells showing red?
As an aid to you, these cells will show in red until you indicate the purchase of enough inventory to cover your Cost of Goods for the period.
In other words, your Total Inventory Expense should equal your Cost of Goods Sold from the SalesProj worksheet. If it isn’t, you might need to adjust your % for COGS on the SalesProj worksheet (D12, D22, etc.)

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 2

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 3

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 4

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 5

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 6

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 7

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 8

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 9

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 10

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GRAND TOTAL INVENTORY
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

CapEx

Capital Purchases

Author: This worksheet allows you to track capital expenditures and manage depreciation for those expenditures.

Item
Cost
Purchase
Date

Years of
Service
Salvage
Value

Reminder: All purchases must be on or after your business start date of:

Facilities

Author: Facilities include, land, buildings, building upgrades, fixtures, etc.
NOTE: If you will need more than 10 items in each category on this worksheet, combine items into groups and enter data for the entire group on a single line.

Month
Year

December-2008

Item Name (change name here)
$0

Author: Enter the cost of the item(s) here. This will be used to calculate depreciation, and will be added to your financial statements.

Jan

Author: Enter the month you will purchase the item(s).
Note: When entering dates on this worksheet, make sure that they don’t fall prior to your current startup date (as entered on the Setup worksheet). Doing so will cause “#NUM!” calculation errors on later worksheets. However, you need not change the dates on lines you are not using.

2013

Author: Enter the year you will purchase the item(s).

Author: Enter the number of years you will use the item(s) before it wears out, you retire it, or sell it.
This number will be used to calculate depreciation in your financial statements using the Straight Line method.
NOTE: If you’d rather “expense” the item(s) in the year it is purchased, regardless of how many years you will use it, leave the number set to 1 year, and it will not be depreciated on your financial statements.
For information about the tax implications/requirements of depreciation, please consult a competent accountant.

Author: This is the value of the item at the time you stop using it, or the price you might receive for it if you sell it.
For example, a $1000 desk might be worth $300 when you sell it after five years of use. You would enter $300 in this cell.
If you will not be depreciating the item (the Years of Service column is set to 1 year), you can ignore this.

Item Name (change name here)
$0
Jan
2013
1
$0

Equipment

Author: Equipment includes machinery, furniture, vehicles, etc.

Author: This worksheet allows you to track capital expenditures and manage depreciation for those expenditures.

Author: Enter the cost of the item(s) here. This will be used to calculate depreciation, and will be added to your financial statements.

Item Name (change name here)
$0
Jan
2013
1
$0

Computer Hardware/Software

Author: Includes PCs, servers, monitors, printers, scanners, other peripherals, and software applications.

Item Name (change name here)
$0
Jan
2013
1
$0

Telecommunications

Author: Telecommunications includes phone systems, fax machines, etc.

Author: Enter the year you will purchase the item(s).

Item Name (change name here)
$0
Jan
2013
1
$0

Land

Author: Land purchases are not depreciable.

Item Name (change name here)
$0
Jan
2013
Land is a
non-depreciable
asset

Item Name (change name here)
$0
Jan
2013

Capital Purchases

StaffBudj

Staffing Budget

Author: For information about this worksheet, see “Staffing Budget” section and worksheet in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

TOTAL

Management

# Salaried Employees
0.00

Author: Enter the number of full-time employees you expect to have working for you in this category during this month.
For part-time employees, enter their information below under “Part-time / Hourly Employees”.

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per employee
$0

Author: Enter the amount you expect to pay each employee in this category this month. The Worksheets will multiply the number of employees (from the line above) with this number to generate your total cost (less benefits and taxes, below).

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits (across all employees)
$0

Author: This value is calculated using the number you entered on the “Setup and Assumptions” worksheet and the number of employees you entered above.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Administrative/Support

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Sales/Marketing

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

Author: For information about this worksheet, see “Staffing Budget” section and worksheet in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Operations/Production

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Part-Time / Hourly Employees

# Part-Time Employees
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

Author: This value is calculated using the number you entered on the “Setup and Assumptions” worksheet and the number of employees you entered above.

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0
0
0

0
0
0
0

Avg. Hours per Hourly Employee
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0

0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0

0.0
0.0
0.0
0.0

0.0
0.0
$0.00
$0.00

0.0

Avg Hourly Rate
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00

$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00

$0.00
$0.00
$0.00
$0.00

$0.00

Calculated Wages Per Hourly Employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Wages
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes (across all employees)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL

# Full Time Employees
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0

– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0

– 0
– 0
– 0
– 0

– 0

# Part-Time Employees
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0

– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0

– 0
– 0
– 0
– 0

– 0

Salary/Wages
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GRAND TOTAL COSTS
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Staffing Budget

MktBudj

For a more comprehensive and detailed Marketing Budget, purchase the Excel Marketing Budget Templates
from PlanningShop.

Marketing Budget

Author: For information about this worksheet, see Chapter 10, “Marketing Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

Professional Assistance

Marketing/PR Consultants
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Advertising Agencies
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Social Media Specialists
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

SEO Specialist
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Graphic/Web Design
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Brochures/Leaflets/Flyers
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Signs/Billboards
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Merchandising Displays
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Sampling/Premiums
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Media Advertising

Print (newspaper, etc.)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Television and Radio
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Online

Author: Includes AdWords, banner ads, social media ads, etc.

Author: For information about this worksheet, see Chapter 10, “Marketing Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other Media
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Phone Directories
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Advertising Specialties
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Direct Mail
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Website

Development/Programming
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Maintenance and Hosting
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Trade Shows

Fees and Setup
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Travel/Shipping
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Exhibits/Signs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Public Relations/Materials
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Informal Marketing / Networking

Memberships/Meetings
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Entertainment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GRAND TOTAL COSTS
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Marketing Budget

ProSvs

Professional Services

Author: For information about this worksheet, see Chapter 13, “Management & Organization” in Successful Business Plan: Secrets & Strategies.

2013
2014
2015
2016
2017

General

Author: For professional services related to marketing, use the Marketing Budget spreadsheets.

Attorneys
$0

Author: The number you enter here will be equally divided among the 12 months of the year on your Income Statement.

$0
$0
$0
$0

Accountants
$0
$0
$0
$0
$0

Management consultants
$0
$0
$0
$0
$0

Industry specialists
$0
$0
$0
$0
$0

Technology consultants
$0
$0
$0
$0
$0

Other (change title here)
$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0

GRAND TOTAL COSTS
$0
$0
$0
$0
$0

Professional Services Budget

CapInvest

Capital Investments and Loans

Author: This worksheet will help you manage loans and investments in your business.

Item
Amount
Date

Loan Period

Sure Product Consulting: Loan period is in NUMBER OF MONTHS

Interest Rate

Reminder: All invesments & loans must be on or after your business start date of:

Equity Capital Investments

Author: Equity capital investments can come from a number of sources, including venture capitalists, angel investors, and family members. Generally, these investors are purchasing a percentage of (or shares in) your company. They expect to reap the rewards of your business’ success through periodic dividend payments (a share of the profits) and/or when the company is sold.

Sure Product Consulting: Loan period is in NUMBER OF MONTHS

Month
Year

December-2008

Investment Source Name
$0

Author: Enter the amount that will be invested in your business from this source. If this investor will inject cash into your business more than one time, use separate lines for each investment.

Jan

Author: Enter the month that you will receive the investment cash.
Note: When entering dates on this worksheet, make sure that they don’t fall prior to your current startup date (as entered on the Setup worksheet). Doing so will cause “#NUM!” calculation errors on later worksheets. However, you need not change the dates on lines you are not using.

2013

Author: Enter the year you will receive the investment cash.

Capital investments are not paid back on a loan schedule.

Investment Source Name
$0
Jan
2013

Total Capital Investments
$0

Loans

Author: Unlike equity capital inventments, lenders are typically not interested in purchasing shares in your company–they simply want to be paid back on a fixed schedule, with interest. Lenders can include banks and family members.

Loan Source Name
$0
Jan
2013
12

Author: Enter the term (length) of the loan in MONTHS. For example, if this will be a three year loan, enter 36 here.

0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Total Loans
$0

TOTAL INVESTMENTS AND LOANS
$0

Capital Investments and Loans

IncSt

Income Statements

Author: For information about this worksheet, see “Income Statements” in Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

INCOME

Gross Sales
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and allowances)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0.00
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

EXPENSES – General and Administrative

Salaries and wages
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Employee benefits
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Professional services
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Marketing and advertising
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Rent
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Equipment rental
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Maintenance
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Depreciation
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Insurance
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Telephone service
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Utilities
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Office supplies
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Postage and shipping
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Entertainment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Interest on loans
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other (change title here)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other (change title here)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL EXPENSES
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net income before taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Provision for taxes on income
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

NET PROFIT
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Income Statements

CshFlw

Cash Flow

Author: For information about this worksheet, see “Cash-Flow Projections” in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

CASH RECEIPTS

Income from Sales

Cash Sales
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Collections
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Cash from Sales
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Income from Financing

Interest Income
$4

Author: This line item is automatically calculated for you based on the interest rate you entered on the “Setup and Assumptions” sheet.

$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$50

$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$51

$13
$13
$13
$13
$51

$13
$13
$13
$13
$52

$52

Loan Proceeds
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Equity Capital Investments
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Cash from Financing
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$50

$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$51

$13
$13
$13
$13
$51

$13
$13
$13
$13
$52

$52

Other Cash Receipts
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL CASH RECEIPTS
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$50

$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$51

$13
$13
$13
$13
$51

$13
$13
$13
$13
$52

$52

CASH DISBURSEMENTS

Inventory
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Operating Expenses
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Commissions/Returns & Allowances
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Capital Purchases
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Loan Payments
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Income Tax Payments
$0

Author: Note that on your Income Statements, we’ve generated an estimate for income taxes. This line on the Cash Flow statement is where you should reflect the actual payments you intend to make on a regular basis (probably quarterly).

Author: This line item is automatically calculated for you based on the interest rate you entered on the “Setup and Assumptions” sheet.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Investor Dividend Payments
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Owner’s Draw
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL CASH DISBURSEMENTS
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

NET CASH FLOW
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$50

$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$51

$13
$13
$13
$13
$51

$13
$13
$13
$13
$52

$52

Opening Cash Balance
$5,000
$5,004
$5,008
$5,013
$5,017
$5,021
$5,025
$5,029
$5,033
$5,038
$5,042
$5,046

$5,050
$5,054
$5,059
$5,063
$5,067
$5,071
$5,076
$5,080
$5,084
$5,088
$5,092
$5,097

$5,101
$5,114
$5,127
$5,139

$5,152
$5,165
$5,178
$5,191

$5,204

Cash Receipts
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4

$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4
$4

$13
$13
$13
$13

$52

Cash Disbursements
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

ENDING CASH BALANCE
$5,004
$5,008
$5,013
$5,017
$5,021
$5,025
$5,029
$5,033
$5,038
$5,042
$5,046
$5,050
$5,050

$5,054
$5,059
$5,063
$5,067
$5,071
$5,076
$5,080
$5,084
$5,088
$5,092
$5,097
$5,101
$5,101

$5,114
$5,127
$5,139
$5,152
$5,152

$5,165
$5,178
$5,191
$5,204
$5,204

$5,256

Cash Flow Statements

BalSht

Balance Sheet

Author: For information about this worksheet, see “Balance Sheet” in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

Balance Sheet

Your Company Name

First Quarter

Second Quarter

Third Quarter

Fourth Quarter

2014

2015

2016

2017

2013

ASSETS

Current Assets

Cash
$5,013

Cash
$5,025

Cash
$5,038

Cash
$5,050

Cash
$5,101

Cash
$5,152

Cash
$5,204

Cash
$5,256

Accounts Receivable
$0

Inventory
$0

Other Current Assets
$0

Total Current Assets

$5,013

Total Current Assets

$5,025

Total Current Assets

$5,038

Total Current Assets

$5,050

Total Current Assets

$5,101

Total Current Assets

$5,152

Total Current Assets

$5,204

Total Current Assets

$5,256

Fixed Assets

Land
$0

Facilities
$0

Equipment
$0

Computers & Telecommunications
$0

(Less Accumlated Depreciation)
$0

Total Fixed Assets

Other Assets

TOTAL ASSETS

$5,013

TOTAL ASSETS

$5,025

TOTAL ASSETS

$5,038

TOTAL ASSETS

$5,050

TOTAL ASSETS

$5,101

TOTAL ASSETS

$5,152

TOTAL ASSETS

$5,204

TOTAL ASSETS

$5,256

LIABILITIES

Current Liabilities

Short-Term Notes Payable
$0

Sure Product Consulting: Short-Term Notes Payable: loan payments to be made within one year

Short-Term Notes Payable
$0

Income Taxes Due
$0

Author: If you see a number here, it reflects the difference between the projected income taxes owed (as calculated on your Income Statements) and what you’ve said you will actually pay (as entered on your Cash Flow statements).

Income Taxes Due
$0

Other Current Liabilities
$0

Total Current Liabilities

Long-Term Liabilities

Long-Term Notes Payable
$0

Other Long-Term Liabilities
$0

Total Long-Term Liabilities

NET WORTH

Paid-In Capital
$5,000

Retained Earnings
$13

Retained Earnings
$25

Retained Earnings
$38

Retained Earnings
$50

Retained Earnings
$101

Retained Earnings
$152

Retained Earnings
$204

Retained Earnings
$256

Total Net Worth

$5,013

Total Net Worth

$5,025

Total Net Worth

$5,038

Total Net Worth

$5,050

Total Net Worth

$5,101

Total Net Worth

$5,152

Total Net Worth

$5,204

Total Net Worth

$5,256

TOTAL LIABILITIES AND NET WORTH

$5,013

TOTAL LIABILITIES AND NET WORTH

$5,025

TOTAL LIABILITIES AND NET WORTH

$5,038

TOTAL LIABILITIES AND NET WORTH

$5,050

TOTAL LIABILITIES AND NET WORTH

$5,101

TOTAL LIABILITIES AND NET WORTH

$5,152

TOTAL LIABILITIES AND NET WORTH

$5,204

TOTAL LIABILITIES AND NET WORTH

$5,256

Balance Sheet

BrkEvn

Break-even Estimates

Author: For information about this worksheet, see “Break-Even Analysis” in “The Financials” chapter of Successful Business Plan: Secrets & Strategies. Note that this Worksheet differs from that shown in the book slightly by also factoring the costs of sales commissions and returns/allowances. This gives you a more accurate break-even estimate.

Year 1 (2013-2014)

January
$0

Author: This is the amount of sales you will need to make each month to break even.

February
$0

March
$0

April
$0

May
$0

June
$0

July
$0

August
$0

September
$0

October
$0

November
$0

December
$0

Monthly Average
$0

Year 2 (2014-2015)

January
$0

February
$0

March
$0

April
$0

May
$0

June
$0

July
$0

August
$0

September
$0

October
$0

November
$0

December
$0

Monthly Average
$0

Year 3 (2015-2016)

1st Quarter
$0

2nd Quarter
$0

3rd Quarter
$0

4th Quarter
$0

Quarterly Average
$0

Year 4 (2016-2017)

1st Quarter
$0

2nd Quarter
$0

3rd Quarter
$0

4th Quarter
$0

Quarterly Average
$0

Year 5 (2017-2018)

Annual Average
$0

Break-even Estimates

Ratios

Key Ratios

Author: This sheet provides a mathematical snapshot of your company’s performance. These ratios are often used by lenders or investors in determining how well a company is managing its finances.

Year 1 (2013-2014)
Working
Capital

Author: Working Capital is the amount of readily available funds the company has to cover upcoming expenses. More is better!

Current Ratio

Author: This ratio divides your current assets by your current liabilities. In general, it should be greater than 2. If an “N.A.” appears in the cell, it indicates that you had no liabilities with which to calculate the ratio.

Quick Ratio

Author: Similar to the Current Ratio, but we’ve subtracted inventory from your assets. A number greater than 1 is desirable. If an “N.A.” appears in the cell, it indicates that you had no liabilities with which to calculate the ratio.

Cash
Turnover

Author: This ratio divides your net sales for the period by your “working capital,” (your current assets minus your current liabilities). In other words, it shows by what multiple your sales exceed your working capital. In general, 5 or above is good to aim for, but this can vary based on your industry, etc.

Debt to
Equity

Author: To calculate your Debt to Equity ratio, we divided your total liabilities by your net worth. A high number (greater than 1), indicates a high debt load relative to your assets. Potential funders may be wary of investing in such a case.

Return on
Investment

Author: This ratio is achieved by dividing your net worth into your net income for the period. It shows the rate of return you and your investors are receiving on your investments in the company. The higher the better!

Return on
Sales

Author: This ratio is calculated by dividing your net income for the period by your net sales for the period. The higher the number here, the more profit you are extracting from each sale. Your ideal number will depend greatly on your industry, margins, etc.

Return on
Assets

Author: Your Return on Assets indicates how much profit you are generating on all the investments you’ve made in the company’s assets. In particular, this will help you (and your investors) determine if you are achieving a good rate-of-return on your investments. This will depend greatly on your industry.

Net Sales

1st Quarter
$5,013
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

2nd Quarter
$5,025
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

3rd Quarter
$5,038
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

4th Quarter
$5,050
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

Year 2 (2014-2015)
$5,101
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

Year 3 (2015-2016)
$5,152
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

Year 4 (2016-2017)
$5,204
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

Year 5 (2017-2018)
$5,256
N.A.
N.A.
0.00
0.00
0%
N.A.
0%
$0.00

Key Ratios

1YrAtGl

Year 1: Financials at-a-Glance (2013-2014) Gross Sales January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Gross Profit January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Net Profit January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0

NSYr1

Year 1: Net Sales (2013-2014) Product Line 1 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 2 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 3 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 4 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 5 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 6 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 7 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 8 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 9 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 10 0 0 0 0 0 0 0 0 0 0 0 0

1YrCshFlw

Year 1: Cash Flow (2013-2014) Net Cash Flow January February March April May June July August September October November December 4.166666666666667 4.1701388888888893 4.1736140046296297 4.177092016300155 4.1805729263137374 4.1840567370856654 4.1875434510332363 4.1910330705757639 4.1945255981345779 4.1980210361330235 4.2015193869964671 4.2050206531522978 Ending Cash Balance 5004.166666666667 5008.3368055555557 5012.5104195601853 5016.6875115764851 5020.8680845027984 5025.0521412398839 5029.2396846909169 5033.4307177614928 5037.6252433596273 5041.8232643957608 5046.0247837827574 5050.2298044359095

2ndYrCshFlw

Year 2: Cash Flow (2014-2015) Net Cash Flow January February March April May June July August September October November December 4.2085248370299242 4.2120319410607827 4.215541967678333 4.2190549193180651 4.2225707984174967 4.2260896074161778 4.2296113487556912 4.2331360248796539 4.2366636382337211 4.2401941912655827 4.2437276864249709 4.2472641261636577 Ending Cash Balance January February March April May June July August September October November December 5054.438329272939 5058.6503612139995 5062.8659031816778 5067.0849581009961 5071.3075288994132 5075.533618506829 5079.7632298555845 5083.9963658804645 5088.2330295186985 5092.4732237099643 5096.716951396389 5100.9642155225529

5YrAtGl

5-Year Financials at-a-Glance
Gross Sales 2013 2014 2015 2016 2017 0 0 0 0 0 Gross Profit 2013 2014 2015 2016 2017 0 0 0 0 0 Net Profit 2013 2014 2015 2016 2017 0 0 0 0 0

NS5Yr

5-Year Net Sales

Product Line 1 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 2 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 3 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 4 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 5 0 0 0 0 0 Product Line 6 0 0 0 0 0 Product Line 7 0 0 0 0 0 Product Line 8 0 0 0 0 0 Product Line 9 0 0 0 0 0 Product Line 10 0 0 0 0 0

About

About Business Plan Financials

PlanningShop

Business Plan Financials

Version 2.8

SUBJECT TO END-USER LICENSE AGREEMENT

www.planningshop.com

PlanningShop — Plan. Start. Grow.

License

License Agreement

LICENSE AGREEMENT FOR PLANNINGSHOP’S BUSINESS PLAN FINANCIALS
This License Agreement is a legal agreement between you (the product purchaser/user) and PlanningShop for the Business Plan Financials product (“Software”) that accompanies this Agreement, including all associated documentation and packaging. By installing and/or using the Software, you accept the terms of this Agreement.
PRODUCT LICENSE
The Software is protected by intellectual property laws and treaties. It is owned by PlanningShop and licensed to you for your use (not sold). You acknowledge that PlanningShop has conferred to you NO title or ownership of the Software or any of its constituent parts. Re-distribution of the Software or any of constituent its parts, whether in an original or modified form, is strictly forbidden.
1. General License. You may install one copy of the Software on a single computing device for use by a single user. Additional users, whether using the same computing device or a separate device, must purchase additional licenses. Multi-user licenses are available from PlanningShop. A second copy of the Software may be stored on a separate device for the sole purpose of backing up the original copy. You may not copy, distribute, or resell the Software.
2. Unauthorized Use. You may not modify, disassemble, or reverse engineer the Software or its code for any form of distribution. The Software, its content, design and programming are copyrighted by PlanningShop.
3. WARRANTY. THIS SOFTWARE IS PROVIDED AS IS. PLANNINGSHOP AND ITS AFFILIATED PARTIES MAKE NO CLAIMS, PROMISES OR GUARANTEES ABOUT THE ACCURACY, COMPLETENESS, OR ADEQUACY OF THE SOFTWARE FOR ANY PURPOPSE AND EXPRESSLY DISCLAIMS LIABILITY FOR ERRORS, OMISSIONS, FAILURES, OR DEFECTS. NO WARRANTY OF ANY KIND, IMPLIED, EXPRESS OR STATUTORY, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF NON-INFRINGEMENT OF THIRD PARTY RIGHTS, TITLE, MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND FREEDOM FROM COMPUTER VIRUS, IS GIVEN IN CONJUNCTION WITH THE SOFTWARE.

4. DAMAGES. IN NO EVENT WILL PLANNINGSHOP BE LIABLE FOR ANY DAMAGES, INCLUDING WITHOUT LIMITATION DIRECT OR INDIRECT, SPECIAL, INCIDENTAL, OR CONSEQUENTIAL DAMAGES, LOSSES OR EXPENSES ARISING IN CONNECTION WITH THIS SOFTWARE OR USE THEREOF OR INABILITY TO USE BY ANY PARTY, OR IN CONNECTION WITH ANY FAILURE OF PERFORMANCE, ERROR, OMISSION, DEFECT, OR COMPUTER VIRUS EVEN IF THE PLANNINGSHOP, OR AFFILIATED PARTIES, ARE ADVISED OF THE POSSIBILITY OF SUCH DAMAGES, LOSSES OR EXPENSES.
5. Governing Law. This Agreement shall be treated as though it were executed and performed in Palo Alto, California, and shall be governed by and construed in accordance with the laws of the State of California, USA (without regard to conflict of law principles). All actions shall be subject to the limitations set forth in Section 3 and Section 4. The language in this Agreement shall be interpreted as in accordance with its fair meaning and not strictly for or against either party. All legal proceedings arising out of or in connection with this Agreement shall be brought solely in Palo Alto, California. You expressly submit to the exclusive jurisdiction of said courts and consent to extraterritorial service of process. Should any part of this Agreement be held invalid or unenforceable, that portion shall be construed consistent with applicable law and the remaining portions shall remain in full force and effect.
6. Contact. Should you have any questions concerning this agreement, or if you desire to contact PlanningShop for any reason, you may do so at: PlanningShop, 555 Bryant Street #180, Palo Alto, California, USA, 94301.

Config

CONFIG WORKSHEET

Sure Product Consulting: IMPORTANT:
Do not remove or change anything on this worksheet! Doing so may render this product unusable!

Startup Year

Jan
1

Plan Years:

Sure Product Consulting: Plan Years is used in drop-downs for purchase and loan dates on CapInvest and CapEx worksheets.

2013

Sure Product Consulting: Sure Product Consulting:
How does this get set?
Headings on each worksheet are driven from it, but this does not seem to be connected t the Setup worksheet “what year wll your business start” question.

Feb
2

2013
0

Version:

Startup Month

Mar
3

2014
12

2.8

January

Apr
4

2015
24

7/21/09

Startup Month Abbrev

May
5

2016
36

Jan

Jun
6

2017
48

Start Date:

Jul
7

2018

O/S Type

Dec-08

Aug
8

Windows

Sep
9

Oct
10

Nov
11

Dec
12

CREDIT MULTIPLIER

Number of Products

Multiple
With “Credit Sales”

One

A
0.00
0.00

Two

B
1.00
0.25

Three

Four

Five

Six

Working Capital Calc

Sure Product Consulting: Used by Ratios worksheet

Sure Product Consulting: Plan Years is used in drop-downs for purchase and loan dates on CapInvest and CapEx worksheets.

Seven

Q1
$5,013

Eight

Q2
$5,025

Nine

Q3
$5,038

Ten

Q4
$5,050

Y2
$5,101

Y3
$5,152

Y4
$5,204

Y5
$5,256

Chart Titles

Year 1 String
2013-2014

Year 1: Financials at-a-Glance (2013-2014)

Year 2 String
2014-2015

Year 1: Net Sales (2013-2014)

Year 3 String
2015-2016

Year 1: Cash Flow (2013-2014)

Year 4 String
2016-2017

Year 2: Cash Flow (2014-2015)

Year 5 String
2017-2018

DOUBLE LIST FOR Months on top of worksheets

January

February

March

April

May

June

July

August

September

October

November

December

January

February

March

April

May

June

July

August

September

October

November

December

Start Month

From Setup
January
February
March
April
May
June
July
August
September
October
November
December

Match Position in Doublelist
1
2
3
4
5
6
7
8
9
10
11
12

Adjust index to 1-12
1
2
3
4
5
6
7
8
9
10
11
12

Abbrev
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec

To-Do List

Changing this changes ALL months on CapEX and CapInvest to new value, even ieach row’s purchase date istill remains in the future. This is the same behavior as in 2.5, but might want to correct it.

Changing the Year Titles on SaleProj and all other worksheets, for fiscal years that straddle two calendar years (example: Year 1: 2012-2013

Making a “Demo” version of this workbook, with watermark, 1 loan, 1 product line, 1 investment

Adding a Worksheet to do revolving credit calculations. See http://www.vertex42.com/Files/download/line-of-credit.html for a cool line of credit worksheet (it’s complicated)

Cleaning up all the dates, lists of months, etc. on the config worksheet

Adding “Reset_XXX” subroutines for ALL the worksheets

Check PrintAreas, footers, headers for New DepnSchedule and New LoanPaymentSchedule

Your Company Name

Unlicensed Copy Unlicensed Copy
Demo Use Only Demo Use Only
Unlicensed Copy Unlicensed Copy
Demo Use Only
Demo Use Only
Unlicensed Copy Unlicensed Copy
Demo Use Only Demo Use Only
Unlicensed Copy Unlicensed Copy
Demo Use Only Demo Use Only

DepnSchedule

Sure Product Consulting: Is this depreciation schedule correct?
If only one year of service, nothing is depreciated.
If more than one year, we don’t depreciate anything for year 1 it seems (or does that show up as an expense?)

Depreciation Schedule from CapEx Worksheet

Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
Jan-10
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Oct-10
Nov-10
Dec-10
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13

Item#
Category
Item Name
Purch Value
Salvage Value
Yrs of Service
Mos of Service
Month Purchased
Year Purchased
Purchase Month
End Month
End Date
Depn Amt montly

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60

1
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

–
–

Sure Product Consulting: If “today’s” month is one in this asset is dep’d over,

–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–

2
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–

3
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

4
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

5
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

6
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

7
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

8
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

9
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

10
Facilities
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

11
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

12
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

13
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

14
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

15
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

16
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

17
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

18
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

19
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

20
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

21
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

22
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

23
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

24
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

25
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

26
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

27
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

28
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

29
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

30
Equip
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

31
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

32
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

33
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

34
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

35
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

36
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

37
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

38
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

39
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

40
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

41
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

42
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

43
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

44
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

45
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

46
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

47
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

48
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

49
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

50
Comp
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09
$ – 0

51
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

52
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

53
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

54
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

55
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

56
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

57
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

58
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

59
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

60
Land
Item Name (change name here)
$0.00
$0.00
1
12
Jan
2013
1
12
Nov-09

TOTAL

$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –
$ –

Land

Facilities

Equip

Comp

TOTAL

Author: This goes into Cash Flow statement.

TOTAL NON-DEPRECIABLE CAPITAL ASSETS

Author: This goes into Income statement under “non-depreciable capital purchases”

Author: This goes into Cash Flow statement.

Author: This goes into Income statement under “non-depreciable capital purchases”

Depreciation Schedule

LoanInvestSchedules

Investment Proceeds

Inv #
Name of Invest Source
Amount

Start Month
Start Year
Infusion Month

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60

1
Investment Source Name
$0

Jan
2013
1

– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0

2
Investment Source Name
$0

Jan
2013
1

3
Investment Source Name
$0

Jan
2013
1

4
Investment Source Name
$0

Jan
2013
1

5
Investment Source Name
$0

Jan
2013
1

6
Investment Source Name
$0

Jan
2013
1

7
Investment Source Name
$0

Jan
2013
1

8
Investment Source Name
$0

Jan
2013
1

9
Investment Source Name
$0

Jan
2013
1

10
Investment Source Name
$0

Jan
2013
1

11
Investment Source Name
$0

Jan
2013
1

12
Investment Source Name
$0

Jan
2013
1

13
Investment Source Name
$0

Jan
2013
1

14
Investment Source Name
$0

Jan
2013
1

15
Investment Source Name
$0

Jan
2013
1

TOTAL:

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

Loan Payback Schedule (Principle + Interest)

Sure Product Consulting: Note: We calculate loan payments beyond the end date of this business plan (5 years into future), in order to populate the Balance Sheet properly. Payments due in year 6 need to appear on the Short-Term Notes Payable line of Balance Sheet for Year 5. The remainder of the not-yet-made loan payments appear on Long-Term Notes Payable line of the Year 5 balance sheet.

Jan-14
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14

Loan #
Name of Loan Source
Amount
Rate
Periods
Start Month
Start Year
Begin Pay Month
End Pay Month
Pmt Amt (P+I)

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72

1
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0
– 0

2
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

3
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

4
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

5
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

6
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

7
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

8
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

9
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

10
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

11
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

12
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

13
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

14
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

15
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

16
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

17
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

18
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

19
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

20
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
– 0

TOTAL:

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

Loan – Interest Portion of Loan Payments

Loan #
Name of Loan Source
Amount
Rate
Periods
Start Month
Start Year
Begin Pay Month
End Pay Month
Pmt Amt (P+I)

1
Loan Source Name
$0.00
$0.00
$12.00
Jan
$2,013.00
$1.00
$12.00
–

–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–

2
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

3
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

4
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

5
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

6
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

7
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

8
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

9
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

10
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

11
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

12
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

13
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

14
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

15
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

16
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

17
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

18
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

19
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

20
Loan Source Name
$0
0.00%
12
Jan
2013
1
12
–

TOTAL:

Loan Proceeds

Loan #
Name of Loan Source
Amount

Start Month
Start Year
Begin Pay Month

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60

1
Loan Source Name
$0

Jan
2013
1

2
Loan Source Name
$0

Jan
2013
1

3
Loan Source Name
$0

Jan
2013
1

4
Loan Source Name
$0

Jan
2013
1

5
Loan Source Name
$0

Jan
2013
1

6
Loan Source Name
$0

Jan
2013
1

7
Loan Source Name
$0

Jan
2013
1

8
Loan Source Name
$0

Jan
2013
1

9
Loan Source Name
$0

Jan
2013
1

10
Loan Source Name
$0

Jan
2013
1

11
Loan Source Name
$0

Jan
2013
1

12
Loan Source Name
$0

Jan
2013
1

13
Loan Source Name
$0

Jan
2013
1

14
Loan Source Name
$0

Jan
2013
1

15
Loan Source Name
$0

Jan
2013
1

16
Loan Source Name
$0

Jan
2013
1

17
Loan Source Name
$0

Jan
2013
1

18
Loan Source Name
$0

Jan
2013
1

19
Loan Source Name
$0

Jan
2013
1

20
Loan Source Name
$0

Jan
2013
1

TOTAL:

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

Loan Calculations for Balance Sheet

First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Year 2

Year 3

Year 4

Year 5

Loan #
Name of Loan Source
Amount
Rate
Periods
Start Month
Start Year
Begin Pay Month
Amount

Principle Paid
Due Short
Due Long
Paid
Due Short
Due Long
Paid
Due Short
Due Long
Paid
Due Short
Due Long
Paid
Due Short
Due Long
Paid
Due Short
Due Long
Paid
Due Short
Due Long
Paid
Due Short
Due Long

1
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0

Sure Product Consulting: If received proceeds this quarter, “Due Short” is all the payment of principle (not interest)
due in the next 12 months from disbursement

Sure Product Consulting: “Due Long” is whatever priciple is left: origloan – pricpaid so far – due short. Whatever is due more than 12 months out.

Sure Product Consulting: cummulative principle paid: includes previous quarter’s payments

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

2
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

3
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

4
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

5
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

6
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

7
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

8
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

9
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

10
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

11
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

12
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

13
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

14
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

15
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

16
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

17
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

18
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

19
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

20
Loan Source Name
$0.00
0.00%
12
Jan
2013
1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

TOTAL:

$0
$0

Loan & Investment Schedules for Disbursement & Repayment

image1

image2

image3

image4

image5

image6.gif

image15

image16

image17

image7

image8

image9

image10

image11

image12

image13

image14

image18

image19

image20

image21

BUS599/NAB Company Portfolio 2.26.2016_final x

NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIO

Table of Contents

Note #1 (Company Parameters)

Note #2 (Equipment & Inventory)

Note #3 (Personnel, Business Expenses, & Financial Matters)

Note # 4 (Websites – Data & Statistics)

Note # 5 (Market Research)

A guide to the non-alcoholic beverage industry

Industry overview

Dominant carbonates category

Major companies

Understanding consumer craving for soft drinks

What’s a soft drink made of?

Stimulants in soft drinks

Ingredient facts

Understanding the value chain of the soft drink industry

Industry Partners

Bottling and distribution network

Distribution: Third-party products

Pricing power

Key indicators of the non-alcoholic beverage industry

Factors influencing sector growth

Consumption expenditure

Disposable income and consumer confidence

Understanding the soft drink industry’s key markets

Income bracket

Hispanics

Millennials

Teens

The role of branding and advertising in the soft drink industry

The importance of advertising

Global brands

Strong individual brand portfolios

Investing in brands

Why the soft drink industry is dominated by Coke and Pepsi

A rivalry for the ages

Threat from new entrants

Significant investments

Why growth is sluggish in the non-alcoholic beverage industry

Falling demand

Key indicator—per capita consumption

Health concerns

The soda tax

In challenging times, soft drinks makers optimize and thrive

Productivity measures

Cost-cutting initiatives

Soft drink industry now looking to still beverages to boost sales

Social pressures forcing change

Ready-to-drink beverages

International growth opportunities for the soft drink industry

Beyond borders

Growth prospects

Positive trends

Competition outside the domestic market

Strategic deals in the soft drink industry

Industry alliances

Recent Pepsi and Coca-Cola deals

Other deal-making in the sector

Investing in soft drink companies with ETFs

Packaged investing

Consumer staple ETFs

Note # 6 (History & Industry Data/Forecasting & Technology)

Cognitive health appeals to all demographics

Omega-3s popular ingredient for brain health

Mental energy

Focus on claims

2016 New Product Development Outlook for beverages

Organic named top trend for new beverages in new year

Buzzing about flavors

Creating success

Natural influence

Sharing the work

2016 expectations

Beverage Industry launches new app

Introductory video shows how to use Bev Industry Mobile

(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan.)

Note #1 (Company Parameters)

This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan, along with Pro-forma Financial Statements, for a start-up company in the

non-alcoholic beverage
industry.

The goal of my business plan is twofold:

1 To help identify and outline all the issues I will need to address in starting this company.

2 To present to funders to help raise money to finance this company.

NAB Background:

Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary inheritance. However, since he so enjoyed her homemade NAB, he also left her equipment to start a small NAB business. Additionally, her uncle left her a facility that will allow growth to start the business. It has the potential for expansion in order to meet larger sales goals for the future.

Melinda and I have been close, trusted friends for years. She knew I attended Strayer University and earned my MBA; so I agreed to assist her get the business up and running. I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of the company for at least the next five years.

NAB Today:

Parameters for New Company

Here are the parameters in which I must work.

 The business is a
start-up: We are not yet in operation. We already have a “recipe” for a beverage, but we are not yet making sales at any significant level.

 Product: the only barrier is that it must be a non-alcoholic beverage (NAB). It is up to me to decide upon what type of non-alcoholic beverage I intend to make and market. It can be sold in individual sizes or wholesale.

 Market size. I will start marketing and selling the NAB in my geographical area within a 100-mile radius from my home address.

 Business size. I can grow the NAB business to any size in excess of one million dollars in revenue by year two. In other words, this cannot be intended to be a one- or two-person micro-business.

 I intend to raise money. I will be looking for funding, and I have already started with friends and family money. However, at some point, I will need funds from outside investors, either angels or venture capitalists, depending on how much I project, I need to raise or receive from a group of individual investors on Kickstarter.

 I intend to have employees and develop my own organizational hierarchy.

 I do not need to raise money for my personal financial support for the first six months. In other words, I do not need to draw a salary for myself for the first six months of projections. Annual salary will be $55,002 1st year; adjusted to $110,004 2nd year; finally adjusted to $165,008 for all remaining years in position.

Note #2 (Equipment & Inventory)

The NAB Financial Worksheets will need to have the value of this equipment and inventory included.

Some of the items we currently own:

Owned Equipment:

Two (2) NAB Mixer Beverage Filling Machines (mixes up to 200 gallons each) – $28,500 each (value in current $)

The Mixer Beverage Filling machine is a rinsing, filling, and capping (3-in-1) Monobloc machine, imported from Italy. Because it is equipped with constant temperature controlling system, it can be applied to fill hot or cold fruit juice, tea and other beverage into 16 oz. bottles. It is suitable for normal temperature filling or hot filling 16 oz. bottles. It is one of the most advanced filling machine at present.

Two (2) Accutek AccuSnap Capper Bottling machines (for capping bottles) – $9,600 each (value in current $) See Auto AccuSnap Capper, below.

Four (4) Vehicles (used panel vans) – $10,000 each (value in current $)

Three (3) Computers (Apple Macintosh) – $1,200 each (value in current t $)

Graphic Software -$$750 (value in current $)

Leased Equipment:

Labeling machinery – $450/month (in current $)

Printers – $550/month (in current $)

Current Inventory:

Glass Bottles (16 oz.), 24,000 – $33,000 (value in current $)

Labels, 24,000 – $840 (value in current $)

Metal caps, 24,000 – $300 (value in current $)

Cardboard Cartons (holds 48 bottles), 500 – $500 (value in current $)

NAB-ingredients, enough to make 24,000 bottles – $600 (value in current $)

NOTES on EQUIPMEENT

Accutek AccuSnap Capper – are continuous motion machines that replace the tedious work of manually pressing and/or placing snap caps. Accutek AccuSnap Cappers prevent costly spills by removing human error from this process. This machine can also help prevent repetitious motion injuries and strains to your workforce that can result when manually placing snap caps. Accutek AccuSnap Cappers systems are available in three different styles, Belt, Roller, and Plunger in order to offer solutions to a variety of snap cap types. Milk jugs, dropper inserts, lip balm caps, over caps, “top hat” seals, twist cap with ratcheted rip seal, bar top caps, and a variety of other cap applications are all within the capabilities of Accutek AccuSnap Capper. Each machine is designed to accommodate a wide variety of container types. A variety of gripper belt options is available to stabilize different types of containers.

The Accutek AccuSnap Capper features an Accutek centrifugal bowl or cap elevator orientated arm. With an automated delivery device, the Accutek AccuSnap Capper can reach speeds up to 120 CPM.

SnapCap007

Dimensions –

Height: 94” (238 cm)

Width: 24” (61 cm)

Length: 32” (91.4 cm)

Weight –

800 lbs. (363 kg)

Speed –

Up to 120 CPM

Cap Size –

Min: 10mm / Max: 660mm

Electrical –

110V AC 20 Amp (220 available)

Air Requirements –

120 PSI @ 2 CFM

Note #3 (Personnel, Business Expenses, & Financial Matters)

Personnel Requirements and Family Financial Investment

Personnel

Current Personnel:

Myself (

Student Name Here

): Fulltime CEO/President; no salary for the first six months

Stephen Job: Part Time (20 hrs/week) Computer Expert/Assistant: $10/hr

Melinda Cates: NAB Creator & Master Mixer (owns the patent on the NAB): has $40,000 inheritance

(Volunteer) Ian Glass: Retired PepsiCo plant production line foreman. Ian recently retired with 35 years of loyal PepsiCo service in every position from janitor to production line foreman, and he and his wife moved into your neighborhood. He is tickled that you have asked him to help develop a plan to get the NAB Company’s production line going. He said he could help organize and sit on the planning committee as a non-paid member until the NAB Company can hire its own Production Line Foreman. He hinted that he retired from PepsiCo with an annual salary of $55,000, but he says that is just the starting salary that large companies pay their foremen who are in an apprenticeship program. He does not think the NAB Company will have to pay top dollar for someone who has the willingness to join the NAB Company as a start up!

(Paid Consultant) Mary Cates, JD: Melinda’s sister who was a senior executive with the Federal Trade Commission from 2001-2012. She left the FTC after a significant 30 year career with the federal government in which she lead the research and support of numerous federal court findings against companies that violated consumer deception and unfair practices laws. She would enjoy serving on the initial company-planning group to make sure her sister’s recipe is successfully shared within the state!

Future Personnel:

Production Line Foreman (
Note: in order to meet goals of creating a $1 M revenue company by year two; you will need more than one shift of employees.)

Projection Line Workforce – (
see note above)

Maintenance Workforce (
see note above)

Business Expenses:

– Marketing

– Paid services (professional in nature)

– Telephone/fax

– Business Insurance

– Office Supplies

– Mailings and postage

– Printing services

– Inventory purchases

Capital Expenditures:

– Additional equipment purchases to meet production goals

– Additional computer equipment

Facilities:

Need monthly estimates for the following areas:

– Building maintenance costs

– Utilities:

– Water/Sewer

– Gas

– Electricity

– Trash removal

Financial Matters:

Family Financial Investment:

Collected $20,000 from friends and relatives who would like to either have their seed money returned by the end of this calendar year at no interest or by the end of the second year of operation with 5% interest.

(
If you chose, the early payoff you must adjusted your BPF on worksheet 8 to read 12 months and 0% interest, so that you are not paying loan payments automatically. If you chose to pay back over 24 months than the original instructions on the BPF Worksheet Guidance.)

Financial Decisions:

– Employee raises

– Owner draw

– Taxes

– Investors

– Sales (local, regional, national, or global)

Note # 4 (Websites – Data & Statistics)

Here are some websites for your continued used in reviewing statistics and data on the beverage (non-alcoholic) industry:

http://marketrealist.com/2014/11/strategic-deals-soft-drink-industry/

http://www.statista.com/topics/1662/non-alcoholic-beverages-and-soft-drinks-in-the-us/

http://libdatab.strayer.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=102826573&site=eds-live&scope=site

http://www.bevindustry.com/articles/88194-nielsen-identifies-consumer-health-concerns

http://www.bevindustry.com/articles/88184-bai-brands-disrupts-cpg-space-with-low-calorie-allnatural-solutions

http://wwww.bevindusstry.com/artiicles/86916-zzico-to-sendd-fan-to-sochhi-2014-wintter-olympic-games

http://www.bevindustry.com/videos?bctid=946203236001

http://www.ameribev.org/minisites/products/

Home

Note # 5 (Market Research)

A guide to the non-alcoholic beverage industry

By Sharon Bailey • Nov 20, 2014 12:08 pm EST

Industry overview

The non-alcoholic beverage industry broadly includes soft drinks and hot drinks. Soft drinks contain carbonated or non-carbonated water, a sweetener, and a flavor, and hot drinks include coffee and tea. The soft drink category dominates the industry and includes carbonates, juice, bottled water, ready-to-drink tea and coffee, and sports and energy drinks. Soft drinks are sometimes referred to as liquid refreshment beverages (or LRBs). In the US, LRBs lead food and beverage retail sales. In this series, we’ll focus on the soft drink or LRB market.

Dominant carbonates category

The global soft drink market is led by carbonated soft drinks (or CSDs), which had a market size of $337.8 billion in 2013. In the same year, CSDs were followed by bottled water, with a market size of $189.1 billion, and juice, with a market size of $146.2 billion. In a later part of this series, we’ll discuss why CSDs have been losing popularity, and why sales of other beverages, including juices and ready-to-drink tea, are increasing.

Major companies

The non-alcoholic beverage market is a highly competitive industry that includes two behemoths —The Coca-Cola Company (

KO
) and PepsiCo, Inc. (

PEP
). Collectively, these companies hold about 70% of the US CSD market. Dr Pepper Snapple Group, Inc. (

DPS
), Monster Beverage Corporation (

MNST
), and Cott Corporation (

COT
) are some other key players in the CSD market.

Many international markets are also dominated by Coca-Cola and PepsiCo, but include other companies such as Groupe Danone, Nestle SA, and Suntory Holdings Limited.

Non-alcoholic beverage manufacturers, like Coca-Cola and PepsiCo, are part of the consumer staple sector. You can invest in these companies through the Consumer Staples Select Sector SPDR ETF (

XLP
).

Understanding consumer craving for soft drinks

By Sharon Bailey • Nov 20, 2014 12:08 pm EST

What’s a soft drink made of?

Soft drinks contain water, nutritive or non-nutritive sweeteners, and syrups. The primary nutritive sweetener used in the US is high-fructose corn syrup (or HFCS), a form of sugar. Internationally, sucrose is the main nutritive sweetener used in soft drinks. Soft drink makers also use non-nutritive or artificial sweeteners such as aspartame, acesulfame potassium, saccharin, cyclamate, and sucralose. So what drives a person to consume a soft drink?

Stimulants in soft drinks

People crave soft drinks because they contain two stimulants—sugar and caffeine. Also, the water in soft drinks hydrates. Soft drinks contain considerable amounts of sugar, which is a form of carbohydrate. Consumption of excess sugar releases a hormone called dopamine, which induces pleasure in the brain.

Caffeine, another key ingredient, stimulates the nervous system, and helps you to stay awake or restores alertness. With its slightly bitter taste, caffeine’s also used to enhance the flavor of carbonated soft drinks.

Ingredient facts

The Coca-Cola Company (

KO
) and PepsiCo, Inc. (

PEP
) are the leading soft drink manufacturers. A 12-fluid ounce can of Coca-Cola contains 39 grams of sugar and around 34 milligrams of caffeine. A 12-fluid ounce can of Pepsi contains 41 grams of sugar and 38 milligrams of caffeine. A 12-fluid ounce can of Dr Pepper, made by Dr Pepper Snapple Group (

DPS
), contains 40 grams of sugar and 41 milligrams of caffeine. Energy drinks made by leading companies such as Monster Beverage Corporation (

MNST
) contain higher amounts of caffeine.

Despite the considerable demand for soft drinks across the globe, these drinks are facing severe criticism for the ill-effects of high sugar content.

Beverages come under the consumer staple sector. The Consumer Staples Select Sector SPDR ETF (

XLP
) is one way to invest in soft drinks companies.

Understanding the value chain of the soft drink industry

By Sharon Bailey • Nov 20, 2014 12:08 pm EST

Industry Partners

Soft drinks constitute a major part of the US food and beverage industry. Syrup or concentrate producers and bottlers play a vital role in the value chain of the soft drink industry.

Bottling and distribution network

Companies in the soft drink industry reach the end market in two ways. One way is by selling finished products, made at company-owned bottling facilities, to distributors and retailers.

Another, is by selling beverage concentrates and syrups to authorized bottling partners, who then make the final product by combining the concentrates with still or carbonated water, sweeteners, and other ingredients. The bottlers then package the product in containers and sell these beverages to distributors or directly to retailers.

Also, both bottling partners and companies manufacture fountain syrups and sell them to fountain retailers. Fountain retailers include restaurants and convenience stores, which produce beverages for immediate consumption.

Distribution: Third-party products

The extensive reach of The Coca-Cola Company (

KO
) and PepsiCo, Inc. (

PEP
) allows them to produce or distribute third-party brands. For instance, Coca-Cola is licensed to produce and distribute certain brands of Dr Pepper Snapple Group, Inc. (

DPS
) and Monster Beverage Corporation (

MNST
). PepsiCo sells Lipton and Starbucks brands under partnerships with Unilever and Starbucks, respectively.

Pricing power

Coca-Cola and PepsiCo’s wide distribution network gives them significant pricing power. Carbonated soft drinks have similar prices due to the intense competition in the industry. Often, soft drink companies extend lower prices under promotional offers. In recent times, such promotional offers have been used to boost volumes of the carbonated soft drinks. That’s because they’re under pressure due to rising health concerns and competition from healthy substitutes such as tea, energy drinks, and water.

The non-alcoholic beverage industry is part of the consumer staples sector. You can invest in this sector through the Consumer Staples Select Sector SPDR ETF (

XLP
), which has notable holdings in Coca-Cola and PepsiCo.

Key indicators of the non-alcoholic beverage industry

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Factors influencing sector growth

The non-alcoholic beverage industry falls under the consumer staples category (

XLP
), which is non-cyclical in nature compared to the consumer discretionary sector. In this part of the series, we’ll look at the factors that impact the growth of the non-alcoholic beverage industry.

Consumption expenditure

The Bureau of Economic Analysis (or BEA) releases the personal income and outlays monthly reports that indicate changes in individuals’ personal incomes, savings, and expenditures.

US consumption spending accounts for over two-thirds of the country’s gross domestic product (or GDP). The US real personal consumption expenditure for non-durable goods measures consumer spending on non-durable goods, such as food and beverages, on an inflation-adjusted basis.

Disposable income and consumer confidence

Consumption expenditure depends on disposable income, which is measured as personal income less personal current taxes. People tend to spend more with a rise in their disposable income. Increase in consumer confidence also increases consumption expenditure. In the US, the Conference Board and the University of Michigan each provide monthly reports on the consumer confidence index, which indicates the degree of optimism about the state of the economy as reflected in consumer spending and saving activities.

According to market-intelligence firm Euromonitor International, consumer-expenditure growth in emerging markets has surpassed that in developed markets every year since 2000, and is expected to continue doing so.

A favorable trend in consumer spending on non-durable goods is a positive indicator for the non-alcoholic beverage industry. It’s also good for the performance of exchange-traded funds (or ETFs) that invest in the consumer staple sector. The Consumer Staples Select Sector SPDR ETF (

XLP
) has holdings in the major soft drink companies like The Coca-Cola Company (

KO
), PepsiCo, Inc. (

PEP
), Dr. Pepper Snapple Group, Inc. (

DPS
), and Monster Beverage Corporation (

MNST
).

Understanding the soft drink industry’s key markets

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Income bracket

The growing population and rise of the middle class, particularly in emerging markets, are key growth drivers for non-alcoholic beverage companies. Market intelligence firm Euromonitor International estimates the middle class around the world will include 1.5 billion households by 2020, a 25% rise over 2012.

Hispanics

Many companies are innovating products and investing in marketing campaigns that target fast-growing population segments, such as the Hispanic community in the US. Hispanics include people of Cuban, Mexican, Puerto Rican, Southern or Central American descent. People of other Spanish cultures or origins, regardless of race, are also considered Hispanic. Nielsen estimates that by 2015, Hispanics will have $1.5 trillion in buying power, reflecting a significant 50% rise from 2010.

Millennials

“Millennial” refers to the generation of people who were born between 1981 and 1996. According to Nielson, there are 77 million Millennials in the US, representing 24% of the US population. Millennials make extensive use of social media and mobile devices, and have more product awareness.

Major companies in the soft drink industry, including The Coca-Cola Company (

KO
), PepsiCo, Inc. (

PEP
), Dr Pepper Snapple Group (

DPS
), and Monster Beverage Corporation (

MNST
), are focusing their marketing strategies on this influential demographic group.

Teens

The teen population is a core demographic for the soft drink industry. At the 2014 Consumer Analyst Group of Europe conference, Coca-Cola reflected on the importance of the 3.5 billion people who are in their teens and early 20s.

Soft drink companies are part of the consumer staples sector. Investors can access this sector through the Consumer Staples Select Sector SPDR ETF (

XLP
).

The role of branding and advertising in the soft drink industry

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

The importance of advertising

The soft drink industry is marked by severe competition and declining demand for carbonates. Major companies in the industry sustain positions in this adverse scenario on the strength of company and product branding and advertising strategies.

Global brands

The industry includes companies that enjoy huge popularity all over the globe. Brand consultancy Interbrand ranked The Coca-Cola Company (

KO
) as the world’s third-most valuable brand, with a value of $81.6 billion. Coca-Cola’s closest competitor PepsiCo, Inc. (

PEP
) ranked 24th, with a brand value of $19.1 billion.

Strong individual brand portfolios

Coca-Cola and PepsiCo own impressive brands that generate more than a billion dollars each in revenues.

· Coca-Cola: The company owns more than 500 brands, and features 17 brands that generate more than one billion dollars each in revenues, including Coca-Cola, Diet Coke, Powerade, Aquarius, Bonqua, Dasani, Fanta, Schweppes, and Minute Maid.

· PepsiCo: The company’s massive brand portfolio includes 22 brands generating revenues of more than one billion dollars each. Some of its better-known labels are Pepsi, Mountain Dew, Gatorade, Mirinda, Aquafina, and Lipton.

Investing in brands

Soft drink makers continually invest in branding. In 2013, Coca-Cola and PepsiCo spent $3.3 billion and $3.9 billion, respectively, on advertising and marketing activities.

The success of Coca-Cola’s Share a Coke campaign is a perfect example of the importance attached to marketing in this industry. The Share a Coke campaign was first rolled out in Australia in 2011 and then extended to more than 50 countries. The campaign allowed fans to put their names or those of their family and friends right on the front of Coca-Cola bottles or cans, effectively personalizing the product.

The campaign increased the volume of the CocaCola brand’s sales. In 2013, it generated 5% and 1% full-year volume growth in Germany and the Northwest Europe and Nordics region, respectively.

Peers in the industry such as Dr Pepper Snapple Group, Inc. (

DPS
) and Monster Beverage Corporation (

MNST
) also focus intently on marketing. Dr Pepper Snapple, the third-largest company in the US soft drink market, spent $486 million on advertising in 2013. Monster, a leading player in energy drinks, incurred $181.8 million in advertising expenses.

Soft drinks come under the consumer staple sector. You can access this sector through the Consumer Staples Select Sector SPDR ETF (

XLP
).

Why the soft drink industry is dominated by Coke and Pepsi

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

A rivalry for the ages

The Coca-Cola Company (

KO
) and PepsiCo, Inc. (

PEP
) have dominated the non-alcoholic beverage industry for ages. Coca-Cola is the world’s largest non-alcoholic beverage company with more than 500 brands, including 17 brands that generate more than a billion dollars each in revenue. PepsiCo owns leading brands across its snack foods and beverage portfolio, including 22 brands that generate more than a billion dollars each in revenue. According to
Beverage Digest, the companies have a combined share of about 70% of the US carbonated soft drink (or CSD) market.

Both companies have a wide geographic presence in more than 200 countries. The rivalry between these two companies, popularly called the cola wars, is legendary. Both have spent huge sums of money on mutually targeted advertisements over decades.

Threat from new entrants

The industry does not face any major threats from new entrants because Coca-Cola and PepsiCo each have an extensive bottling and distribution network and huge economies of scale. For example, Coca-Cola has about 250 bottling partners and 900 plants worldwide. It would be difficult for a new entity to make the substantial capital investments required to compete with these firms. Dr. Pepper Snapple Group, Inc. (

DPS
) has seen impressive growth in the US CSD market, yet it lacks the international presence of these giants.

Significant investments

Coca-Cola and PepsiCo spend enormous amounts of money on innovation, advertising and marketing, and on strengthening their distribution network. Since 2010, Coca-Cola and its bottling partners have invested more than $50 billion in new facilities, distribution infrastructure, equipment, and retail customer activations. PepsiCo spent 5.9% of 2013 net revenue on advertising and marketing.

Other companies in the non-alcoholic beverage industry include Cott Corporation (

COT
) and Mondelez International Inc. (

MDLZ
). You can also invest in the non-alcoholic beverage sector through the Consumer Staples Select Sector SPDR ETF (

XLP
) that has notable holdings in Coca-Cola and PepsiCo.

In the next part of this series, we’ll look at the reasons for disappointing growth in the non-alcoholic beverage industry.

Why growth is sluggish in the non-alcoholic beverage industry

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Falling demand

The non-alcoholic beverage industry is facing challenges. Carbonated beverage volumes are falling, primarily in developed markets.
Beverage Digest indicates a 3% fall in 2013 overall carbonated soft drink (or CSD) volumes in the US, making it the ninth straight year in which demand has declined. Previously, US CSD volumes declined by 1.2% and 1% in 2012 and 2011, respectively.

Key indicator—per capita consumption

The per capita CSD consumption in the US fell to about 675 8-ounce servings per person in 2013, from 701 8-ounce servings in 2012. Reduced consumption reflects the declining volumes and a slower rate of US population growth.

One of the reasons for the continued decline in soft drink volumes over the past few years is weak consumer spending, caused by adverse macroeconomic conditions, especially in the US and Europe.

Health concerns

Another major reason is the shift in consumer preferences toward healthier products. Carbonated soft drink makers have faced severe criticism from health officials, governments, and communities alike for the ill-effects of high sugar content, artificial sweeteners, and other harmful ingredients in their products, including those in diet soda variants. Consumers are also more conscious of the health risks associated with soft drinks such as obesity and nutritional deficiencies, especially in youth. As a result, they’re opting for other beverages that are non-carbonated and have fewer calories.

The World Health Organization suggests that sugar should account for only 5% of total energy intake per day. That’s around 25 grams of sugar per day for an adult of normal body mass index. Health officials feel that this percentage should be even lower for a better quality of life. A single soda can contains around 40 grams of sugar.

The soda tax

Mexico, which has the highest rates of obesity in the world, has imposed a 10% tax on sugary beverages to discourage the consumption of these drinks. There is a strong possibility that many other countries will introduce a soda tax to reduce sugar consumption through carbonated drinks.

In the next part of this series, we’ll discuss how soft drink makers including The Coca-Cola Company (

KO
), PepsiCo, Inc. (

PEP
), Dr Pepper Snapple Group, Inc. (

DPS
), and Monster Beverage Corporation (

MNST
) are sustaining business under such challenging conditions. Coca-Cola and PepsiCo are part of the Consumer Staples Select Sector SPDR ETF (

XLP
).

In challenging times, soft drinks makers optimize and thrive

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Productivity measures

Companies in the soft drink industry are taking several initiatives to streamline operations and cut costs. These measures are needed to offset declining volumes in the carbonated drinks category and the challenging business conditions apparent in Europe, North America, and other key markets.

Cost-cutting initiatives

Significant optimization measures allow soft drink companies to make it through challenging times. The Coca-Cola Company (

KO
) is streamlining its operations and restructuring its global supply chain. In North America, the company’s optimizing its manufacturing footprint. It recently announced plans to expand its productivity program, through which it aims to save $1 billion by 2016, $2 billion by 2017, and $3 billion by 2019. The company intends to reinvest these savings in brand-building initiatives, mainly media spending.

PepsiCo, Inc. (

PEP
) is on track to achieve $1 billion in savings globally in 2014. It’s cutting costs across procurement, research and development, and other functions. The company recently extended its $1 billion annual productivity savings target through 2019. PepsiCo is focusing on enhancing its operations through automation, including automated packaging, case picking, and forklift transportation.

Another major US soft drink maker, Dr Pepper Snapple Group, Inc. (

DPS
), commenced its rapid continuous improvement program in 2011 and achieved $169 million in cash productivity over the 2011 to 2013 period.

These measures are helping companies protect margins in adverse market conditions. The soft drink industry also includes Monster Beverage Corporation (

MNST
) and Mondelez International, Inc. (

MDLZ
). You can also invest in this industry through the Consumer Staples Select Sector SPDR ETF (

XLP
).

Soft drink industry now looking to still beverages to boost sales

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Social pressures forcing change

The carbonated soft drinks (or CSD) category of the soft drink industry has witnessed declining volumes in the past few years. Mainly, this is due to challenging conditions in developed markets and increased health awareness among consumers about the side-effects of sugar and other ingredients present in carbonated drinks.

Soft drink makers are facing severe pressure from civil society groups and governments to reduce the calories in soft drinks. In the September 2014 Clinton Global Initiative, the three largest US soda companies—The Coca-Cola Company (

KO
), PepsiCo, Inc. (

PEP
), and the Dr Pepper Snapple Group, Inc. (

DPS
)—pledged to reduce the number of sugary drink calories that Americans consume by 20% over the next decade. To achieve this target, the three big players plan to expand low-calorie product portfolios, introduce smaller portion containers, and educate consumers about healthier alternatives.

The change in consumer preferences has provided a new opportunity for CSD manufacturers to grow into the still beverages, or the non-carbonated category of the ready-to-drink market.

Ready-to-drink beverages

The non-alcoholic, ready-to-drink (or NARTD) market is projected to grow at a compounded annual growth rate of 5% between 2014 and 2017. A large proportion of this growth will come from emerging economies. Since 2010, NARTD retail value has increased by $135 billion and Euromonitor International estimates this category will grow by more than $200 billion by 2020.

In the first half of 2014, ready-to-drink tea and coffee, sports and energy drinks, and bottled water recorded strong growth. Coca-Cola and PepsiCo have a strong presence across these categories and are investing heavily for further portfolio expansion. Other companies including Dr Pepper Snapple and Monster Beverage Corporation (

MNST
) are also investing in product development in these categories in an attempt to cater to changing consumer tastes.

This new focus on healthier and nutritious products based on changing consumer preferences and increasing health consciousness will be a key growth driver for the non-alcoholic beverage industry.

The Consumer Staples Select Sector SPDR ETF (

XLP
) provides an attractive avenue to invest in soft drink companies.

International growth opportunities for the soft drink industry

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Beyond borders

The soft drink industry is looking for growth beyond developed markets like the US, where the reach of carbonated soft drinks has reached a saturation point. The Coca-Cola Company (

KO
) derived 58% of its 2013 revenues internationally. PepsiCo, Inc. (

PEP
), which is a leading food and beverage company, generated 49% of its revenues outside the US.

Growth prospects

The per capita consumption in a region measures the average number of 8-ounce servings consumed each year. For Coca-Cola, per capita consumption in 2012 was 745 in Mexico and 401 in the US, as the chart above shows. But per capita consumption was comparatively low in countries such as China and India, indicating that in many countries, soft drinks are not consumed as widely as in the domestic market.

Companies including PepsiCo and Coca-Cola are focusing on these growth regions to increase per capita consumption by investing in manufacturing and distribution networks, as well as advertising.

Positive trends

Growing populations and better standards of living in emerging markets will drive demand for beverages. Rising health awareness among consumers across the globe is moving them toward better options including ready-to-drink tea, bottled water, and low-calorie products.

The long-term prospects for growth in emerging economies are promising. In the short-term, however, there might be certain impediments such as lower-than-expected consumer spending growth in countries such as China.

Competition outside the domestic market

Coca-Cola and PepsiCo compete with local niche players and private labels in developing markets. For instance, in China, Hangzhou Wahaha Group Co., Ltd., Hebei Yangyuan Zhihui Beverage Co., Ltd., and Guangdong Jiaduobao Beverage & Food Co., Ltd. are some of the key players in the soft drink market.

Other soft drink manufacturers such as Monster Beverage Corporation (

MNST
) and Mondelez International, Inc. (

MDLZ
) are also looking for international growth opportunities.

An alternative way to invest in the soft drink industry is through the Consumer Staples Select Sector SPDR ETF (

XLP
).

Strategic deals in the soft drink industry

By Sharon Bailey • Nov 20, 2014 12:10 pm EST

Industry alliances

Major companies in the soft drink industry are looking for strategic deals to expand product portfolios or to strengthen distribution networks. These alliances will help companies offset declining demand for carbonated soft drinks.

Recent Pepsi and Coca-Cola deals

In 2014, The Coca-Cola Company (

KO
) announced a long-term partnership with Keurig Green Mountain, Inc. (

GMCR
). The deal will allow people to enjoy ice-cold CocaCola beverages at home with the soon-to-be-released Keurig Cold machine.

In August 2014, Coca-Cola announced the purchase of a 16.7% stake in Monster Beverage Corporation (

MNST
). The $2.15 billion deal will help both companies leverage their respective strengths—Coca-Cola’s bottling system and Monster Beverage’s position as a global energy player.

Under the terms of the partnership, Coca-Cola will transfer ownership of its energy business, including drinks such as Full Throttle, Burn, and Relentless, to Monster Beverage. Monster Beverage will transfer its non-energy business, including drinks such as Hansen’s Natural Sodas, Peace Tea, Hubert’s Lemonade, and Hansen’s Juice Products, to Coca-Cola.

In October 2014, PepsiCo, Inc. (

PEP
) and home carbonation maker Sodastream International entered into a short-term agreement to test a limited number of PepsiCo flavors for SodaStream machines.

Other deal-making in the sector

In 2014, Dr Pepper Snapple Group, Inc. (

DPS
) acquired Davis Beverage Group and Davis Bottling Co. to enhance its distribution network.

In November 2014, Cott Corporation (

COT
) announced the $1.5 billion acquisition of DSS Group, Inc., parent company of DS Services of America, Inc., a leading water and coffee direct-to-consumer services provider in the US. With this acquisition, Cott, a leading producer of private-label soft drinks, juices, sparkling water, and energy drinks, will expand into growing markets. Examples of growing markets include water and coffee home-and-office delivery services, water filtration services, and retail services.

The soft drink industry is part of the consumer staples sector. You can invest in the soft drink industry with the Consumer Staples Select Sector SPDR ETF (

XLP
), which has notable holdings in Coca-Cola and PepsiCo.

Investing in soft drink companies with ETFs

By Sharon Bailey • Nov 20, 2014 12:10 pm EST

Packaged investing

Exchange-traded funds (or ETFs) are capital market instruments that are designed to track an index, a commodity, or a basket of assets. Soft drink companies come under the consumer staples sector. There are many consumer staples sector ETFs that help investors access stocks in the soft drink industry.

Consumer staple ETFs

Consumer staple ETFs provide exposure to companies that produce essentials, including food, beverages, tobacco, and household items. The above chart shows the exposure of some of the consumer staples ETFs to beverage companies, both alcoholic and non-alcoholic.

The Consumer Staples Select Sector SPDR Fund (

XLP
) tracks the S&P Consumer Staples Select Sector Index. The Vanguard Consumer Staples ETF (

VDC
) tracks the MSCI US Investable Market Consumer Staples 25/50 Index. Assets under management of the XLP and the VDC are $9.64 billion and $2.35 billion, respectively, as of November 17, 2014. The expense ratios for the XLP and the VDC are 0.16% and 0.14%, respectively.

Both the XLP and the VDC have The Coca-Cola Company (

KO
) and PepsiCo, Inc. (

PEP
) in their top ten holdings. Coca-Cola and PepsiCo are the dominant companies in the soft drink industry and together, hold 70% of the US carbonated soft drink market share.

The First Trust Consumer Staples AlphaDEX Fund (

FXG
), using the StrataQuant Consumer Staples Index as its benchmark, selects stocks from the Russell 1000 Index. The FXG has $2.11 billion in assets under management and has an expense ratio of 0.70%. Monster Beverage Corporation (

MNST
), a leading energy drinks maker, features in the top ten holdings of the FXG.

Dr Pepper Snapple Group, Inc. (

DPS
), the third-largest soft drink company in the US, is also a part of the XLP, the VDC, and the FXG ETFs.

ETFs are an efficient way to gain diversified exposure to various sectors and broad markets. To learn more, you can read Market Realists

Macro ETF analysis
(http://marketrealist.com/analysis/etf-analysis/) page.

Note # 6 (History & Industry Data/Forecasting & Technology)

The non-alcoholic beverage industry plays an important role in the U.S. economy. Our industry has a direct economic impact of more than $169 billion, provides nearly 240,000 jobs and helps to support hundreds of thousands more that depend, in part, on beverage sales for their livelihoods. Beverage companies and their employees, and the firms and employees indirectly employed by the industry, provide significant tax revenues – $13.6 billion at the state level and $22.9 billion at the federal level. In addition, the beverage companies that produce and distribute non-alcoholic beverages in the U.S. and those they directly employ contribute nearly $1.6 billion to charitable causes in communities across the nation.

The American Beverage Association (ABA) is the trade association that represents America’s non-alcoholic beverage industry. ABA was founded in 1919 as the American Bottlers of Carbonated Beverages, and renamed the National Soft Drink Association in 1966. Today the ABA represents hundreds of beverage producers, distributors, franchise companies and support industries. Together, they bring to market hundreds of brands, flavors and packages, including regular and diet soft drinks, bottled water and water beverages, 100 percent juice and juice drinks, sports drinks, energy drinks and ready-to-drink teas.

ABA provides a neutral forum in which members convene to discuss common issues while maintaining their tradition of spirited competition in the American marketplace. The Association also serves as liaison between the industry, government and the public, and provides a unified voice in legislative and regulatory matters. As the national voice for the non-alcoholic refreshment beverage industry, the American Beverage Association staff of legislative, scientific, technical, regulatory, legal and communications experts effectively represent members’ interests.

Cognitive health appeals to all demographics

Omega-3s popular ingredient for brain health

By Jamie Popp (Feb 2015)

An estimated 5.2 million Americans suffer from Alzheimer’s disease, and although the majority are older than 65, younger-onset Alzheimer’s impacted 200,000 people last year, according to the Alzheimer’s Association, Chicago. Furthermore, total payments in 2014 for all individuals with Alzheimer’s disease and other dementias were estimated at $214 billion, the association adds.

Increasingly, attention is being put on brain health and preventative measures such as diet and exercise in line with consumers, particularly baby boomers, expressing concerns about memory loss and dementia. However, ingredients that help consumers maintain their cognitive abilities are emerging to help all age groups to support brain development, focus and more.

“Cognitive health applies to all ages, as newborns and children develop cognition early, [middle-aged people] count on it for their careers, and the older generation strives for maintenance for as long as possible,” says Volker Berl, founder and chief executive officer at Oceans Omega, Montvale, N.J. “Consumers are naturally interested in maximizing intake of the right ingredients to maintain cognition for a lifetime, supporting memory, alertness, attention, mood and focus.”

Many ingredients are associated with cognitive health, but

omega-3
DHA has the strongest body of scientific support, according to Berl. But vitamin D; coenzyme Q10; phosphatidylserine; magnesium; resveratrol; pycnogenol; vitamin E; and botanicals such as ashwagandha, ginkgo biloba, vinpocetine, ginseng and curcumin also are considerations, he adds.

Oceans Omega offers a range of stable omega-3 ingredients that are water soluble and clear because of its stabilization technology and sustainable sources of omega-3s from ingredient partners such as DSM Nutritional Products, Kaiseraugst, Switzerland, and Nutegrity, Irvine, Calif. OTEC 300LDHA delivers life’sDHA from DSM, a fish free, vegetarian and sustainable source of DHA from algae, the company says. OTEC 250CL-K delivers OmegaActiv from Nutegrity, a pure, sustainable, vertically integrated source of omega-3s from menhaden that contains a balanced level of omega-3s DHA, EPA and DPA, according to the company.

Used in clear beverages and liquid nutritionals, OTEC ingredients increase shelf life for finished products at ambient temperatures, the company says. They also are compatible with most beverage processing conditions such as hot fill, cold fill, carbonation and pasteurization, according to the company.

Mental energy

Nutegrity closely follows the advent of brain health and the focus of today’s consumers on products that provide a memory boost or afternoon edge.

“The [brain health] category is interesting to us because of aging baby boomers and challenges from cognitive function, but millennials and their brains are hardwired to go fast, and they are looking for some type of edge,” says Matt Phillips, chief commercial officer at Nutegrity.

The focus is not only on memory and improved cognitive function, but also on general brain health as well as

antioxidants
and anti-inflammation specific to brain inflammation in relation to diseases, he says.

Nutegrity, a division of Omega Protein Corp., Houston, focuses its primary business in fishing and omega-3s, Phillips says. From a beverage standpoint, milk companies can use omega-3s in their formulations, but the company also produces dairy protein as well as a line of nutraceuticals.

“Most of the work we’re doing is focused on antioxidants and higher concentrations of omega-3s,” Phillips says. ”At one time, most companies were doing product development and spending time on ingredients, and now they are looking to ingredient suppliers to … come to the table with a turnkey solution.”

Focus formulas and energy drinks openly tout the cognitive benefits of the ingredients to appeal to a wide audience, but the claims have to be backed by scientific evidence or beverages risk being pulled from store shelves. As a result, many companies dedicate considerable time substantiating new and existing claims and discovering ways to use their ingredients based on findings in clinical trials.

Oceans Omega closely follows studies related to adolescents and brain health. For example, to determine the effects of algal DHA supplementation on reading and behavior in healthy school-aged children, researchers conducted the Docosahexaenoic Acid Oxford Learning and Behavior (DOLAB) Trial and reported that supplementation with 600 mg each day with algal DHA for 16 weeks improved reading and behavior in healthy school-aged children, aged 7 to 9 years old, with low reading scores.

“We work on educating the end producer,” says Karen Todd, director of global brand marketing at New York City-based Kyowa Hakko U.S.A. Inc. The company’s Cognizin product features citicoline, which increases cellular synthesis and energy, she says. Ingredients such as Cognizin are associated with boosting brain energy, supporting mitochondrial health, and boosting levels of ATP, according to the company’s research. This ingredient also is associated with increased focus and concentration as well as memory storage and recall.

“We do clinical studies on raw materials [with healthy subjects], and results of that help us identify what levels are appropriate to make claims,” Todd says. “The producer and finished product company do their pre-market test, but they’re looking at the science behind it to support their claims from the start.”

Kyowa Hakko is replicating clinical trials done with millennials, pre-menopausal women and baby boomers with more targeted groups including adolescents and athletes.

Futureceuticals, Momence, Ill., also sees the value of clinical trials and is in the midst of several that involve its ingredients including CoffeeBerry coffee fruit, a line of powders and concentrates of the fruit of the coffee plant, including the bean.

“We consider demographics when we’re choosing outcomes to focus on for our claims,” says Brad Evers, vice president of business development. “In the case of CoffeeBerry coffee fruit extract, we discovered that it has a unique capacity to increase serum levels of brain-derived neurotropic factor (BDNF), which is a key neuro-protein involved in cognition, mood and other key neuro-processes. We chose to focus on cognition and mood, given the enormous public interest in cognitive and mental health at all age levels. Baby boomers frequently cite cognitive health as their No. 1 concern, and younger people are motivated to take action now to help ensure a higher quality of life as they age.”

Major research facilities around the globe are focusing on BDNF, and Futureceuticals has two studies that indicate that coffee fruit stimulates the body to produce BDNF, which is something brewed coffee does not do, according to the company.

“Our research on our coffee fruit products is at the forefront of new discoveries for cognitive health,” Evers says. “CoffeeBerry meets the demand for functional beverage ingredients that are natural and offer a value proposition.”

Focus on claims

Regulations as well as the flavor of the ingredients in their natural state can have an impact on beverages designed to improve memory and focus or reduce the impact of aging on the brain.

“The biggest trend with cognitive ingredients is really attention given to caffeine and energy drinks by the Food and Drug Administration (FDA) and [the decision to] crack down on amounts,” Kyowa Hakko’s Todd says. “Cognizin is a non-stimulant without negative side effects. Energy drinks use Cognizin [as a replacement for caffeine], and many companies are looking to reformulate and include it at the efficacious dose.”

But special treatment is required for cognitive ingredients to be beverage compatible, shelf stable, soluble and taste free. “Antioxidant beverages, focus beverages, and general brain-health and protein beverage ingredients are bitter, and [beverage-makers] have to figure out a way to mask [them],” Nutegrity’s Phillips says. “Another big challenge is solubility, and we’re finding ways through agglomeration or other techniques to make them suspend in a liquid.”

Oceans Omega is able to counteract the instability and protect them from oxidizing with new technologies, but aftertaste still is a challenge.

“Polyunsaturated fatty acids have the propensity to oxidize quickly and develop very repugnant odor and taste offnotes,” Berl says. “Many [omega-3] products still have a fishy or marine aftertaste, and their manufacturing requires an increased complexity in processing and handling these sensitive ingredients in the production processes.”

Certain nutrients also just don’t mix well, according to Russ Hazen, North American premix innovation manager for Fortitech Inc., Schenectady, N.Y.

“Certain iron compounds can have unfavorable effects on product quality and consumer acceptance by increasing the oxidation of polyunsaturated fatty acids,” Hazen says. “On the other hand, inclusion of suitable amounts of antioxidants, like vitamin E, is important to protect polyunsaturated fatty acids from oxidation. In liquid beverages, adverse interactions between calcium and phosphorus can be tricky and can result in unsightly mineral precipitation products under certain conditions”

When bitterness is a factor, masking agents can address this issue as well, according to Kyowa Hakko’s Todd. Futureceuticals, however, will provide its bitter CoffeeBerry products and extracts as-is because the more natural state is preferred by its customers, Evers says.

2016 New Product Development Outlook for beverages

Organic named top trend for new beverages in new year

By Jessica Jacobsen (Jan 2016)

This past year, Americans finally got a chance to see whether any the 2015 references in “Back to the Future Part II” would come true. Although the Chicago Cubs attempted to make the World Series prediction a reality, they fell short. However, in business, prognostication is less about fantasizing about the future and more about anticipating how your products and services can benefit, or even shape, the future. In Beverage Industry’s New Product Development Outlook 2015 Study, respondents helped to shed light on what they think will be the latest product attribute trends, flavors and much more in 2016.

According to survey-takers, “

organic
” will be the latest trend in the new year. With only 10 percent of respondents listing it as a low need/interest, the remaining 90 percent indicated its prevalence. The trend led all other product attribute interests with 38 percent of survey-takers listing it as a latest trend. This is vast change from last year’s study where it came in at No. 8 and only 18 percent listed it as a latest trend.

Maintaining its No. 2 status, “natural” had only 4 percent of respondents list the product attribute interest as a low need/interest while 34 percent named it as a latest trend.

“High protein,” last year’s No. 1 product attribute interest, fell to No. 18 with only 6 percent indicating it as a latest trend. Also falling down
the list was “convenience.” Last year’s No. 4 product attribute interest, which fell to No. 9 in this year’s survey, “convenience” only had 4 percent name it as a low need/interest; however, 66 percent listed convenience as a high need/interest. Only 12 percent named it as a latest trend.

In addition to “high protein,” “vitamin, mineral fortified” (No. 10 last year) and “probiotic/prebiotic” (No. 6 last year) fell out of the Top 10 this year. Replacing these product attribute interests were “country of origin labeling” (No. 6), “ethnic” (No. 8) and “cognitive health” (No. 10).

Buzzing about flavors

When developing new products, many note that taste is king. With flavor playing such a vital role, this attribute can garner a lot of attention.

Different from previous years, this year’s survey asked respondents whether they used berry flavors in 2015, which flavors and how many. The same question framework was asked for non-fruit flavors and fruit flavors. Last year, survey-takers only were asked which flavors they used in their new products.

For berry flavors used in 2015, three-quarters of respondents indicated that these flavors were part of their new product releases. On average, 3.3 berry flavors were used by each company. The most popular berry flavor was raspberry with nearly three-quarters of survey-takers listing it. Strawberry came in second with 55 percent naming the berry flavor, and half of respondents used cranberry in their formulations in 2015.

Additional berry flavors listed were

blueberry
(42 percent), blackberry (39 percent), berry (37 percent) and acai (21 percent). No respondents named maqui berry, while 11 percent selected “other” for berry flavor options.

For non-fruit flavors, three-quarters of survey-takers stated that their companies utilized these flavor options in 2015 with an average of 4.2 non-fruit flavors used by each company.

Fifty percent of responding companies selected chocolate and vanilla as top selections. Cinnamon and mint also were popular non-fruit flavors in 2015 as each was used by 45 percent of survey-takers. Rounding out the Top 5 was coffee with 42 percent.

Tea flavors also were notable choices with green tea (39 percent), tea – other (39 percent) and black tea (29 percent) listed by survey-takers. Also receiving double-digit responses were hibiscus (21 percent), root beer (21 percent) and cola (16 percent). Aloe, the only single-digit response, garnered a 3 percent response. Sixteen percent of respondents selected “other” for their non-fruit flavors used in 2015.

For fruit flavors used in 2015, 86 percent of respondents noted these were part of their formulations. An average of eight fruit flavors were used by each company. With more than half of respondents indicating use, lemon (56 percent), mango (56 percent) and cherry (53 percent) were the top selections. Apple and orange rounded out the Top 5 with each having 57 percent naming the fruit flavor.

Pineapple also was a popular choice in 2015, with 44 percent of survey-takers listing the flavor. Lime, peach and pomegranate each were named by 42 percent of respondents while 40 percent indicated they used coconut in 2015.

Not utilized as frequently in 2015 were dragon fruit (7 percent), papaya (7 percent) and apricot (2 percent).

When it comes to the top sellers in 2015, it looks as though fruit and berry flavors were the most popular in 2015. According to respondents, 20 percent indicated that raspberry was a top-selling flavor in 2015 followed by cherry and orange, each with 16 percent. Apple and blueberry rounded out the Top 5 with 14 percent each.

In comparison to last year’s survey, chocolate was the No. 1 top-seller for 2014 with 29 percent followed by vanilla (24 percent), mango (22 percent), green tea (13 percent) and raspberry (13 percent). This year, chocolate just cracked the Top 20 with 9 percent of respondents naming it a top-seller in 2015. This was a six-way tie with black tea, coffee, ginger, lime and root beer, which each were named by 9 percent of survey-takers.

Green tea took the biggest fall as only 7 percent of respondents named it as a top-seller in 2015.

On the upward trend was cherry. The No. 2 top-selling flavor used in 2015, the fruit flavor barely cracked the Top 20 last year. Tea – other flavors also were more successful in 2015 vs. 2014. With 14 percent of respondents naming it a top-seller, tea – other made the Top 10 in 2015. However, only 4 percent of survey-takers listed it as a top-selling flavor in 2014.

Transitioning into the new year, fruit flavors are topping the list of the anticipated top-selling flavors for 2016. Raspberry once again leads all with 30 percent of respondents expecting this will be a top seller next year. Lemon and pomegranate tied for No. 2 with each having 20 percent of survey-takers naming these fruit flavors.

In contrast to last year’s survey, in which the Top 3 anticipated top-selling flavors all were non-fruit flavors: chocolate (29 percent), coffee (22 percent) and vanilla (20 percent). This year, the first non-fruit flavor listed was tea – other, which was in a three-way tie with strawberry and mango for No. 4 as each had 18 percent of survey-takers name them.

Chocolate remained in the Top 10, but only 16 percent of respondents named it as an anticipated top-seller. Vanilla dropped six percentage points with only 14 percent of survey-takers expecting it to be a top-seller in 2016. Coffee, however, had larger drop as only 6 percent listed it in this year’s survey.

Both making large gains this year are blueberry and cherry. Each was named by 7 percent last year as an anticipated top-seller for 2015; however, that increased to 16 percent for 2016.

Creating success

Strategizing for the new calendar year, respondents to Beverage Industry’s survey suggest that new alcohol releases will be common for new product development in 2016.

More than half of survey-takers (56 percent) stated that their respective companies most likely will develop new wine, beer and spirit products. Water, juice was the next area listed with 40 percent of respondents naming these categories.

This is nearly double from last year’s survey in which wine, beer and spirits tied for No. 4 with water, juice with each having only 24 percent of respondents naming them.

Last year, dairy-based drinks/alternatives were listed as the most likely area of new beverage development with 42 percent of survey-takers naming this area. This year, it came in last with only 15 percent indicating possible product development for the category. Sports/energy drinks and coffee, tea also experienced drops
in comparison with the 2014 survey. This year, 19 percent of respondents named sports/energy drinks as an area of new beverage development (36 percent in 2014), while 17 percent of survey-takers listed coffee, tea (33 percent in 2014).

New product idea generation also experienced an opposite response compared with last year’s survey. Three-quarters of respondents indicated that customer demand was a source for new products while 68 percent listed consumer trends. In contrast, more than three-quarters of respondents named consumer trends followed by customer demand in the 2014 survey.

However, one of the larger changes was in research and development (R&D) departments. Last year, this idea source was No. 3 with 62 percent of respondents listing it. For this year’s respondents, it was less influential as only 42 percent named it.

Other sources that topped the R&D department were in-house through teams and meetings
(56 percent), marketing and sales (54 percent), chief executive officer/upper management (46 percent) and consumer research/testing (44 percent).

Natural influence

As consumer preferences continue to evolve, beverage-makers are tasked with meeting their needs and demands.

When it comes to flavors for 2016, an average of 83 percent of respondents note they will be using natural flavors in their formulations while a mean of 17 percent will use artificial flavors. Among those who are planning to use natural flavors, half of survey-takers note that this is an increase from the previous year. Some of the top reasons for the increase were consumer demand, health reasons and market research.

These numbers are a slight shift from last year’s survey in which an average of 70 percent of respondents indicated they would use natural-flavor in 2015 with a mean of 30 percent planning to use artificial flavors. The increase among natural flavor users last year, however, was similar to this year as 47 percent noted it was an increase. The reasons for the increase were slightly different with cleaner label, consumer demand, better quality and taste, and industry trends listed by respondents.

Natural colors also continue as a popular attribute for new product development. An average of 80 percent of respondents plan to use natural colors in their new beverages for 2016 with a mean of 20 percent using artificial colors in their new formulations. This is up from last year’s results as an average of 70 percent planned to use natural colors in 2015 with a mean of 30 percent using artificial colors.

In this year’s survey, 38 percent of those who indicated that they will use natural colors in their new products noted that this is an increase. Among the top reasons listed for the increase were consumer demand, trend in market and health reasons.

In comparison with the 2014 survey, 43 percent of respondents who indicated that they planned to use natural colors stated that this was an increase. Top reasons remained similar with consumer demand, clean label and industry trends as the reasons named.

Sharing the work

Company size among survey-takers seems to continue to represent entrepreneurial operations.

The mean and median of the number of employees for this year’s survey are 501 and 23 employees, respectively. This is slightly different from last year when survey-takers reported a mean of 201 employees and a median of 63 employees. Going back even further, this year’s employee mean and median still is significantly smaller than results from the 2013 survey in which the numbers were 1,278 and 180 employees for the mean and median, respectively.

Similar to last year’s survey, the smaller operations resulted in a more intimate setting for R&D teams. Nearly three-quarters of respondents indicated that they have fewer than 10 employees involved in the new-product-development process with a median of four employees involved. Last year, 82 percent of respondents noted having fewer than 10 employees working on new product development; however, the median of four employees being involved was consistent.

Although beverage manufacturers have dedicated teams for their new product development, they still outsource a portion of the process. One-third of respondents indicated that they outsource a portion of the work (up from 29 percent last year).

Among those who outsource part of the process, market research is outsourced by more than half (53 percent) followed by prototype development (47 percent) and concept/product testing (41 percent).

This is a notable shift from last year’s responses in which prototype development was the No. 1 outsourced process with 62 percent naming it. It was followed by concept and product testing (46 percent) and market research (38 percent).

Although team approach still is noted by a majority of respondents (82 percent), it is down from last year’s survey in which 93 percent noted this development approach.

Among those who indicated using a team approach in this year’s survey, sales/marketing (80 percent) and upper management (78 percent) were the departments involved. Other areas noted by respondents were production (56 percent), R&D (49 percent) and customers (44 percent).

Although sales/marketing was ranked No. 1 by last year’s survey-takers, R&D was No. 2 with 79 percent listing it. Upper management was No. 3 at 62 percent.

Among respondents who noted upper management involvement, 100 percent stated that the chief executive officer was included in that process compared with 88 percent in 2014. When noting the roles of chief executive officers, 41 percent said leader/decision-maker followed by oversees/advisory/guidance, which was listed by a quarter of survey-takers. Last year, slightly more than a quarter noted oversees/advisory/guidance as the chief executive officer’s role. Slightly more than a quarter of 2014 survey-takers also listed team member.

Beverage-makers also continue to get input from their supplier partners. Slightly less than half of respondents indicated that they involve their suppliers in the new product development process. This is down from last year in which 58 percent noted supplier involvement.

Among those who work with their suppliers, three-quarters of survey-takers note involvement with samples followed by provide raw materials/ingredients (71 percent) and technical support/expertise (67 percent).

Inception/idea stage through completion and beginning stage through completion were the two most-noted stages in which suppliers were involved at 38 and 46 percent, respectively. Only 17 percent indicated involving suppliers after formulation through completion, while no respondents added supplier input in the final stages.

However, the length of time to develop a new product seems to be moving at a faster pace as 8.2 months was the average product development timeframe, with a quarter of respondents noting this was faster than previous years. Last year, mean product development timeframe from inception to launch was 11 months with less than one-third indicating that was faster than in the past.

All of these processes might keep beverage-makers busy, but that is not holding them back. On average, 21 new products were developed in 2015 with approximately 12 being released in market, an average of 55 percent of developed products were released. Of those released, an average of nearly two were considered successful in 2015, which equates to a 7 percent average of successful products developed and a 13 percent average of successful products of those released.

In comparison, a mean of 24 products were developed in 2014 with an average of nine that were released, a 38 percent average of products released of those developed. Among those, a mean of five products were considered successful in 2014. This equated to a 21 percent average of successful products of those developed and a 56 percent average of successful products of those released.

2016 expectations

As beverage-makers usher in the new year, new product development is on many minds.

Half of respondents indicated that they plan to launch more products into the marketplace in 2016 compared with 2015. Among those who expect to see an increase of new product launches, the average percentage increase of product launches is 57 percent.

Last year’s respondents had slightly more than half note intentions to launch more products in 2015 than 2014; however, the average percentage increase only was 38 percent.

Planning remains split as half of survey-takers have a definitive new-product-development plan; however, assessment has a slightly higher uptick with 60 percent of respondents who have post-launch assessments. In comparison, 60 percent had definitive plans and 76 percent had post-launch assessments in the 2014 survey.

One area that continues to show strong variances among survey-takers is total cost to develop new products. With a recorded minimum of $100 and maximum of $2 million, 41 percent of new products fall in the $1,000-$19,000 range. The median total cost came to $17,500. This is strong contrast to last year’s survey in which the recorded minimum was $50 with the maximum at $1.5 million, with the median total cost at $37,500.

When it came to R&D budgets, respondents this year also stipulated a lower price tag as only 32 percent planned to increase their budget compared with 44 percent last year. BI

Beverage Industry’s New Product Development survey was conducted by BNP Media’s Market Research Division. The online survey was conducted between Oct. 22 and Nov. 6, 2015, and included a systematic random sample of the domestic circulation of Beverage Industry.

Of the respondents, 34 percent process beer, 28 percent process coffee and tea, 26 percent process juice and juice-type drinks, 22 percent process water, 22 percent process wine, 20 percent process spirits, 16 percent process energy drinks, 12 percent process dairy-based drinks, 12 percent process carbonated soft drinks and 8 percent process sports drinks.

Seventy percent of respondents were from companies with less than $10 million in annual revenue. Another 8 percent of respondents also were from companies with revenue between $10 million and $50 million. A total of 2 percent were from companies in the mid-size range of $50 million to less than $100 million. Ten percent were from companies with revenue between $100 million to less than $500 million. In the $500 million to less than $1 billion range were 2 percent of respondents. Representing the large-size range of more than $1 billion in company revenue were 8 percent of respondents.

Males accounted for 72 percent of the respondents, and the average age equated to 44. For industry experience, 2 percent had less than one year; 14 percent indicated one to three years; 36 percent reported four to 10 years; 22 percent said 11-20 years; 20 percent listed 21-30 years; and 6 percent had 31-40 years of experience.

Regionally, 32 percent said they currently live in the South, 24 percent indicated the Midwest, 20 percent listed the Northeast, 20 percent reported living in the Western portion of the United States and 4 percent stated they reside in U.S. territories.

Beverage Industry launches new app

Introductory video shows how to use Bev Industry Mobile

By Jessica Jacobson (March 14, 2014)

According to statistics portal Statista Inc., an estimated 140 million Americans are smartphone users, up from 121.4 million in 2012. The research firm anticipates this number will continue to grow and eclipse the 200 million mark by 2017.

Although the popularity of smartphones is not breaking news, it always leads to interesting conversations. One area that seems to be standard with smartphone owners is the use of mobile applications (apps). Even if you don’t have a smartphone, the app world might be impacting you without you knowing it. Last year, for instance, I attended a wedding in which the bride and groom met through a dating app.

Mobilestatistics.com reports that the total app downloads for Android devices lead all devices with 50 billion, followed closely by Apple devices with 48 billion and Blackberry devices at 3 billion. Windows Marketplace download statistics are not available yet, it reports.

With those kinds of statistics, it’s no surprise that beverage brands are developing their own apps in order to reach consumers. This past fall, Seagram’s Gin, a brand of Pernod Ricard USA, launched its new Ginsider mobile app, which allows consumers to scan Seagram’s Peach and Pineapple Twisted Gin bottles to reveal exclusive videos and share them with friends through social media. And recently, as part of its “There’s Power in Every Game” campaign centered around the 2014 FIFA World Cup, The Coca-Cola Co.’s Powerade brand teamed up with fitness app Endomondo to invite consumers to participate in a series of challenges for the chance to win prizes, including tickets to the FIFA World Cup tournament in Brazil.

And now, Beverage Industry is following suit. I’m pleased to announce that Beverage Industry has launched Bev Industry Mobile for iOS and Android-based phones and tablets. Now, all the content and news that you enjoy in Beverage Industry and at bevindustry.com can be viewed on your mobile devices through Bev Industry Mobile.

You can log on to

bevindustry.com/apps
to download the app for iPhone, iPad or Android devices. For Apple users, the app is compatible with iOS 5.1 and later, and Android owners require version 4.0 or later. If your device has neither of these, don’t worry; we have developed mobile.bevindustry.com, a mobile website. This page can be saved on your device as an HTML5 app.

In order to help you navigate all of the features, Managing Editor Stephanie Cernivec also filmed a how-to video, which can be viewed on our BevIndustry TV portal or on our YouTube Channel,

youtube.com/beverageindustry
.

And if you have more questions, visit

bevindustry.com/mobilehelp
, which contains a list of frequently asked questions as well as a mobile support contact icon that is located on the right-hand side of the page.

I hope you enjoy Bev Industry Mobile, and please feel free to share your feedback by sending me an email at

jacobsenj@bnpmedia.com
.

Happy mobile apping!

Updated 2/26/2016 1

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BUS599/PlanningShop_BizPlanFin(2.8)Mac.xlsm

WelcomeDemo

Welcome!

Each worksheet is composed of “cells” containing either black text or blue text. All you need to do is enter data in the blue cells–the black cells are automatically calculated for you.

Warning

W A R N I N G !

IT APPEARS THAT YOU DO NOT HAVE EXCEL’S MACRO CAPABILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.

Excel 2007 for Windows:
To enable macros:
1. Click the “Options” button in the Security Warning that appears at the top of this page.

Excel 2010 for Windows:
To enable macros:
1. Click the “Enable Content” button in the Security Warning that appears at the top of this page.

If you do not see the “Security Warning” along the top of this page, scroll down for more detailed instructions, under
“Excel 2010 on Windows – Enabling Macros”

Excel 2010 for Mac:
1. A pop-up window appears. Select “Enable Macros”.
2. Your workbook should now be ready to use.

Excel 2007 on Windows – Enabling Macros

1. From the Windows Ribbon, Select the circular “Windows” button in the upper left.
2. From the drop-down menu that appears, press the Excel Options button in the lower right.

3. From the “Excel Options” pop-up, select Trust Center on the left side.
4. Select Trust Center Settings…. In the lower right.

Excel 2010 on Windows – Enabling Macros

1. In the upper left corner of the Excel Ribbon, press the “File” tab.

2. Select Options, in the lower left corner.

3. Select Trust Center from the Lower Left.
4. Click the “Trust Center Settings…” button in the lower right

5. Select “Macros Settings” from the left side menu
6. Select the “Disable all macros except digitally signed macros” radio button.
7. Click “OK” twice

Your Company Name

ERASE ME WelcomeMac

Welcome to the Mac Version of Business Plan Financials

Welcome

Welcome to Business Plan Financials!

Thank you for purchasing Business Plan Financials from PlanningShop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com.
First, a few tips to get you started:
SAVING A BLANK WORKBOOK, TO ALLOW FOR RECOVERY FROM MISTAKES
You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank “ORIG_PlanningShop_BizPlanFin(2.7)” file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy.
NAVIGATING THE WORKSHEETS
You installed the Windows version of Business Plan Financials. The Excel Ribbon now contains a “PlanningShop” tab, that contains controls to let you navigate between worksheets. The PlanningShop Ribbon looks slightly different in Excel 2007 and Excel 2010, but the functionality is the same.

Excel 2007 for Windows

Excel 2010 & 2013 for Windows

Excel 2008 for Mac

MacVsWindows

About Our Support of Mac vs. Windows

PlanningShop supports Business Plan Financials on the following platforms:

Windows

1. Microsoft Windows 7 with Microsoft Excel 2010

.�

2. Microsoft Windows 7 with Microsoft Excel 2007

3. Microsoft Windows Vista with Microsoft Excel 2007

4. Microsoft Windows 8 with Microsoft Excel 2013

Mac

5. Mac OS X Lion (10.7) with Microsoft Excel 2011

If you use Windows (#1 – #4 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.

If you use Mac (#5 above), you need to install PlanningShop_BizPlanFinMac(2.8).zip

Differences between Mac and Windows

2) Business Plan Financials Help is not available directly from Excel. Instead, you should open the BizPlanFin_Help(2.8).PDF file that was copied to your Mac alongside the PlanningShop_BizPlanFinMac(2.8).XLS or PlanningShop_BizPlanFinMac(2.8).XLSM file.

Moving your Business Plan Financials workbook between Mac and Windows

We advise you to completely edit your Business Plan Financials workbook on either Mac or Windows, and to not switch between the two platforms. However, if you must:

1. If you use Business Plan Financials for Mac on Excel 2008, and later open the workbook on Windows, the PlanningShop Ribbon Tab and the Help for Business Plan Financials will no longer be available.

Setup

Setup and Assumptions

COMPANY INFORMATION

What is your company’s name?

Your Company Name

What month will you officially start your company?

January

What year will you officially start your company?

2013

SALES ASSUMPTIONS

The Worksheets can accommodate sales projections for up to 10 major product/service lines. How many major product/service lines do you plan to have for your business?

Ten

Most businesses sell at least some of their products/services on credit (e.g., “net 30” as opposed to cash). What percentage of your sales will be made on credit?

25%

Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.

For sales you make on credit, what terms will you extend? In other words, how many days will pass from the date of sale to when you expect to be paid?

Author: If, for instance, your terms will be “Net 30,” put 30 here. You may enter any number of days between 0 and 120.

PERSONNEL ASSUMPTIONS

Approximately how much do you expect to spend per year on benefits for each SALARIED/FULL TIME employee (medical insurance, etc.)?

$5,000

Approximately how much do you expect to spend per year on benefits for each HOURLY/PART-TIME employee (medical insurance, etc.)?

$36

With health insurance and other benefits costing more each year, your plan should account for annual increases. How much do you estimate your benefit costs will increase each year?

5.00%

If you plan to increase wages (both salaried & hourly) on an annual basis, how much to you plan to increase them by?

3.50%

Approximately what percentage of each employee’s salary or wages do you plan to set aside for payroll taxes?

15.00%

Author: If you’re not sure what percentage to enter here, leave it at the default (15%).

FINANCIAL ASSUMPTIONS

What will be the opening balance in your bank account on the first day of business? This will be the opening balance in your Cash Flow Statements.

$5,000

At approximately what rate do you expect to be taxed on your net income?

25.00%

Author: If you’re not sure what percentage to enter here, leave it at the default (25%).

If you will use an interest-bearing account for your banking, at what rate will you accrue interest?

1.00%

Author: If you’re not sure what percentage to enter here, leave it at the default (1.00%).

Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.

Author: If, for instance, your terms will be “Net 30,” put 30 here. You may enter any number of days between 0 and 120.

Author: If you’re not sure what percentage to enter here, leave it at the default (15%).

Setup & Assumptions

SalesProj

Sales Projections

Author: For information about this worksheet, see the chapter “Marketing Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

Assumptions

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

Product Line 1

Author: Change the text in this cell to reflect the name of a major product, product line or service your firm will offer.

Unit Volume

2.00%

300
306
5000
5100
5202
5306
5412
5520
5631
5743
43521

5858
5975
6095
6217
6341
6468
6597
6729
6864
7001
7141
7284
78572

22738

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

24130
25607
27174
99648

28837
30602
32475
34463
126378

160278

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$100

$100
$100
$100
$100
$100
$100
$100
$100
$100
$100

$103
$103
$103
$103
$103
$103
$103
$103
$103
$103
$103
$103

$105
$105
$105
$105

$108
$108
$108
$108

$110

Gross Sales

$0
$0
$30,000
$30,600
$500,000
$510,000
$520,200
$530,604
$541,216
$552,040
$563,081
$574,343
$4,352,085

$600,475
$612,485
$624,735
$637,229
$649,974
$662,973
$676,233
$689,758
$703,553
$717,624
$731,976
$746,616
$8,053,630

$2,388,908
$2,535,128
$2,690,298
$2,854,966
$10,469,299

$3,105,455
$3,295,534
$3,497,247
$3,711,307
$13,609,543

$17,691,696

(Commissions)
50.00%

15.00%

Author: SALES COMMISSION RATE
What will be the commission rate paid to your salesperson for each sale?

$0
$0
$2,250
$2,295
$37,500
$38,250
$39,015
$39,795
$40,591
$41,403
$42,231
$43,076
$326,406

$45,036
$45,936
$46,855
$47,792
$48,748
$49,723
$50,717
$51,732
$52,766
$53,822
$54,898
$55,996
$604,022

$179,168
$190,135
$201,772
$214,122
$785,197

$232,909
$247,165
$262,294
$278,348
$1,020,716

$1,326,877

(Returns and Allowances)

3.00%

$0.00
$0
$900.00
$918.00
$15,000.00
$15,300.00
$15,606.00
$15,918.12
$16,236.48
$16,561.21
$16,892.44
$17,230.29
$130,563

$18,014.26
$18,374.55
$18,742.04
$19,116.88
$19,499.22
$19,889.20
$20,286.99
$20,692.73
$21,106.58
$21,528.71
$21,959.29
$22,398.47
$241,609

$71,667.23
$76,053.84
$80,708.94
$85,648.97
$314,079

$93,163.66
$98,866.02
$104,917.41
$111,339.20
$408,286

$530,750.89

Net Sales

$0
$0
$26,850
$27,387
$447,500
$456,450
$465,579
$474,891
$484,388
$494,076
$503,958
$514,037
$3,895,116

$537,426
$548,174
$559,138
$570,320
$581,727
$593,361
$605,228
$617,333
$629,680
$642,273
$655,119
$668,221
$7,207,999

$2,138,072
$2,268,939
$2,407,817
$2,555,194
$9,370,023

$2,779,383
$2,949,503
$3,130,036
$3,321,619
$12,180,541

$15,834,068

(Cost of Goods Sold)

50.00%

$0.00
$0
$15,000
$15,300
$250,000
$255,000
$260,100
$265,302
$270,608
$276,020
$281,541
$287,171
$2,176,042

$300,238
$306,242
$312,367
$318,615
$324,987
$331,487
$338,116
$344,879
$351,776
$358,812
$365,988
$373,308
$4,026,815

$1,194,454
$1,267,564
$1,345,149
$1,427,483
$5,234,650

$1,552,728
$1,647,767
$1,748,624
$1,855,653
$6,804,772

$8,845,848

GROSS PROFIT

$0
$0
$11,850
$12,087
$197,500
$201,450
$205,479
$209,589
$213,780
$218,056
$222,417
$226,865
$1,719,073

$237,188
$241,932
$246,770
$251,706
$256,740
$261,874
$267,112
$272,454
$277,903
$283,461
$289,131
$294,913
$3,181,184

$943,619
$1,001,376
$1,062,668
$1,127,711
$4,135,373

$1,226,655
$1,301,736
$1,381,413
$1,465,966
$5,375,770

$6,988,220

Product Line 2

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0.0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 3

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 4

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 5

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 6

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 7

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 8

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 9

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 10

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

Unit Volume

2.00%
0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

0
0
0
0

0
0
0
0
0

Unit Price

2.50%

Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.

Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0

Gross Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Commissions)
50.00%
15.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Returns and Allowances)

3.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Net Sales

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

(Cost of Goods Sold)

50.00%
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GROSS PROFIT

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Totals for All Product Lines

Total Unit Volume

0
0
300
306
5000
5100
5202
5306
5412
5520
5631
5743
43521

5858
5975
6095
6217
6341
6468
6597
6729
6864
7001
7141
7284
78572

22738
24130
25607
27174
99648

28837
30602
32475
34463
126378

160278

Total Gross Sales

$0
$0
$30,000
$30,600
$500,000
$510,000
$520,200
$530,604
$541,216
$552,040
$563,081
$574,343
$4,352,085

$600,475
$612,485
$624,735
$637,229
$649,974
$662,973
$676,233
$689,758
$703,553
$717,624
$731,976
$746,616
$8,053,630

$2,388,908
$2,535,128
$2,690,298
$2,854,966
$10,469,299

$3,105,455
$3,295,534
$3,497,247
$3,711,307
$13,609,543

$17,691,696

(Total Commissions)

$0
$0
$2,250
$2,295
$37,500
$38,250
$39,015
$39,795
$40,591
$41,403
$42,231
$43,076
$326,406

$45,036
$45,936
$46,855
$47,792
$48,748
$49,723
$50,717
$51,732
$52,766
$53,822
$54,898
$55,996
$604,022

$179,168
$190,135
$201,772
$214,122
$785,197

$232,909
$247,165
$262,294
$278,348
$1,020,716

$1,326,877

(Total Returns and Allowances)

$0
$0
$900
$918
$15,000
$15,300
$15,606
$15,918
$16,236
$16,561
$16,892
$17,230
$130,563

$18,014
$18,375
$18,742
$19,117
$19,499
$19,889
$20,287
$20,693
$21,107
$21,529
$21,959
$22,398
$241,609

$71,667
$76,054
$80,709
$85,649
$314,079

$93,164
$98,866
$104,917
$111,339
$408,286

$530,751

Total Net Sales

$0
$0
$26,850
$27,387
$447,500
$456,450
$465,579
$474,891
$484,388
$494,076
$503,958
$514,037
$3,895,116

$537,426
$548,174
$559,138
$570,320
$581,727
$593,361
$605,228
$617,333
$629,680
$642,273
$655,119
$668,221
$7,207,999

$2,138,072
$2,268,939
$2,407,817
$2,555,194
$9,370,023

$2,779,383
$2,949,503
$3,130,036
$3,321,619
$12,180,541

$15,834,068

(Total Cost of Goods Sold)

$0
$0
$15,000
$15,300
$250,000
$255,000
$260,100
$265,302
$270,608
$276,020
$281,541
$287,171
$2,176,042

$300,238
$306,242
$312,367
$318,615
$324,987
$331,487
$338,116
$344,879
$351,776
$358,812
$365,988
$373,308
$4,026,815

$1,194,454
$1,267,564
$1,345,149
$1,427,483
$5,234,650

$1,552,728
$1,647,767
$1,748,624
$1,855,653
$6,804,772

$8,845,848

TOTAL GROSS PROFIT

$0
$0
$11,850
$12,087
$197,500
$201,450
$205,479
$209,589
$213,780
$218,056
$222,417
$226,865
$1,719,073

$237,188
$241,932
$246,770
$251,706
$256,740
$261,874
$267,112
$272,454
$277,903
$283,461
$289,131
$294,913
$3,181,184

$943,619
$1,001,376
$1,062,668
$1,127,711
$4,135,373

$1,226,655
$1,301,736
$1,381,413
$1,465,966
$5,375,770

$6,988,220

Sales Projections

Inventory

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

Product Line 1

Cost of Goods Sold
$0

$0
$15,000
$15,300
$250,000
$255,000
$260,100
$265,302
$270,608
$276,020
$281,541
$287,171
$2,176,042

$300,238
$306,242
$312,367
$318,615
$324,987
$331,487
$338,116
$344,879
$351,776
$358,812
$365,988
$373,308
$4,026,815

$1,194,454
$1,267,564
$1,345,149
$1,427,483
$5,234,650

$1,552,728
$1,647,767
$1,748,624
$1,855,653
$6,804,772

$8,845,848

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 2

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 3

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 4

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 5

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 6

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 7

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 8

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 9

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Product Line 10

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

Cost of Goods Sold
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 1
$0

Author: If you only have less than 10 product lines, you can’t delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won’t be included in the subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Format->Rows->Hide
On Excel 2007 and 2010 for Windows:
1) Select the rows to hide by click on the row headers along left edge of Excel window
2) Right click to pop up a context menu
3) From the menu, select “Hide”

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 3
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Items/Parts 4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Inventory Expense
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GRAND TOTAL INVENTORY
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

CapEx

Capital Purchases

Author: This worksheet allows you to track capital expenditures and manage depreciation for those expenditures.

Item
Cost
Purchase
Date

Years of
Service
Salvage
Value

Reminder: All purchases must be on or after your business start date of:

Facilities

Month
Year

December-2008

Item Name (change name here)
$0

Author: Enter the cost of the item(s) here. This will be used to calculate depreciation, and will be added to your financial statements.

Jan

2013

Author: Enter the year you will purchase the item(s).

Item Name (change name here)
$0
Jan
2013
1
$0

Equipment

Author: Equipment includes machinery, furniture, vehicles, etc.

Author: This worksheet allows you to track capital expenditures and manage depreciation for those expenditures.

Author: Enter the cost of the item(s) here. This will be used to calculate depreciation, and will be added to your financial statements.

Item Name (change name here)
$0
Jan
2013
1
$0

Computer Hardware/Software

Author: Includes PCs, servers, monitors, printers, scanners, other peripherals, and software applications.

Item Name (change name here)
$0
Jan
2013
1
$0

Telecommunications

Author: Telecommunications includes phone systems, fax machines, etc.

Author: Enter the year you will purchase the item(s).

Item Name (change name here)
$0
Jan
2013
1
$0

Land

Author: Land purchases are not depreciable.

Item Name (change name here)
$0
Jan
2013
Land is a
non-depreciable
asset

Item Name (change name here)
$0
Jan
2013

Capital Purchases

StaffBudj

Staffing Budget

Author: For information about this worksheet, see “Staffing Budget” section and worksheet in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

TOTAL

Management

# Salaried Employees
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per Employee
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits
$0

Author: This value is calculated using the number you entered on the “Setup and Assumptions” worksheet and the number of employees you entered above.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Administrative/Support

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per Employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Sales/Marketing

# Salaried Employees
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00

1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

Author: For information about this worksheet, see “Staffing Budget” section and worksheet in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per Employee
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$390,000

$31,050
$31,050
$31,050
$31,050
$0
$0
$0
$0
$0
$0
$0
$0
$124,200

$0
$0
$0
$0
$0

Benefits
$833
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$5,417

$438
$438
$438
$438
$0
$0
$0
$0
$0
$0
$0
$0
$1,750

$0
$0
$0
$0
$0

Payroll Taxes
$9,000
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$58,500

$4,658
$4,658
$4,658
$4,658
$0
$0
$0
$0
$0
$0
$0
$0
$18,630

$0
$0
$0
$0
$0

Total Costs
$69,833
$34,917
$34,917
$34,917
$34,917
$34,917
$34,917
$34,917
$34,917
$34,917
$34,917
$34,917
$453,917

$36,145
$36,145
$36,145
$36,145
$0
$0
$0
$0
$0
$0
$0
$0
$144,580

$0
$0
$0
$0
$0

Operations/Production

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per Employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other

# Salaried Employees
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Avg Salary per Employee
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Benefits
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Payroll Taxes
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Part-Time / Hourly Employees

# Part-Time Employees
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1000
1000
1000
1000
0
0
0
0
0
0
0
0

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

Author: This value is calculated using the number you entered on the “Setup and Assumptions” worksheet and the number of employees you entered above.

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!

0
0
0

0
0
0
0

Avg. Hours per Hourly Employee
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0

10.0
10.0
10.0
10.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0

0.0
0.0
0.0
0.0

0.0
0.0
$0.00
$0.00

0.0

Avg Hourly Rate
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00
$4.00

$4.14
$4.14
$4.14
$4.14
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00

$0.00
$0.00
$0.00
$0.00

Calculated Wages Per Hourly Employee
$40
$40
$40
$40
$40
$40
$40
$40
$40
$40
$40
$40
$480

$41
$41
$41
$41
$0
$0
$0
$0
$0
$0
$0
$0
$166

$0
$0
$0
$0
$0

Wages
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$40,000
$480,000

$41,400
$41,400
$41,400
$41,400
$0
$0
$0
$0
$0
$0
$0
$0
$165,600

$0
$0
$0
$0
$0

Benefits
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$3,000
$36,000

$3,150
$3,150
$3,150
$3,150
$0
$0
$0
$0
$0
$0
$0
$0
$12,600

$0
$0
$0
$0
$0

Payroll Taxes
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$6,000
$72,000

$6,210
$6,210
$6,210
$6,210
$0
$0
$0
$0
$0
$0
$0
$0
$24,840

$0
$0
$0
$0
$0

Total Costs
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$49,000
$588,000

$50,760
$50,760
$50,760
$50,760
$0
$0
$0
$0
$0
$0
$0
$0
$203,040

$0
$0
$0
$0
$0

TOTAL

# Full Time Employees
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00

1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

# Hourly Employees
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00
1000.00

1000.00
1000.00
1000.00
1000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00

0.00

Salary/Wages
$100,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$870,000

$72,450
$72,450
$72,450
$72,450
$0
$0
$0
$0
$0
$0
$0
$0
$289,800

$0
$0
$0
$0
$0

$0.00

Benefits
$3,833
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$41,417

$3,588
$3,588
$3,588
$3,588
$0
$0
$0
$0
$0
$0
$0
$0
$14,350

$0
$0
$0
$0
$0

Payroll Taxes
$15,000
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$130,500

$10,868
$10,868
$10,868
$10,868
$0
$0
$0
$0
$0
$0
$0
$0
$43,470

$0
$0
$0
$0
$0

GRAND TOTAL COSTS
$118,833
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$1,041,917

$86,905
$86,905
$86,905
$86,905
$0
$0
$0
$0
$0
$0
$0
$0
$347,620

$0
$0
$0
$0
$0

Staffing Budget

MktBudj

For a more comprehensive and detailed Marketing Budget, purchase the Excel Marketing Budget Templates
from PlanningShop.

Marketing Budget

Author: For information about this worksheet, see Chapter 10, “Marketing Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

Professional Assistance

Marketing/PR Consultants
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Advertising Agencies
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Social Media Specialists
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

SEO Specialist
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Graphic/Web Design
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Brochures/Leaflets/Flyers
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Signs/Billboards
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Merchandising Displays
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Sampling/Premiums
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Media Advertising

Print (newspaper, etc.)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Television and Radio
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Online

Author: Includes AdWords, banner ads, social media ads, etc.

Author: For information about this worksheet, see Chapter 10, “Marketing Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other Media
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Phone Directories
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Advertising Specialties
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Direct Mail
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Website

Development/Programming
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Maintenance and Hosting
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Trade Shows

Fees and Setup
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Travel/Shipping
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Exhibits/Signs
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Public Relations/Materials
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Informal Marketing / Networking

Memberships/Meetings
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Entertainment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

GRAND TOTAL COSTS
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Marketing Budget

ProSvs

Professional Services

Author: For information about this worksheet, see Chapter 13, “Management & Organization” in Successful Business Plan: Secrets & Strategies.

2013
2014
2015
2016
2017

General

Author: For professional services related to marketing, use the Marketing Budget spreadsheets.

Attorneys
$0

Author: The number you enter here will be equally divided among the 12 months of the year on your Income Statement.

$0
$0
$0
$0

Accountants
$0
$0
$0
$0
$0

Management consultants
$0
$0
$0
$0
$0

Industry specialists
$0
$0
$0
$0
$0

Technology consultants
$0
$0
$0
$0
$0

Other (change title here)
$0
$0
$0
$0
$0

Total Costs
$0
$0
$0
$0
$0

GRAND TOTAL COSTS
$0
$0
$0
$0
$0

Professional Services Budget

CapInvest

Capital Investments and Loans

Author: This worksheet will help you manage loans and investments in your business.

Item
Amount
Date

Loan Period

Sure Product Consulting: Loan period is in NUMBER OF MONTHS

Interest Rate

Reminder: All invesments & loans must be on or after your business start date of:

Equity Capital Investments

Sure Product Consulting: Loan period is in NUMBER OF MONTHS

Month
Year

December-2008

Investment Source Name
$0

Author: Enter the amount that will be invested in your business from this source. If this investor will inject cash into your business more than one time, use separate lines for each investment.

Jan

2013

Author: Enter the year you will receive the investment cash.

Capital investments are not paid back on a loan schedule.

Investment Source Name
$0
Jan
2013

Total Capital Investments
$0

Loans

Loan Source Name
$0
Jan
2013
12

Author: Enter the term (length) of the loan in MONTHS. For example, if this will be a three year loan, enter 36 here.

0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Loan Source Name
$0
Jan
2013
12
0.00%

Author: Enter the loan’s annual interest rate.

Total Loans
$0

TOTAL INVESTMENTS AND LOANS
$0

Capital Investments and Loans

IncSt

Income Statements

Author: For information about this worksheet, see “Income Statements” in Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

INCOME

Gross Sales
$0
$0
$30,000
$30,600
$500,000
$510,000
$520,200
$530,604
$541,216
$552,040
$563,081
$574,343
$4,352,085

$600,475
$612,484.94
$624,735
$637,229
$649,974
$662,973
$676,233
$689,758
$703,553
$717,624
$731,976
$746,616
$8,053,630

$2,388,908
$2,535,128
$2,690,298
$2,854,966
$10,469,299

$3,105,455
$3,295,534
$3,497,247
$3,711,307
$13,609,543

$17,691,696

(Commissions)
$0
$0
$2,250
$2,295
$37,500
$38,250
$39,015
$39,795
$40,591
$41,403
$42,231
$43,076
$326,406

$45,036
$45,936.37
$46,855
$47,792
$48,748
$49,723
$50,717
$51,732
$52,766
$53,822
$54,898
$55,996
$604,022

$179,168
$190,135
$201,772
$214,122
$785,197

$232,909
$247,165
$262,294
$278,348
$1,020,716

$1,326,877

(Returns and allowances)
$0
$0
$900
$918
$15,000
$15,300
$15,606
$15,918
$16,236
$16,561
$16,892
$17,230
$130,563

$18,014
$18,374.55
$18,742
$19,117
$19,499
$19,889
$20,287
$20,693
$21,107
$21,529
$21,959
$22,398
$241,609

$71,667
$76,054
$80,709
$85,649
$314,079

$93,164
$98,866
$104,917
$111,339
$408,286

$530,751

Net Sales
$0
$0
$26,850
$27,387
$447,500
$456,450
$465,579
$474,891
$484,388
$494,076
$503,958
$514,037
$3,895,116

$537,426
$548,174.02
$559,138
$570,320
$581,727
$593,361
$605,228
$617,333
$629,680
$642,273
$655,119
$668,221
$7,207,999

$2,138,072
$2,268,939
$2,407,817
$2,555,194
$9,370,023

$2,779,383
$2,949,503
$3,130,036
$3,321,619
$12,180,541

$15,834,068

(Cost of Goods)
$0
$0
$15,000
$15,300
$250,000
$255,000
$260,100
$265,302
$270,608
$276,020
$281,541
$287,171
$2,176,042

$300,238
$306,242.47
$312,367
$318,615
$324,987
$331,487
$338,116
$344,879
$351,776
$358,812
$365,988
$373,308
$4,026,815

$1,194,454
$1,267,564
$1,345,149
$1,427,483
$5,234,650

$1,552,728
$1,647,767
$1,748,624
$1,855,653
$6,804,772

$8,845,848

GROSS PROFIT
$0
$0
$11,850
$12,087
$197,500
$201,450
$205,479
$209,589
$213,780
$218,056
$222,417
$226,865
$1,719,073

$237,188
$241,931.55
$246,770
$251,706
$256,740
$261,874
$267,112
$272,454
$277,903
$283,461
$289,131
$294,913
$3,181,184

$943,619
$1,001,376
$1,062,668
$1,127,711
$4,135,373

$1,226,655
$1,301,736
$1,381,413
$1,465,966
$5,375,770

$6,988,220

EXPENSES – General and Administrative

Salaries and wages
$100,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$70,000
$870,000

$72,450
$72,450
$72,450
$72,450
$0
$0
$0
$0
$0
$0
$0
$0
$289,800

$0
$0
$0
$0
$0

Employee benefits
$3,833
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$3,417
$41,417

$3,588
$3,588
$3,588
$3,588
$0
$0
$0
$0
$0
$0
$0
$0
$14,350

$0
$0
$0
$0
$0

Payroll taxes
$15,000
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$10,500
$130,500

$10,868
$10,868
$10,868
$10,868
$0
$0
$0
$0
$0
$0
$0
$0
$43,470

$0
$0
$0
$0
$0

Professional services
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Marketing and advertising
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Rent
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Equipment rental
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Maintenance
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Depreciation
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Insurance
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Telephone service
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Utilities
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Office supplies
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Postage and shipping
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Entertainment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Interest on loans
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other (change title here)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Other (change title here)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL EXPENSES
$118,833
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$1,041,917

$86,905
$86,905
$86,905
$86,905
$0
$0
$0
$0
$0
$0
$0
$0
$347,620

$0
$0
$0
$0
$0

Net income before taxes
-$118,833
-$83,917
-$72,067
-$71,830
$113,583
$117,533
$121,562
$125,672
$129,864
$134,139
$138,500
$142,949
$677,157

$150,283
$155,027
$159,865
$164,801
$256,740
$261,874
$267,112
$272,454
$277,903
$283,461
$289,131
$294,913
$2,833,564

$943,619
$1,001,376
$1,062,668
$1,127,711
$4,135,373

$1,226,655
$1,301,736
$1,381,413
$1,465,966
$5,375,770

$6,988,220

Provision for taxes on income
$0
$0
$0
$0
$28,396
$29,383
$30,391
$31,418
$32,466
$33,535
$34,625
$35,737
$169,289

$37,571
$38,757
$39,966
$41,200
$64,185
$65,469
$66,778
$68,114
$69,476
$70,865
$72,283
$73,728
$708,391

$235,905
$250,344
$265,667
$281,928
$1,033,843

$306,664
$325,434
$345,353
$366,492
$1,343,942

$1,747,055

NET PROFIT
-$118,833
-$83,917
-$72,067
-$71,830
$85,188
$88,150
$91,172
$94,254
$97,398
$100,604
$103,875
$107,212
$507,868

$112,712
$116,270
$119,899
$123,600
$192,555
$196,406
$200,334
$204,341
$208,427
$212,596
$216,848
$221,185
$2,125,173

$707,714
$751,032
$797,001
$845,784
$3,101,530

$919,991
$976,302
$1,036,059
$1,099,475
$4,031,827

$5,241,165

Income Statements

CshFlw

Cash Flow

Author: For information about this worksheet, see “Cash-Flow Projections” in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

2013

2014

2015

2016

2017

January
February
March
April
May
June
July
August
September
October
November
December
TOTAL

1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
TOTAL

CASH RECEIPTS

Income from Sales

Cash Sales
$0
$0
$22,500
$22,950
$375,000
$382,500
$390,150
$397,953
$405,912
$414,030
$422,311
$430,757
$3,264,063

$450,357
$459,364
$468,551
$477,922
$487,480
$497,230
$507,175
$517,318
$527,665
$538,218
$548,982
$559,962
$6,040,223

$1,791,681
$1,901,346
$2,017,724
$2,141,224
$7,851,975

$2,329,092
$2,471,651
$2,622,935
$2,783,480
$10,207,157

$13,268,772

Collections
$0
$0
$0
$7,500
$7,650
$125,000
$127,500
$130,050
$132,651
$135,304
$138,010
$140,770
$944,435

$143,586
$150,119
$153,121
$156,184
$159,307
$162,493
$165,743
$169,058
$172,439
$175,888
$179,406
$182,994
$1,970,339

$584,805
$621,597
$659,644
$700,019
$2,566,065

$755,490
$808,044
$857,502
$909,988
$3,331,024

$4,363,623

Total Cash from Sales
$0
$0
$22,500
$30,450
$382,650
$507,500
$517,650
$528,003
$538,563
$549,334
$560,321
$571,527
$4,208,499

$593,942
$609,483
$621,672
$634,106
$646,788
$659,724
$672,918
$686,376
$700,104
$714,106
$728,388
$742,956
$8,010,562

$2,376,486
$2,522,943
$2,677,367
$2,841,243
$10,418,040

$3,084,581
$3,279,694
$3,480,438
$3,693,468
$13,538,181

$17,632,395

Income from Financing

Interest Income
$0

Author: This line item is automatically calculated for you based on the interest rate you entered on the “Setup and Assumptions” sheet.

$0
$0
$0
$0
$248
$564
$888
$1,220
$1,561
$1,910
$2,268
$8,658

$2,639
$3,023
$3,417
$3,820
$4,305
$4,801
$5,306
$5,822
$6,349
$6,887
$7,435
$7,995
$61,801

$29,320
$35,035
$41,110
$47,567
$153,032

$54,582
$62,052
$69,991
$78,425
$265,050

$472,232

Loan Proceeds
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Equity Capital Investments
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Total Cash from Financing
$0
$0
$0
$0
$0
$248
$564
$888
$1,220
$1,561
$1,910
$2,268
$8,658

$2,639
$3,023
$3,417
$3,820
$4,305
$4,801
$5,306
$5,822
$6,349
$6,887
$7,435
$7,995
$61,801

$29,320
$35,035
$41,110
$47,567
$153,032

$54,582
$62,052
$69,991
$78,425
$265,050

$472,232

Other Cash Receipts
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL CASH RECEIPTS
$0
$0
$22,500
$30,450
$382,650
$507,748
$518,214
$528,891
$539,783
$550,895
$562,231
$573,795
$4,217,157

$596,582
$612,506
$625,089
$637,926
$651,093
$664,524
$678,224
$692,199
$706,453
$720,993
$735,823
$750,951
$8,072,363

$2,405,806
$2,557,978
$2,718,477
$2,888,810
$10,571,071

$3,139,163
$3,341,747
$3,550,428
$3,771,893
$13,803,231

$18,104,627

CASH DISBURSEMENTS

Inventory
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Operating Expenses
$118,833
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$83,917
$1,041,917

$86,905
$86,905
$86,905
$86,905
$0
$0
$0
$0
$0
$0
$0
$0
$347,620

$0
$0
$0
$0
$0

Commissions/Returns & Allowances
$0
$0
$3,150
$3,213
$52,500
$53,550
$54,621
$55,713
$56,828
$57,964
$59,124
$60,306
$456,969

$63,050
$64,311
$65,597
$66,909
$68,247
$69,612
$71,004
$72,425
$73,873
$75,350
$76,858
$78,395
$845,631

$250,835
$266,188
$282,481
$299,771
$1,099,276

$326,073
$346,031
$367,211
$389,687
$1,429,002

$1,857,628

Capital Purchases
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Loan Payments
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Income Tax Payments
$0

Author: This line item is automatically calculated for you based on the interest rate you entered on the “Setup and Assumptions” sheet.

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Investor Dividend Payments
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

Owner’s Draw
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

TOTAL CASH DISBURSEMENTS
$118,833
$83,917
$87,067
$87,130
$136,417
$137,467
$138,538
$139,630
$140,744
$141,881
$143,040
$144,223
$1,498,886

$149,955
$151,216
$152,502
$153,814
$68,247
$69,612
$71,004
$72,425
$73,873
$75,350
$76,858
$78,395
$1,193,251

$250,835
$266,188
$282,481
$299,771
$1,099,276

$326,073
$346,031
$367,211
$389,687
$1,429,002

$1,857,628

NET CASH FLOW
-$118,833
-$83,917
-$64,567
-$56,680
$246,233
$370,281
$379,676
$389,261
$399,039
$409,014
$419,191
$429,572
$2,718,271

$446,627
$461,290
$472,587
$484,112
$582,846
$594,912
$607,220
$619,774
$632,580
$645,642
$658,966
$672,557
$6,879,112

$2,154,971
$2,291,790
$2,435,996
$2,589,039
$9,471,795

$2,813,090
$2,995,715
$3,183,217
$3,382,206
$12,374,229

$16,246,998

Opening Cash Balance
$5,000
-$113,833
-$197,750
-$262,317
-$318,996
-$72,763
$297,518
$677,194
$1,066,455
$1,465,494
$1,874,508
$2,293,699

$2,723,271
$3,169,898
$3,631,188
$4,103,775
$4,587,887
$5,170,733
$5,765,645
$6,372,864
$6,992,639
$7,625,219
$8,270,861
$8,929,827

$9,602,383
$11,757,354
$14,049,144
$16,485,140

$19,074,178
$21,887,268
$24,882,984
$28,066,201

$31,448,407

Cash Receipts
$0
$0
$22,500
$30,450
$382,650
$507,748
$518,214
$528,891
$539,783
$550,895
$562,231
$573,795

$596,582
$612,506
$625,089
$637,926
$651,093
$664,524
$678,224
$692,199
$706,453
$720,993
$735,823
$750,951

$2,405,806
$2,557,978
$2,718,477
$2,888,810

$3,139,163
$3,341,747
$3,550,428
$3,771,893

$18,104,627

Cash Disbursements
$118,833
$83,917
$87,067
$87,130
$136,417
$137,467
$138,538
$139,630
$140,744
$141,881
$143,040
$144,223

$149,955
$151,216
$152,502
$153,814
$68,247
$69,612
$71,004
$72,425
$73,873
$75,350
$76,858
$78,395

$250,835
$266,188
$282,481
$299,771

$326,073
$346,031
$367,211
$389,687

$1,857,628

ENDING CASH BALANCE
-$113,833
-$197,750
-$262,317
-$318,996
-$72,763
$297,518
$677,194
$1,066,455
$1,465,494
$1,874,508
$2,293,699
$2,723,271
$2,723,271

$3,169,898
$3,631,188
$4,103,775
$4,587,887
$5,170,733
$5,765,645
$6,372,864
$6,992,639
$7,625,219
$8,270,861
$8,929,827
$9,602,383
$9,602,383

$11,757,354
$14,049,144
$16,485,140
$19,074,178
$19,074,178

$21,887,268
$24,882,984
$28,066,201
$31,448,407
$31,448,407

$47,695,405

Cash Flow Statements

BalSht

Balance Sheet

Author: For information about this worksheet, see “Balance Sheet” in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.

Balance Sheet

Your Company Name

First Quarter

Second Quarter

Third Quarter

Fourth Quarter

2014

2015

2016

2017

2013

ASSETS

Current Assets

Cash
-$262,317

Cash
$297,518

Cash
$1,465,494

Cash
$2,723,271

Cash
$9,602,383

Cash
$19,074,178

Cash
$31,448,407

Cash
$47,695,405

Accounts Receivable
$7,500

Accounts Receivable
$127,500

Accounts Receivable
$135,304

Accounts Receivable
$143,586

Accounts Receivable
$186,654

Accounts Receivable
$237,914

Accounts Receivable
$309,276

Accounts Receivable
$368,577

Inventory
-$15,000

Inventory
-$535,300

Inventory
-$1,331,310

Inventory
-$2,176,042

Inventory
-$6,202,857

Inventory
-$11,437,507

Inventory
-$18,242,279

Inventory
-$27,088,127

Other Current Assets
$0

Total Current Assets

-$269,817

Total Current Assets

-$110,282

Total Current Assets

$269,488

Total Current Assets

$690,815

Total Current Assets

$3,586,180

Total Current Assets

$7,874,585

Total Current Assets

$13,515,404

Total Current Assets

$20,975,856

Fixed Assets

Land
$0

Facilities
$0

Equipment
$0

Computers & Telecommunications
$0

(Less Accumlated Depreciation)
$0

Total Fixed Assets

Other Assets

TOTAL ASSETS

-$269,817

TOTAL ASSETS

-$110,282

TOTAL ASSETS

$269,488

TOTAL ASSETS

$690,815

TOTAL ASSETS

$3,586,180

TOTAL ASSETS

$7,874,585

TOTAL ASSETS

$13,515,404

TOTAL ASSETS

$20,975,856

LIABILITIES

Current Liabilities

Short-Term Notes Payable
$0

Sure Product Consulting: Short-Term Notes Payable: loan payments to be made within one year

Short-Term Notes Payable
$0

Income Taxes Due
$0

Income Taxes Due
$57,779

Income Taxes Due
$152,054

Income Taxes Due
$169,289

Income Taxes Due
$877,680

Income Taxes Due
$1,911,523

Income Taxes Due
$3,255,466

Income Taxes Due
$5,002,521

Other Current Liabilities
$0

Total Current Liabilities

$57,779

Total Current Liabilities

$152,054

Total Current Liabilities

$169,289

Total Current Liabilities

$877,680

Total Current Liabilities

$1,911,523

Total Current Liabilities

$3,255,466

Total Current Liabilities

$5,002,521

Long-Term Liabilities

Long-Term Notes Payable
$0

Other Long-Term Liabilities
$0

Total Long-Term Liabilities

NET WORTH

Paid-In Capital
$5,000

Retained Earnings
-$274,817

Retained Earnings
-$173,061

Retained Earnings
$112,434

Retained Earnings
$516,525

Retained Earnings
$2,703,499

Retained Earnings
$5,958,061

Retained Earnings
$10,254,938

Retained Earnings
$15,968,335

Total Net Worth

-$269,817

Total Net Worth

-$168,061

Total Net Worth

$117,434

Total Net Worth

$521,525

Total Net Worth

$2,708,499

Total Net Worth

$5,963,061

Total Net Worth

$10,259,938

Total Net Worth

$15,973,335

TOTAL LIABILITIES AND NET WORTH

-$269,817

TOTAL LIABILITIES AND NET WORTH

-$110,282

TOTAL LIABILITIES AND NET WORTH

$269,488

TOTAL LIABILITIES AND NET WORTH

$690,815

TOTAL LIABILITIES AND NET WORTH

$3,586,180

TOTAL LIABILITIES AND NET WORTH

$7,874,585

TOTAL LIABILITIES AND NET WORTH

$13,515,404

TOTAL LIABILITIES AND NET WORTH

$20,975,856

Balance Sheet

BrkEvn

Break-even Estimates

Year 1 (2013-2014)

January
$0

Author: This is the amount of sales you will need to make each month to break even.

February
$0

March
$212,447

April
$212,447

May
$212,447

June
$212,447

July
$212,447

August
$212,447

September
$212,447

October
$212,447

November
$212,447

December
$212,447

Monthly Average
$177,039

Year 2 (2014-2015)

January
$220,013

February
$220,013

March
$220,013

April
$220,013

May
$0

June
$0

July
$0

August
$0

September
$0

October
$0

November
$0

December
$0

Monthly Average
$73,338

Year 3 (2015-2016)

1st Quarter
$0

2nd Quarter
$0

3rd Quarter
$0

4th Quarter
$0

Quarterly Average
$0

Year 4 (2016-2017)

1st Quarter
$0

2nd Quarter
$0

3rd Quarter
$0

4th Quarter
$0

Quarterly Average
$0

Year 5 (2017-2018)

Annual Average
$0

Break-even Estimates

Ratios

Key Ratios

Author: This sheet provides a mathematical snapshot of your company’s performance. These ratios are often used by lenders or investors in determining how well a company is managing its finances.

Year 1 (2013-2014)
Working
Capital

Author: Working Capital is the amount of readily available funds the company has to cover upcoming expenses. More is better!

Current Ratio

Quick Ratio

Cash
Turnover

Debt to
Equity

Return on
Investment

Return on
Sales

Return on
Assets

Net Sales

1st Quarter
-$269,817
N.A.
N.A.
-0.10
0.00
102%
-1024%
102%
$26,850.00

2nd Quarter
-$168,061
-1.91
7.36
-5.54
-0.34
-95%
17%
-144%
$931,337.00

3rd Quarter
$117,434
1.77
10.53
12.13
1.29
321%
26%
140%
$1,424,857.97

4th Quarter
$521,525
4.08
16.93
2.90
0.32
80%
27%
60%
$1,512,070.68

Year 2 (2014-2015)
$2,708,499
4.09
11.15
2.66
0.32
105%
39%
79%
$7,207,999.19

Year 3 (2015-2016)
$5,963,061
4.12
10.10
1.57
0.32
69%
44%
53%
$9,370,022.98

Year 4 (2016-2017)
$10,259,938
4.15
9.76
1.19
0.32
52%
44%
40%
$12,180,541.13

Year 5 (2017-2018)
$15,973,335
4.19
9.61
0.99
0.31
44%
44%
33%
$15,834,068.12

Key Ratios

1YrAtGl

Year 1: Financials at-a-Glance (2013-2014) Gross Sales January February March April May June July August September October November December 0 0 30000 30600 500000 510000 520200 530604 541216.07999999996 552040.40159999998 563081.20963199995 574342.83382464002 Gross Profit January February March April May June July August September October November December 0 0 11850 12087 197500 201450 205479 209588.58000000002 213780.35159999999 218055.95863199997 222417.07780463999 226865.41936073278 Net Profit January February March April May June July August September October November December -118833.33333333333 -83916.666666666672 -72066.666666666672 -71829.666666666672 85187.5 88150 91171.75 94253.935000000012 97397.763699999996 100604.46897399996 103875.30835347998 107211.56452054957

NSYr1

Year 1: Net Sales (2013-2014) Product Line 1 January February March April May June July August September October November December 0 0 26850 27387 447500 456450 465579 474890.58 484388.39159999997 494076.15943199996 503957.68262063997 514036.83627305279 Product Line 2 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 3 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 4 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 5 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 6 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 7 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 8 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 9 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 10 0 0 0 0 0 0 0 0 0 0 0 0

1YrCshFlw

Year 1: Cash Flow (2013-2014) Net Cash Flow January February March April May June July August September October November December -118833.33333333333 -83916.666666666672 -64566.666666666672 -56679.666666666672 246233.33333333331 370281.05861111108 379676.19199328701 389260.88596994814 399038.93313458964 409014.20193372859 419190.63818396383 429572.26661938016 Ending Cash Balance -113833.33333333333 -197750 -262316.66666666669 -318996.33333333337 -72763.000000000058 297518.05861111102 677194.25060439808 1066455.1365743463 1465494.0697089361 1874508.2716426647 2293698.9098266284 2723271.1764460085

2ndYrCshFlw

Year 2: Cash Flow (2014-2015) Net Cash Flow January February March April May June July August September October November December 446626.74470458366 461290.11587825854 472587.04341036966 484111.63543080183 582845.86750093626 594912.02496194118 607219.84660559217 619774.1659997364 632579.91338381544 645642.11760229594 658965.90807677177 672556.5168175057 Ending Cash Balance January February March April May June July August September October November December 3169897.9211505922 3631188.0370288505 4103775.0804392202 4587886.7158700218 5170732.5833709585 5765644.6083328994 6372864.4549384918 6992638.6209382284 7625218.5343220439 8270860.6519243401 8929826.5600011125 9602383.0768186189

5YrAtGl

5-Year Financials at-a-Glance
Gross Sales 2013 2014 2015 2016 2017 4352084.5250566397 8053630.383762273 10469299.416912243 13609543.1573 25322 17691696.222948242 Gross Profit 2013 2014 2015 2016 2017 1719073.3873973726 3181184.0015860978 4135373.2696803361 5375769.5471435031 6988220.0080645569 Net Profit 2013 2014 2015 2016 2017 507867.54054802947 2125173.0011895732 3101529.9522602521 4031827.1603576271 5241165.0060484177

NS5Yr

5-Year Net Sales
Product Line 1 2013 2014 2015 2016 2017 3895115.6499256925 7207999.1934672333 9370022.9781364575 12180541.125806166 15834068.119538678 Product Line 2 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 3 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 4 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 5 0 0 0 0 0 Product Line 6 0 0 0 0 0 Product Line 7 0 0 0 0 0 Product Line 8 0 0 0 0 0 Product Line 9 0 0 0 0 0 Product Line 10 0 0 0 0 0

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PlanningShop

Business Plan Financials

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CONFIG WORKSHEET

Sure Product Consulting: IMPORTANT:
Do not remove or change anything on this worksheet! Doing so may render this product unusable!

Startup Year

Jan
1

Plan Years:

Sure Product Consulting: Plan Years is used in drop-downs for purchase and loan dates on CapInvest and CapEx worksheets.

2013

Feb
2

2013
0

Version:

Startup Month

Mar
3

2014
12

2.7

January

Apr
4

2015
24

6/9/08

Startup Month Abbrev

May
5

2016
36

Jan

Jun
6

2017
48

Start Date:

Jul
7

2018

O/S Type

Dec-08

Aug
8

Windows

Sep
9

Oct
10

Nov
11

Dec
12

CREDIT MULTIPLIER

Number of Products

Multiple
With “Credit Sales”

One

A
0.00
0.00

Two

B
1.00
0.25

Three

Four

Five

Six

Working Capital Calc

Sure Product Consulting: Used by Ratios worksheet

Sure Product Consulting: Plan Years is used in drop-downs for purchase and loan dates on CapInvest and CapEx worksheets.

Seven

Q1
-$269,817

Eight

Q2
-$168,061

Nine

Q3
$117,434

Ten

Q4
$521,525

Y2
$2,708,499

Y3
$5,963,061

Y4
$10,259,938

Y5
$15,973,335