Marketing Budget - Achiever Papers

Complete the Marketing Vehicles Table, see attached. Identifying the marketing vehicles you will use to reach your customers.
Be sure to include the cost of each marketing vehicle.
Add any additional notes under the table.
Delete the italicized examples.
Copy and paste the Marketing Vehicles Table into the discussion area.
Complete the Setup worksheet in the Business Plan Financials Excel Template according to the instructions in the guidelines.
Snack Food Company Guidelines [DOCX]. See attached
Input the marketing vehicles’ costs into the appropriate areas of the Marketing Budget worksheet in the Business Plan Financials Excel Template.

Notes

Textbook Chapter 10, “Marketing Plan & Sales Strategy,” pages 163–194, provides additional detail about this topic.

>Warning

R N I N G !

ILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.

0 for

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

and Excel 201

on Windows

Enabling

ros”

& 201

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

& 20

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

. Click the “Trust Center Settings…” button in the lower right

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

. Click “OK” twice


W	A
IT APPEARS THAT YOU DO NOT HAVE EXCEL’S MACRO CAPA Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	B
Excel 2									0	1	Windows
If you do not see the “Security Warning” along the top of this page, scroll down for more detailed instructions, under “Excel		20			10			3				–	Mac
Excel 20			13			6
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 20				11	16
Excel 2013 and Excel 2016 on Windows – Enabling Macros
Note: The procedure is exactly the same for Excel 2013 & 2016, even though the two versions look slightly different. 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
				5			7

Your

Comp

any Name

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.

)” 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 2013 and Excel 2016, but the functionality is the same. Note that the riboon does not appear in Excel 2011 for Mac, due to limitations of that version of Excel. Excel 2013 for Windows, Excel 2016 for Windows, Excel 2016 for Mac: 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. 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 HELP
For more in-depth help and assistance,please refer to the companion PDF entitled “Business Plan Financials Help”. It contains 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.

About

Our Support of Mac vs. Windows

PlanningShop supports Business Plan Financials on the following platforms: Windows
1. Microsoft Windows10 with Microsoft Excel 2016 / Microsoft Office

5 2. Microsoft Windows 8 or later with Microsoft Excel 2013 Mac
4 Mac OS X with Microsoft Excel 2016 5. Mac OS X with Microsoft Excel for Mac 2011 Version 3.1

PlanningShop

Setup

Your Company Name

uary

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

” as opposed to cash). What percentage of your sales will be made on credit?

%
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.

, Net 30, Net

, Net

0, or Net

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).

,200
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).

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

Flow Statements.

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

Setup and Assumptions

SalesProj

keting Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies.

2017

Assumptions

ruary

ust

tember

ober

ember

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

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

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

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.

0 0 0 0 0 0 0 0 0 0 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

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.

$0.00 $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

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

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?

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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: 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 $0.00 $0.00 $0.00 $0 $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 $0 $0 $0 $0 $0 $0 $0

of Goods Sold

)

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

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

Unit Volume 5.00% 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 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.

$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 $0.00 $0.00

Net 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 $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 $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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. $0.00
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. $0.00
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. $0.00 $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 $0.00 $0.00
Gross 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 $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 $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 $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 $0 $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 $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 $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! 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 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. $0.00
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. $0.00
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. $0.00 $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 $0.00 $0.00
Gross 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 $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 $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 $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 $0 $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 $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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. $0.00
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. $0.00
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.
Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!
Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!
Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly! $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 $0.00 $0.00

Gross 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 $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 $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 $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 $0 $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 $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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 Projections
Author: For information about this worksheet, see the chapter “

Mar

2020

January

Feb

March

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

TOTAL

1st Quarter

2nd Quarter

3rd Quarter

4th Quarter

Product Line 1

Unit Volume

2.00%

0
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.

0
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
Author: Note that in year three we use quarterly numbers, not monthly numbers–so make sure you enter your amounts accordingly!

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.

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

0.00

$0.00

Gross Sales

(Commissions)

0.00%

15.00%
Author: SALES COMMISSION RATE
What will be the commission rate paid to your salesperson for each sale?

(Returns and Allowances)

3.0

Net Sales

(

Cost

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.

GROSS PROFIT

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”

$0.00
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.

$0.00
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.

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 & 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”

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 & 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”

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

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 & 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”

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 & 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”

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 & 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”

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 & 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”

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 & 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”

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 & 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”

Totals for All Product Lines

Total Unit Volume

Total Gross Sales

(Total Commissions)

(Total Returns and Allowances)

Total Net Sales

(Total Cost of Goods Sold)

TOTAL GROSS PROFIT

Sales Projections

Inventory

2017 2018 2019 2020 2021

January February March April May June July August September October November December TOTAL January February March April May June July August September October November December TOTAL 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter TOTAL 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter TOTAL

Product Line 1

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 $0 $0 $0 $0 $0

s/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 $0 $0 $0 $0 $0

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

, 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 $0 $0 $0 $0 $0

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

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

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

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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 $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 $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 $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 $0 $0 $0 $0 $0 $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. 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 $0 $0 $0 $0 $0 $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”
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 $0 $0 $0 $0 $0 $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.
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. 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 $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.
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”
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”
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.
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.
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”
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 $0 $0 $0 $0 $0 $0

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

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.

$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.

Item

$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.

Items/Parts 2

Items/Parts 3

Items/Parts 4

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, D

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”

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”

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”

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”

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”

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”

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”

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.

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”

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.

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.)

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”

GRAND TOTAL INVENTORY

CapEx

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

/12

Item Cost

s of
Service

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.

Year

(change name here)

00 desk might be worth

00 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.

$0 Jan 2017 1 $0

ment

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

Item Name (change name here) $0 Jan 2017 1 $0

Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0

Item Name (change name here) $0 Jan 2017 3 $0

Item Name (change name here) $0 Jan 2017 1 $0

Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0
Item Name (change name here) $0 Jan 2017 1 $0

Author: Land purchases are not depreciable.

Item Name (change name here) $0 Jan 2017

Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017
Item Name (change name here) $0 Jan 2017

Capital Purchases

12/

Purchase

Date

Year

Salvage
Value

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

Facilities

Month

December-2012

Item Name

$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.

2017
Author: Enter the year you will purchase the item(s).

1
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.

$0
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

$10

Item Name (change name here)

Equip

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.

Computer Hardware/Software
Author: Includes PCs, servers, monitors, printers, scanners, other peripherals, and software applications.

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.

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

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.

Land

Land is a
non-depreciable
asset

Capital Purchases

StaffBudj

2017 2018 2019 2020 2021

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

(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 $0 $0 $0 $0 $0

(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 $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 $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 $0 $0 $0 $0 $0 $0

0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

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

# Salaried 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 0.0 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! 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
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 $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 $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 $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 $0 $0 $0 $0 $0 $0

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

Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!
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 0

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

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

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

# 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 $0 $0 $0 $0

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

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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 Author: For information about this worksheet, see “Staffing Budget” section and worksheet in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.
Management
				# Salaried Employees	0.0 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.	0 Author: Note that in year two we use quarterly numbers, not monthly numbers–so make sure you enter your numbers accordingly!
				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).
						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.
						Payroll Taxes
						Total Costs
Administrative/Support
Sales/Marketing
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!
Operations/Production
	Other
Part-Time / Hourly Employees
	# Part-Time Employees	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”.	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).	Author: This value is calculated using the number you entered on the “Setup and Assumptions” worksheet and the number of employees you entered above.
Avg. Hours per Hourly Employee
Avg Hourly				Rate
Calculated	Wages
# Full Time Employees
Salary/Wages
		GRAND TOTAL COSTS

Staffing Budget

MktBudj

2017 2018 2019 2020 2021

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

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

/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 $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 $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 $0 $0 $0 $0 $0 $0

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
Professional Assistance
Marketing/PR Consultants
Advertising Agencies
Social Media Specialists
SEO Specialist
Graphic/Web Design
Brochures/Leaflets/Flyers
Signs/Billboards
Merchandising Displays
Sampling/Premiums
Media Advertising
Print (newspaper, etc.)
Television and Radio
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
Other Media
Phone Directories
Advertising Specialties
Direct Mail
Website
Development/Programming
	Maintenance
Trade Shows
Fees and Setup
	Travel
Exhibits/Signs
Public Relations/Materials
Informal Marketing / Networking
Memberships/Meetings
	Entertainment

Marketing Budget

ProSvs

2017 2018 2019 2020 2021

$0 $0 $0 $0

$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 Author: For information about this worksheet, see Chapter 13, “Management & Organization” in Successful Business Plan: Secrets & Strategies.
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.
Accountants
Management consultants
Industry specialists
Technology consultants
		Other (change title here)

Professional Services Budget

CapInvest

Item

Date

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.

Month Year December-2012

Investment Source Name $0 Jan 2017

Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017
Investment Source Name $0 Jan 2017

$0 Jan 2017

Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.

Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.
Loan Source Name $0 Jan 2017 12 0.00%
Author: Enter the loan’s annual interest rate.

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

Amount

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

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.

2017
Author: Enter the year you will receive the investment cash.

Capital investments are not paid back on a loan schedule.

Total Capital Investments

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

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.

Total Loans

TOTAL INVESTMENTS AND LOANS

Capital Investments and Loans

IncSt

2017 2018 2019 2020 2021

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

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

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

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

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

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

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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 $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 $51 $13 $13 $13 $13

$52

$1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $0 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $1 $0 $3 $3 $3 $3 $13 $3 $3 $3 $3 $13 $13

$3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $50 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $3 $51 $10 $10 $10 $10

$10 $10 $10 $10

$39

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

INCOME

(Returns and allowances)

(Cost of Goods)

EXPENSES – General and Administrative

Salaries and wages

Employee benefits

Payroll taxes

Professional services

Marketing and advertising

Rent

Equipment rental

Depreciation

Insurance

Telephone service

Utilities

Office supplies

Postage and shipping

Interest on loans

TOTAL EXPENSES

Net income before taxes and interest

Interest Income

$50

$13

Provision for taxes on income

NET PROFIT

Income Statements

CshFlw

2017 2018 2019 2020 2021

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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 Income

$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

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

$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

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

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

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

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

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

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

$5,000

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 $13 $13 $13 $13 $52

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

$5,004 $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

Cash Flow Author: For information about this worksheet, see “Cash-Flow Projections” in “The Financials” chapter of Successful Business Plan: Secrets & Strategies.
CASH RECEIPTS
Income from Sales
Cash Sales
Collections
Total Cash from Sales
Income from Financing
$4 Author: This line item is automatically calculated for you based on the interest rate you entered on the “Setup and Assumptions” sheet.
					Loan Proceeds
Total Cash from Financing
Other	Cash Receipts
TOTAL CASH RECEIPTS
CASH DISBURSEMENTS
Operating Expenses
Commissions/Returns & Allowances
Loan Payments
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.
Investor Dividend Payments
Owner’s Draw
TOTAL CASH DISBURSEMENTS
NET CASH FLOW
Opening Cash Balance		$5,004	$5,008			$5,013	$5,017	$5,021	$5,025	$5,0	29	$5,0	33	$5,038	$5,0	42	$5,0	46	$5,050	$5,0	54	$5,0	59	$5,0	63	$5,0	67	$5,0	71	$5,076	$5,080	$5,084	$5,088	$5,092	$5,097	$5,101	$5,1	14	$5,1	27	$5,139	$5,152	$5,1	65	$5,178	$5,191	$5,204
Cash Disbursements
ENDING CASH BALANCE				$5,2			56

Cash Flow Statements

BalSht

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

Balance Sheet Balance Sheet Balance Sheet Balance Sheet Balance Sheet Balance Sheet Balance Sheet

Your Company Name Your Company Name Your Company Name Your Company Name Your Company Name Your Company Name Your Company Name Your Company Name

2018 2019 2020 2021

2017 2017 2017 2017

ASSETS ASSETS ASSETS ASSETS ASSETS ASSETS ASSETS

Current Assets Current Assets Current Assets Current Assets Current Assets Current 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

$0 Accounts Receivable $0 Accounts Receivable $0 Accounts Receivable $0 Accounts Receivable $0 Accounts Receivable $0 Accounts Receivable $0 Accounts Receivable $0

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

$0 Other Current Assets $0 Other Current Assets $0 Other Current Assets $0 Other Current Assets $0 Other Current Assets $0 Other Current Assets $0 Other Current Assets $0

$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 Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets

Land $0 Land $0 Land $0 Land $0 Land $0 Land $0 Land $0 Land $0
Facilities $0 Facilities $0 Facilities $0 Facilities $0 Facilities $0 Facilities $0 Facilities $0 Facilities $0
Equipment $0 Equipment $0 Equipment $0 Equipment $0 Equipment $0 Equipment $0 Equipment $0 Equipment $0

$0 Computers & Telecommunications $0 Computers & Telecommunications $0 Computers & Telecommunications $0 Computers & Telecommunications $0 Computers & Telecommunications $0 Computers & Telecommunications $0 Computers & Telecommunications $0

$0 (Less Accumlated Depreciation) $0 (Less Accumlated Depreciation) $0 (Less Accumlated Depreciation) $0 (Less Accumlated Depreciation) $0 (Less Accumlated Depreciation) $0 (Less Accumlated Depreciation) $0 (Less Accumlated Depreciation) $0

$0 Total Fixed Assets $0 Total Fixed Assets $0 Total Fixed Assets $0 Total Fixed Assets $0 Total Fixed Assets $0 Total Fixed Assets $0 Total Fixed Assets $0

$0 Other Assets $0 Other Assets $0 Other Assets $0 Other Assets $0 Other Assets $0 Other Assets $0 Other Assets $0

$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 LIABILITIES LIABILITIES LIABILITIES LIABILITIES LIABILITIES LIABILITIES

Current Liabilities Current Liabilities Current Liabilities Current Liabilities Current Liabilities Current Liabilities Current Liabilities

Short-Term Notes Payable $0 Short-Term Notes Payable $0 Short-Term Notes Payable $0 Short-Term Notes Payable $0 Short-Term Notes Payable $0 Short-Term Notes Payable $0 Short-Term Notes Payable $0

Income Taxes Due

Income Taxes Due $0 Income Taxes Due $0 Income Taxes Due $13 Income Taxes Due

Income Taxes Due $39

$0 Other Current Liabilities $0 Other Current Liabilities $0 Other Current Liabilities $0 Other Current Liabilities $0 Other Current Liabilities $0 Other Current Liabilities $0 Other Current Liabilities $0

$3 Total Current Liabilities $6 Total Current Liabilities $9 Total Current Liabilities $0 Total Current Liabilities $0 Total Current Liabilities $13 Total Current Liabilities $26 Total Current Liabilities $39

Long-Term Liabilities Long-Term Liabilities Long-Term Liabilities Long-Term Liabilities Long-Term Liabilities Long-Term Liabilities Long-Term Liabilities

$0 Long-Term Notes Payable $0 Long-Term Notes Payable $0 Long-Term Notes Payable $0 Long-Term Notes Payable $0 Long-Term Notes Payable $0 Long-Term Notes Payable $0 Long-Term Notes Payable $0

$0 Other Long-Term Liabilities $0 Other Long-Term Liabilities $0 Other Long-Term Liabilities $0 Other Long-Term Liabilities $0 Other Long-Term Liabilities $0 Other Long-Term Liabilities $0 Other Long-Term Liabilities $0

$0 Total Long-Term Liabilities $0 Total Long-Term Liabilities $0 Total Long-Term Liabilities $0 Total Long-Term Liabilities $0 Total Long-Term Liabilities $0 Total Long-Term Liabilities $0 Total Long-Term Liabilities $0

NET WORTH NET WORTH NET WORTH NET WORTH NET WORTH NET WORTH NET WORTH

-In Capital

$5,000 Paid-In Capital $5,000 Paid-In Capital $5,000 Paid-In Capital $5,000 Paid-In Capital $5,000 Paid-In Capital $5,000 Paid-In Capital $5,000 Paid-In Capital $5,000

$9 Retained Earnings

Retained Earnings

Retained Earnings $50 Retained Earnings

Retained Earnings

Total Net Worth

Total Net Worth $5,050 Total Net Worth $5,101 Total Net Worth $5,139 Total Net Worth $5,178 Total 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

First Quarter

Second Quarter

Third Quarter

Fourth Quarter

ASSETS

Current Assets

Accounts Receivable

Other Current Assets

Total Current Assets

Fixed Assets

Computers & Telecommunications

(Less Accumlated Depreciation)

Total Fixed Assets

Other Assets

TOTAL ASSETS

LIABILITIES

Current Liabilities

Short-Term Notes Payable

$0
Sure Product Consulting: Short-Term Notes Payable: loan payments to be made within one year

Income Taxes Due

$3
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).

Other Current Liabilities

Total Current Liabilities

Long-Term Liabilities

Long-Term Notes Payable

Other Long-Term Liabilities

Total Long-Term Liabilities

NET WORTH

Paid

Retained Earnings

$19

$101

$139

$178

$217

Total Net Worth

$5,009

$5,019

$5,028

$5,217

TOTAL LIABILITIES AND NET WORTH

Balance Sheet

BrkEvn

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

(2018)

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

(2019)

1st Quarter $0
2nd Quarter $0
3rd Quarter $0
4th Quarter $0

(2020)

1st Quarter $0
2nd Quarter $0
3rd Quarter $0
4th Quarter $0
Quarterly Average $0

(2021)

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 (2017)
	Monthly Average
		Year 2
		Year 3
	Quarterly Average
		Year 4
		Year 5
Annual Average

Break-even Estimates

Ratios

Year 1 (2017)

” appears in the cell, it indicates that you had no liabilities with which to calculate the ratio.

Net Sales

1st Quarter $5,009

1,602.67 0.00 0.00 0% N.A. 0% $0.00

2nd Quarter $5,019

802.33 0.00 0.00 0% N.A. 0% $0.00

3rd Quarter $5,028

.56

5.56 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 (2018) $5,101 N.A. N.A. 0.00 0.00 0% N.A. 0% $0.00
Year 3 (2019) $5,139

2.50

402.50 0.00 0.00 0% N.A. 0% $0.00

Year 4 (2020) $5,178

202.26 0.00 0.00 0% N.A. 0% $0.00

Year 5 (2021) $5,217

135.68 0.00

0% N.A. 0% $0.00

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.
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.	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.
	1,602.67
	802.33
	5			35			53
				40
	202.26
	135.	68	0.01

Key Ratios

1YrAtGl

Year 1: Financials at-a-Glance (2017)

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 3.125 3.12760

41 66

666667 3.13021050

34 72

2221 3.1

8190122251165 3.135429

69 47

353033 3.138042

2814

9 3.1406

57 58

827

275 3.1

029318

2 3.1

8941986009332 3.14851577

997674 3.1511395402473505 3.15

654898

2233

NSYr1

Year 1: Net Sales (2017)

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 (2017)

Net Cash Flow January February March April May June July August September October November December 4.166666666666667 4.1701388888888893 4.173

4004

96297 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 5050.22980

359095

2ndYrCshFlw

Year 2: Cash Flow (2018)

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 2017 2018 2019 2020 2021 0 0 0 0 0 Gross Profit 2017 2018 2019 2020 2021 0 0 0 0 0 Net Profit 2017 2018 2019 2020 2021 50.22 9804435910104 50.734411086644052 38.400935492120638 38.7863872836813 39.029104844177169

NS5Yr

5-Year Net Sales

Product Line 1 2017 2018 2019 2020 2021 0 0 0 0 0 Product Line 2 2017 2018 2019 2020 2021 0 0 0 0 0 Product Line 3 2017 2018 2019 2020 2021 0 0 0 0 0 Product Line 4 2017 2018 2019 2020 2021 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

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.

About

PlanningShop
Business Plan Financials

Version 3.1

About Business Plan Financials

SUBJECT TO END-USER LICENSE AGREEMENT

www.planningshop.com

PlanningShop — Plan. Start. Grow.

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 2017
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. Version: Startup Month 3.0

January
8/1/13 Startup Month

Abbrev Jan
Start Date: Dec-12 CREDIT MULTIPLIER Multiple With “Credit Sales” A 0.00 0.00
B 1.00

0.25 Working Capital Calc
Sure Product Consulting: Used by Ratios worksheet Q1

$5,009
Q2

$5,019
Q3

$5,028
Q4

$5,050
Y2

$5,101
Y3

$5,139
Y4

$5,178
Y5

$5,217
Chart Titles Year 1 String

2017 Year 1: Financials at-a-Glance (2017)
Year 2 String

2018 Year 1: Net Sales (2017)
Year 3 String

2019 Year 1: Cash Flow (2017)
Year 4 String

2020 Year 2: Cash Flow (2018)
Year 5 String

2021
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 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

Dec-12

Item Name

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 2017 1 12 Nov-13

–

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

2 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $

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

3 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
4 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
5 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
6 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
7 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
8 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
9 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
10 Facilities Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
11 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
12 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
13 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
14 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
15 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
16 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
17 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
18 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
19 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
20 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
21 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
22 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
23 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
24 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
25 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
26 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
27 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
28 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
29 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
30 Equip Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
31 Comp Item Name (change name here) $0.00 $0.00 3 36 Jan 2017 1 36 Nov-15 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
32 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
33 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
34 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
35 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
36 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
37 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
38 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
39 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
40 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
41 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
42 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
43 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
44 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
45 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
46 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
47 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
48 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
49 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
50 Comp Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13 $ – 0 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
51 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
52 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
53 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
54 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
55 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
56 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
57 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
58 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
59 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
60 Land Item Name (change name here) $0.00 $0.00 1 12 Jan 2017 1 12 Nov-13
TOTAL $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ – $ –
Land – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
Facilities – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
Equip – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
Comp – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

Author: This goes into Cash Flow statement.
Author: This goes into Income statement under “non-depreciable capital purchases” – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

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

Jan-13

Feb-13

Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14

Mar-14

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

Nov-14

Dec-14

Jan-15

Feb-15

Mar-15

Apr-15

May-15

Jun-15

Jul-15

Aug-15

Sep-15

Oct-15

Nov-15

Dec-15

Jan-16

Feb-16

Mar-16

Apr-16

May-16

Jun-16

Jul-16

Aug-16

Sep-16

Oct-16

Nov-16

Dec-16

Jan-17

Feb-17

Mar-17

Apr-17

May-17

Jun-17

Jul-17

Aug-17

Sep-17

Oct-17

Nov-17

Item#

LoanInvestSchedules

Investment Proceeds Investment Proceeds Investment Proceeds Investment Proceeds Investment Proceeds

Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17

Amount Start 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 2017 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 2017 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
3 Investment Source Name $0 Jan 2017 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
4 Investment Source Name $0 Jan 2017 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
5 Investment Source Name $0 Jan 2017 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
6 Investment Source Name $0 Jan 2017 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
7 Investment Source Name $0 Jan 2017 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
8 Investment Source Name $0 Jan 2017 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
9 Investment Source Name $0 Jan 2017 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
10 Investment Source Name $0 Jan 2017 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
11 Investment Source Name $0 Jan 2017 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
12 Investment Source Name $0 Jan 2017 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
13 Investment Source Name $0 Jan 2017 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
14 Investment Source Name $0 Jan 2017 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
15 Investment Source Name $0 Jan 2017 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

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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) Loan Payback Schedule (Principle + Interest) Loan Payback Schedule (Principle + Interest) Loan Payback Schedule (Principle + Interest) Loan Payback Schedule (Principle + Interest) 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.

Amount Rate

Start Month Start Year

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 2017 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 2017 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
3 Loan Source Name $0 0.00% 12 Jan 2017 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
4 Loan Source Name $0 0.00% 12 Jan 2017 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
5 Loan Source Name $0 0.00% 12 Jan 2017 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
6 Loan Source Name $0 0.00% 12 Jan 2017 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
7 Loan Source Name $0 0.00% 12 Jan 2017 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
8 Loan Source Name $0 0.00% 12 Jan 2017 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
9 Loan Source Name $0 0.00% 12 Jan 2017 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
10 Loan Source Name $0 0.00% 12 Jan 2017 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
11 Loan Source Name $0 0.00% 12 Jan 2017 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
12 Loan Source Name $0 0.00% 12 Jan 2017 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
13 Loan Source Name $0 0.00% 12 Jan 2017 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
14 Loan Source Name $0 0.00% 12 Jan 2017 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
15 Loan Source Name $0 0.00% 12 Jan 2017 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
16 Loan Source Name $0 0.00% 12 Jan 2017 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
17 Loan Source Name $0 0.00% 12 Jan 2017 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
18 Loan Source Name $0 0.00% 12 Jan 2017 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
19 Loan Source Name $0 0.00% 12 Jan 2017 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
20 Loan Source Name $0 0.00% 12 Jan 2017 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
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 – Interest Portion of Loan Payments Loan – Interest Portion of Loan Payments Loan – Interest Portion of Loan Payments Loan – Interest Portion of Loan Payments 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 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 $0.00 $0.00

Jan

1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

2 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
3 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
4 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
5 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
6 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
7 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
8 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
9 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
10 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
11 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
12 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
13 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
14 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
15 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
16 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
17 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
18 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
19 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
20 Loan Source Name $0 0.00% 12 Jan 2017 1 12 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

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 Proceeds Loan Proceeds Loan Proceeds Loan Proceeds Loan Proceeds 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 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
2 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
3 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
4 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
5 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
6 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
7 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
8 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
9 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
10 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
11 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
12 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
13 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
14 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
15 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
16 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
17 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
18 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
19 Loan Source Name $0 Jan 2017 1 – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –
20 Loan Source Name $0 Jan 2017 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 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

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 2017 1 $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 $0.00 0.00% 12 Jan 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 2017 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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Loan Calculations for Balance Sheet Loan Calculations for Balance Sheet

Dec-12 Jan-13 Feb-13 Dec-12 Apr-13 May-13 Dec-12 Jul-13 Aug-13 Dec-12 Oct-13 Nov-13 Dec-12 Jan-14 Feb-14 Dec-12 Apr-14 May-14 Dec-12 Jul-14 Aug-14 Dec-12 Oct-14 Nov-14 Dec-12 Jan-15 Feb-15 Dec-12 Apr-15 May-15 Dec-12 Jul-15 Aug-15 Dec-12 Oct-15 Nov-15 Dec-12 Jan-16 Feb-16 Dec-12 Apr-16 May-16 Dec-12 Jul-16 Aug-16 Dec-12 Oct-16 Nov-16 Dec-12 Jan-17 Feb-17 Dec-12 Apr-17 May-17 Dec-12 Jul-17 Aug-17 Dec-12 Oct-17 Nov-17
Loan # Name of Loan Source Amount Rate Periods 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 $0.00

12 Jan $2,017.00 1 12 Principle Paid $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 $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 $0.00 $0.00

Due Short $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 $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 $0.00 $0.00
Due Long $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 $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 $0.00 $0.00
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

Investment Proceeds

Inv #

Name of Invest Source

Start Year

Infusion Month

TOTAL:

Loan Payback Schedule (Principle + Interest)

Dec-17

Jan-18

Feb-18

Mar-18

Apr-18

May-18

Jun-18

Jul-18

Aug-18

Sep-18

Oct-18

Nov-18

Loan #

Name of Loan Source

Periods

Begin Pay Month

End Pay Month

Pmt Amt (P+I)

Loan – Interest Portion of Loan Payments

$12.00

$2,017.00

Loan Calculations for Balance Sheet

Principle Paid

Due Short

Due Long

$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

$0
Sure Product Consulting: “Due Long” is whatever priciple is left: origloan – pricpaid so far – due short. Whatever is due more than 12 months out.

$0
Sure Product Consulting: cummulative principle paid: includes previous quarter’s payments

BETA – Monthly Loan Calculations for Balance Sheet

Last Month Num

0.000%

Loan & Investment Schedules for Disbursement & Repayment

Most marketing strategists agree that people buy benefits, not features. In other words, customers are more concerned about how a purchase will affect their lives than about how the company achieves those results. So your marketing message must tell customers what they get, such as security or an enhanced self-image, rather than merely the detailed specifics of what your product or service does.

What Customers Want: The Five Fs

“The Five Fs,” described below, are a convenient way to sum up what customers want.

1. Functions. How does the product or service meet their concrete needs?

2. Finances. How will the purchase affect their overall financial situation—not just the price of the product or service, but other savings and increased productivity?

3. Freedom. How convenient is it to purchase and use the product or service? How will they gain more time and less worry in other aspects of their lives?

4. Feelings. How does the product or service make customers feel about themselves, and how does it affect and relate to their self-image? Do they like and respect the salesperson and the company?

5. Future. How will they deal with the product or service and company over time? Will support and service be available? How will the product or service affect their lives in the coming years, and will they have an increased sense of security about the future?

Customers, of course, want to receive benefits in all these areas, and you should be aware of how your product or service fulfills the entire range of their needs. However, your primary message must concentrate on one or two of these benefits that most effectively motivate your customers and that stake out a competitive position for your company.

You communicate these benefits through every interaction you have with your customers, not simply through your advertising. Naturally, your company slogan and any words you use in advertisements deliver an overt statement to the potential customer. Perhaps the name of the business itself is a direct message, for example, “Bed Bath & Beyond” or “Cheap Tickets.”

Power of the Indirect Message

Indirect messages can leave an even stronger impression with customers. If brochures are cleanly designed and sales representatives conservatively dressed, it conveys the impression that the company is professional and responsible. If the decor features trendy colors and rock music plays in the background, the implication is that the company is youthful and contemporary.

Sometimes, unfortunately, a company sends out mixed messages—for example, having nicely dressed salespeople but poorly printed sales material. How will you convey an image to your customer that reinforces your direct message? How will you add value to your product or service through design, packaging, and presentation?

“Everything supports the vision. That’s the key in retailing. Everything must reinforce the central concept you are trying to convey to your target market, including your product lines, the customer service you offer, architectural design, the hours you’re open, even the type of bags you use.”

Nancy Glaser
Business Strategies Consultant

The Five Fs worksheet on

page 166

helps you organize your answers to these questions; the information then can be incorporated into the Marketing section of your business plan.
This worksheet helps you summarize how you reinforce your company’s image and what you are trying to tell customers about your product or service. Use the information for internal planning as well as in your business plan.

Marketing Strategy

Once you have clarified what you want to tell customers about your company, you must describe how you disseminate that information.

How do you reach potential customers? Do you advertise? If so, where?

Do you send an email newsletter? If so, to what mailing lists? Do you optimize your website for search engines? Do you participate in trade shows? If so, which ones and how frequently?

Since every marketing vehicle costs money, carefully plan how you intend to spend your marketing dollars. In devising your overall marketing program, be sure you look for:

■ Fit. Your marketing vehicles must reach your actual target customer and be appropriate to your image.

■ Mix. Use more than one method so customers get exposure to you from a number of sources.

■ Repetition. It takes many exposures before a customer becomes aware of a message.

■ Affordability.

Use the Marketing Vehicles worksheet on

page 168

to document how you employ various marketing vehicles in your business.

Be Resourceful

Often the best marketing vehicles are not the most obvious or the most expensive. A large ad in a specialty publication may prove far more effective and less expensive than a small one in a general newspaper. Building a presence on a social media site targeted to a specific audience can bring better results than being on the most popular social media sites.

You may want to consult the Standard Rate and Data Service to find names and advertising rates of specialty and general publications. To find information on trade shows, look online for trade organizations in your industry.

You can also find an extensive listing of trade shows online at:

TSNN.COM

www.tsnn.com

SUCCESSFUL MEETINGS

www.successfulmeetings.com

If you are marketing to businesses, identify potential customers for direct mail or telemarketing efforts on ThomasNet at

www.thomasnet.com

Some of the marketing vehicles to choose from are:

■ Brochures. Leaflets, flyers, or other marketing collateral; these are particularly useful for service businesses.

■ Company Website. Every business must have a website. It may be robust—where you sell products directly to customers, or answer customer service inquiries—or it may be quite simple.

■ Print Media. Newspapers, magazines, and specialty publications.

■ Broadcast Media. Radio and cable television can likewise target specific markets; network TV stations can be very expensive, however.

■ Social Media. Facebook, Instagram, Snapchat, Twitter, Linkedin, and so on, and blogs that help you build relationships with customers and influencers in your market.

■ Online Advertising. Paying for visibility on other websites; these can be banner ads, sponsorship of other sites, and purchasing of keywords in search engines.

■ Advertising Specialties. Items imprinted with the company name given to customers, such as calendars, caps, desk sets, and other gifts.

■ Direct Mail. Flyers, catalogs, brochures, and coupons.

■ Email Mailings. Regular or infrequent mailings to email mail lists; these can be direct advertisements or email newsletters.

■ Public Relations. Free feature and news articles in the media and other publicity, usually secured by public relations specialists.

■ Sampling. Distribution of free product samples or coupons entitling recipients to free or discounted samples of your product or service.

■ Informal Marketing/Networking. Activities such as joining organizations, public speaking, or attending conferences.

Offline Marketing Tactics

In addition to direct marketing methods, you can employ a number of creative strategies to promote your company. These tactics often involve little or no extra cost and can be the source of substantial increased revenues.
Complete the Offline Marketing Tactics worksheet on

page 171

to indicate marketing tactics you use to increase sales.

Various industries have particular marketing tactics, and enterprising entrepreneurs devise unique methods to reach customers. A few important strategies to consider in your marketing approach are described below.

Media Advertising

Advertising works. Customers expect to learn about products and services from ads in newspapers and magazines or on the radio or television. Advertising gets your company’s name and message to a large number of people with relatively little work on your part. But it costs money. Don’t buy ads based merely on the number of people reached; make sure the ad is reaching the right people: your target market. A badly designed and poorly written ad may be worse than no ad at all, so spend the time and money to develop a good one. Run ads repetitively; professionals estimate it takes nine exposures to an ad before someone even notices it.

“In seeking strategic partners, the first criterion is to find those groups that have a shared view of what we are trying to do. We have four criteria for choosing a strategic partner: 1) similar strong emphasis on marketing; 2) shared understanding of the target market; 3) agreement on the geographic area we’re serving; and 4) ethical, quality people. We next try to find people who can give us better access to different types of media, and at better rates than we could secure. Often potential partners approach us; in other cases, our vice president of sales contacts her counterpart in an organization we are interested in. Then we make sure that the partnership is as profitable for them as it is for us, or else they won’t be coming back to us. This ensures their support for the endeavor and opens the door for future business partnerships.”

Andre Tatibouet
Founder, Aston Hotels

Customer-Based Marketing

Often neglected, this is one of the most fruitful types of marketing. Two particularly effective approaches are to emphasize repeat sales by positioning your product or service to be consumed or replaced, and to offer add-on sales, whereby you increase the total revenues per customer through the sale of extra products or services.

Another approach is point-of-purchase promotion: merchandising displays or other offers presented to customers at time of sale to encourage impulse purchases.

Strategic Partnerships

Identify a related company with which to associate for promotion, sales, or distribution. Ways in which you might use such a partnership include:

■ Cooperative Advertising. This type of advertising occurs when two companies are mentioned in an advertisement and each company pays part of the costs. This is a frequent practice in many industries.

■ Licensing. One company may grant permission to another to use its product, name, or trademark. For instance, instead of selling your computer software program directly, you might license it to another software publisher to incorporate in its program.

■ Distribution Agreement. This is an agreement whereby one company carries another’s product line and distributes another company’s products or services.

■ Bundling. This is a relationship between two companies in which one company includes another company’s product or services as part of a total package.

Special Offers/Promotions

Special offers and promotions enable you to increase sales revenue and build market share by offering customers special values. The tendency is to consider this primarily a retail tactic, yet service companies and business-to-business marketing can also incorporate the practice.

Strategies include leader pricing—products or services on which you make little or no profit—to entice first-time customers and increase patronage, and introductory or limited time offers to build cash flow at critical points.

Premiums

The use of premiums in marketing includes encouraging sales and creating goodwill through gifts, sweepstakes, discounts, and other perceived added value. These “extras” can be packaged with products or services (such as free wine glasses with a two-bottle box of wine), given as gifts with a purchase, or offered as discounts, often in conjunction with other companies (such as travel discounts), for established customers. Many websites use sweepstakes with prizes to attract visitors to their sites.

Online Marketing Tactics

The online universe offers an enormous range of marketing opportunities. New ones are developed as fresh technologies emerge and entrepreneurs create innovative ways to communicate. Add to this the fact that people are now connected to the Web virtually all the time via smartphones and other mobile devices.
Complete the Online Marketing Tactics worksheet on

page 177

to describe which online tactics you’ll use.

Social Media Sites

These sites are based on the concept of user-generated content combined with continuous interactivity and connectedness. The result is a huge number of people constantly attached to the Web, their electronic devices, and each other.

Are you trying to reach consumers or businesses? Does a mass-market site (e.g., Facebook, Twitter, Pinterest), a special interest site (e.g., Chowhound for food), or a professional networking site (e.g., LinkedIn) better suit your offering? Once you’ve picked the right site (or sites), provide relevant and interesting content to raise your company’s visibility in the community.

Blogs

Blogs—short for Web logs—are frequently updated online journals that can contain text, audio, video, graphics, and photos. From a marketing perspective, blogs work well for businesses in which expertise is valued—for consultants, technology service providers, professional service businesses, and so on.

Whether you create your own blog or regularly contribute to a popular blog in your field, your blogging efforts can greatly enhance your visibility and credibility. If you offer readers something of value (beyond a sales message), it’s likely you’ll attract people looking for your services or products.

Effective use of blogs can:

■ Build name and brand recognition.

■ Establish you as an expert.

■ Attract customers and clients.

■ Create links to your website.

■ Generate buzz around a new product.

■ Let you tap into a committed market.

Other Social Media Tactics

Creating your own podcast might be a good option if you have compelling content on the most popular podcast topics: technology, politics, and business.

What about a video? While YouTube is the best known of the videosharing sites, there are many others out there, and some of them are focused on “how to” videos, possibly providing a perfect opportunity to showcase your expertise.

Review sites and community sites give users the opportunity to rate and post comments about the products, services, and companies they use. These sites include

Yelp.com

, Angie’s List, TripAdvisor, and Zagat. Their comments and reviews can be powerful marketing tools for your business—or they can result in disaster.

As with every other aspect of your marketing plan, you should carefully evaluate the return on investment you can expect from blogs, podcasts, and other online marketing tactics. Although many of these activities don’t appear to cost much money, all of them take time. Be sure to factor in the time—yours, your staff’s, and any consultants’—that goes into social media marketing.

Mobile Marketing

Mobile devices have transformed the way customers deal with local businesses. How long has it been since you used your smartphone to find a business? To reserve a table at a restaurant? To get directions? Likely, not long. You don’t have to develop a gee-whiz app or use every mobile method available in order to reach the increasing number of people searching for businesses like yours on their mobile devices. You do, however, at least need a mobile version of your website.

Daily Deals

A deal site, such as Groupon, sends an email daily to those who’ve registered. People interested in your discounted product or service purchase your deal. You typically pay nothing to be included, but the deal site gets a hefty piece of the sale: 30% to 50%. And typically, you must offer at least a 50% discount. So if your business creates custom photo books, here’s what a money breakdown might look like: You offer your $40 leather-bound photo book for $20. With each sale, you get $10; the site gets $10. Those who never redeem the coupon add to your profit margin: Businesses report 5% to 40% nonredemption rates.

Deals are best offered to launch a new business or get your name out there, for slow periods to drive new traffic, and to move excess inventory. For some companies, these offers are useful business builders. Other companies, which have lost money and attracted only bargain-hunting customers, have found them to be costly and counter-productive.

SEO and SEM

With search engine optimization (SEO), you design a website that is optimized for search engines to find you quickly and easily. The goal: your website listed high on the “results” page when a user searches for relevant keywords. With search engine marketing (SEM), you buy keywords so that your advertisement appears every time a user searches the Internet using them.

■ SEO. First, you need to figure out which words your target customers are most likely to use when searching for the types of products or services (or content) you offer. You’ll need to repeat your keywords throughout your site so that search engine crawlers are likely to associate your website (or certain pages within it) with those keywords. As you develop and update your site, keep these keywords in mind.

Be aware, however, that SEO is as much art as science. Since search engines frequently change their search algorithms, the optimization rules that kept a company in the top spot one month might not apply the following month.

■ SEM. This broad term could apply to any type of marketing activity aimed at associating your company’s name and website with search engine results; however, to distinguish it from search engine optimization, the term SEM has come to mean those activities in which you pay to have your site appear high within search results. SEM can also be called search engine advertising.

SEM is very popular for two reasons. Searchers are often highly qualified prospects—especially for the most narrowly defined terms. And advertisers are charged only when a searcher clicks on their ads (called a click-through). They do not pay just for the ad being displayed.

“In a business plan, I want to know the answers to these questions: ‘What are they going to sell, to whom, and how?’ In other words, what is the marketing aspect of the business? What sales force, advertising, and other marketing techniques are they going to use? And secondly, what are the costs? I want to know manufacturing or sourcing costs. How reliable and stable are these costs? At what costs will they sell their products or services? I want to see believable costs and believable pricing.”

Robert Mahoney
Corporate Banker

Email Newsletters

Email newsletters offer an extremely effective way to build your business and stay in front of your customers and prospects. They also have the advantage of being fast, easy, and inexpensive to produce.

In an email newsletter, you can include information and tips your customers can use, short articles, business updates, special announcements, or coupons and special offers. Avoid filling your newsletter with sales information about your products and services—instead, provide recipients with some benefit for opening your email. That way, they’re more likely to open the next one you send.

But a word of caution about all email marketing: Be careful not to abuse it. Send email only to those who’ve signed up to receive email from you or have had some dealings with you (including giving you their business card), otherwise you may be breaking the law. Limit the frequency of your messages; generally once or twice a month is enough for an email newsletter. Try to use a compelling “Subject” line to increase the chance that people will open and read your mail. And make sure your mailings are meaningful, are valuable, and don’t contain offensive content or language. If not, recipients will soon block your email as spam, and if enough people do that, email filters will block your messages to many larger servers.

Online Advertising

Even if you find most online ads bothersome, it’s a good bet that there are others you’re happy to see. For instance, if you’re looking for environmentally sensitive products—solar-powered heating, energy-efficient lights, recycled building materials, and so on—and come across a website listing and describing suppliers of such products, you’ll be thrilled. You won’t care that these companies paid to be listed; you’ll just be glad to find all of these resources in one location.

What’s important is that you design your own online ads to attract (not annoy) your target customers and then place them where potential customers are most likely to see them.

Some major types of online website advertising opportunities are:

■ Website Ads. Banner ads typically include graphics or photos as well as text, and are placed adjacent to the content of the webpage itself. Interested viewers can then click through to the advertiser’s website.

Another form of website advertising is interstitial ads—that is, ads that appear between (or before) other content and websites. With this type of ad, viewers become a captive audience. After they type in a website address, an ad appears before the actual site they want to visit opens.

■ Sponsorships. With a sponsorship, an advertiser pays to support a website, portion of a website, content within a website, or the organization behind the website. In return, the website gives the advertiser visibility and recognition. Often, this visibility takes the form of a static banner ad; however, it can also mean displaying the sponsor’s name, logo, or tagline in immediate proximity to content.

■ Online Classifieds. Some of the most effective ads are pure text (or, perhaps, text augmented with a few pictures)—the equivalent of online “classified” ads.

The best known is Craigslist (

www.craigslist.org

). While most people look for jobs or used goods on Craigslist, many businesses also use the site to advertise their products or services. Advertising on Craigslist takes time (you have to continually update your ad to stay visible), but, in most cases, it’s free.

■ Affiliate Auction. Online auction sites, such as eBay, are more than just places for individuals to auction off used goods to the highest bidders.

Representing huge online marketplaces, such sites have created myriad marketing opportunities for entrepreneurs. Since you can set up “stores” on these sites or list products as “Buy It Now” without conducting an auction, you can use auction sites as an advertising medium—just as you would online classified sites.

■ Affiliate Programs. You can advertise your products or services on other people’s websites by setting up an affiliate program (which can also be thought of as pay-per-sale advertisements, since the hosting website only gets paid if the ad results in a sale).

Affiliate advertising offers incentives for others to place your ads on their sites in exchange for a piece of the action. For instance, if one of their site visitors clicks your ad, goes to your site, and makes a purchase, the originating site gets a commission on the final sale.

“What’s your ‘go to market’ plan to let potential customers know you exist? If people don’t know you exist, you’re not going to scale. How will you let people know you have a solution to their problem?”

Lauren Flanagan
Cofounder and Managing Director, BELLE Capital USA

Marketing Globally

In today’s connected world, it’s far easier to find and serve customers worldwide than ever before. While your domestic market may seem like a large enough target market to pursue, especially if yours is a young company, you should also at least consider expanding your potential customer base internationally.

Even if you don’t directly target global customers, it’s likely that you’ll have customers throughout the world, especially if you have an online presence. International customers may find you even if you are not actively seeking them.

Before you decide to market your products or services internationally, you must determine whether there’s likely to be market demand from other countries, and if you can affordably and effectively fulfill orders should you receive them. After all, there’s no point in marketing a product if it’s going to be impossible or unaffordable to ship. So begin your global marketing evaluation by determining which—if any—of your products or services are appropriate for global sales. Are there customers in other countries who are likely to want or need your products or services? If so, in which countries?

Keep in mind that you do not necessarily need to have a physical presence in another country to be able to market to customers. You might, for instance, find a locally based company with which to partner that can import and market your products or that can license your products or intellectual property, adapt your offerings to meet the needs of the local market, and market them under either your name or its company name.

For most businesses, however, their online presence—particularly through their website or their sales through other websites—is going to be their major global marketing vehicle. So as you build or redesign your website, keep international prospects in mind, with considerations such as:

■ Making your website friendly for international customers (for example, the use of multiple languages, prices in other currencies, use of the metric system for measurements, customer support for different time zones).

■ Creating special websites or landing pages for each country or region you’re marketing to.

■ Making an attempt to understand cultural norms. For instance, in some countries, comparison advertising (e.g., taste tests of Coke versus Pepsi) is not done. In many Asian countries, red is a symbol of good luck.

■ Using social media. Participating in social media where many or most users are from your target countries.

■ Buying ad words to appear when searchers are from a specific country. Some search engines allow you to target particular countries. Keep in mind that in some countries, other search engines may be dominant—such as Baidu in China.

Of course, you can also create a local presence if the opportunity in a specific country is large enough to warrant it. In such a case, you will certainly want to learn about that country’s customs when it comes to marketing and sales. You may wish to engage locals on your marketing team or hire local marketing companies (public relations or advertising firms, for example) that better understand the local market. You’ll also need marketing collateral materials (such as brochures) appropriate for that country.

Use the worksheet on

page 179

to sketch out your global marketing efforts.

Your Sales Structure

Directly related to your marketing strategy is your sales structure—how you achieve actual customer orders. In this section of your plan, describe the two main components of your sales system: the sales force and the sales process.

If your business plan document is being used for external funding requests, you don’t need to go into great detail; it is enough to provide a general outline, giving a sense of your understanding of what is necessary to produce sales. For internal planning, however, you should flesh out these concepts more thoroughly.

“With public relations, you need to keep your best foot forward at all times. You should be scrupulously honest, as direct as possible; at the same time, you want to protect your long-term goals and the reputation and dignity of any individuals involved. It’s important to maintain a certain public perception of your organization, so you can’t go into all the details of each decision. The public has a hard time handling negatives. You must have standard, acceptable methods and forms of response to critical questions and inquiries.”

Bill Walsh
Former Coach and President
San Francisco 49ers

The Heartbeat of Your Sales Force

At the center of your company’s income-producing activities are those members of your staff with specific sales responsibilities. These are the people who come in direct contact with your potential customers and who most immediately determine whether your product or service is actually purchased. These key staff members are your sales team, and you must carefully plan how you make the best use of their skills and time.

What responsibilities do you give your sales team? What commissions and incentives do you provide? How do you train and supervise the people responsible for bringing in your revenues?

Of course, every employee actually has a part in attracting and retaining customers: If the janitor does a poor job and the store looks dirty, customers may not want to buy from you. Thus, many companies incorporate some form of sales-related training for all personnel. But certain staff members (and nonemployees, as well) have particular responsibilities for securing sales, and these individuals are at the center of your sales team.

“Some people think it’s either win or lose. But every game is followed by another. An analogy in business is that every sales call will be followed by another. You’re always preparing for the next one. So it’s important to make each game as close as possible, do as well as you can on each call. Even in the process of losing, even if you don’t make the sale, you’re improving and refining your skills, and how well you perform when you lose is important in determining whether you will eventually win.”

Bill Walsh
Former Coach and President
San Francisco 49ers

Sales Activities

Sales activities can be conducted either on your business’ premises or by calling on customers at their homes or places of business. And your sales force can consist of either inside or outside salespeople.

■ Inside Sales Personnel. Employees who remain on the company’s premises to secure sales; includes floor salespeople in retail stores, personnel who take phone orders, and telemarketing.

■ Outside Sales Personnel. Salespeople who go to customers’ locations to solicit orders; these can be company employees working on salary alone, salary plus commission, or straight commission; or they can be independent contractors—sales representatives and manufacturer’s agents, either representing many product lines or handling one company’s products exclusively, usually on a commission-only basis.

■ Online Sales. Online sales can include websites that sell products directly to customers through either an ecommerce site or an auction site such as eBay. Lead generation sites generate sales indirectly by collecting leads for salespeople. Lead sites often require that visitors provide contact information if they want to access the sites’ content, videos, and/or downloads. Salespeople then use this contact information to follow up with users.

You can also hire independent telemarketing services to conduct your telephone sales from their place of business, using their employees.

Once you determine the nature of your sales team, delineate how you divide responsibilities among personnel—for example, assigning sales representatives by territories, product lines, or customer types.

Employee Compensation and Training

How do you pay your sales force? Some form of commission is common in most selling situations. What commission percentage do you provide?

Do you give bonuses for reaching certain goals?

Do you use other incentives, such as awards, gifts, or vacations? Do district managers or other supervisors receive commissions on their staff’s sales?

You also need to consider how you continue to train, motivate, and supervise your sales force. Selling is a difficult, often dispiriting, task, and salespeople need frequent encouragement and support. Who will be responsible for this?
The Sales Force worksheet on

page 181

helps you outline the structure of your sales team.

Sales Process

Finally, you need to identify the procedures you use in making sales calls and presentations, and to project the level of results you expect from your sales force. Although this information is not necessary to include in a business plan prepared for external financing purposes, the data on sales productivity is important in developing realistic sales forecasts.

How will actual sales be achieved? You will likely use more than one of the methods shown in the graphic below. Set goals for each method you employ.

“We book travel packages together [air transportation, hotel, etc.] with our strategic partners. We work in tandem with their salespeople. They may be making a heavy volume of sales calls, and they sell our hotel along with their product.”

Andre Tatibouet
Founder, Aston Hotels

Aspects you should consider in evaluating your sales process include:

■ Cold-Calling. Contacting targeted customers before they have indicated any interest in purchasing your product or service; this can be done in person or on the phone.

■ Leads. Developing or purchasing names of potential customers who have expressed at least some level of interest in your product or service.

■ Productivity. Estimating the amount of time it takes to secure sales, and the level of sales realistically expected from each salesperson.

■ Order-Fulfillment. Ensuring that orders are completed promptly and accurately, an essential completion of the sales process.

■ Goals. Establishing specific, measurable objectives for each salesperson and the total sales force; realistically assessing the number of sales possible for each sales representative given the nature of his or her assigned territory/product line/customer base; setting sales quotas based on these assessments.

■ Follow-up Efforts. Making sure that the sales representative maintains ongoing contact with the customer after the sale and seeks out repeat sales opportunities.

■ Optimize Your Website. Adding keywords to your site and/or buying keywords to help boost your rankings in search engines and direct more traffic to your site.

Use the Sales Process and Productivity worksheet on

page 183

to outline the procedures and productivity levels you expect in your sales efforts.

International Sales

Once you have determined that there is likely to be demand from customers in other parts of the world for your products or services, you need to evaluate how you will make and fulfill sales.

One of the biggest challenges in serving international customers is fulfilling orders. If you have a physical product, it may be difficult and expensive to ship, and you may face tariff or custom considerations. You need to examine those issues before you spend time or money marketing and building a sales operation.

If, however, what you are providing is a downloadable product (such as software, an app, or content) or an online hosted service, there’s almost no problem in fulfilling orders—assuming, of course, that the product or service has some international appeal. If that is the case, you should certainly give consideration to how to improve your online presence to attract global customers.

Recognize that sales conditions and terms may be different in other countries. For instance, in some countries, many consumers will not have credit cards, or you may have limits on the interest rates you can charge even your commercial customers. As you make your sales plans and projections, you’ll need to understand those differences.

A typical way for companies to develop international sales is to partner with another company/corporation or a sales company or distributor in that country. Or, you may license your product or intellectual property (for example, software, designs, content) for them to sell under either your brand name or theirs. Contact your industry trade associations to see what’s typical in your industry and how other companies currently license similar products in other countries.

One excellent way to test the waters for global markets is by participating in international trade shows. These expositions bring many parties in an industry together to show their products to potential customers. Trade shows are an excellent, efficient way to reach a large number of international customers and partners. They can be a method of finding local distributors or licensors in other countries.
Use the worksheet on

page 187

to outline any plans you have for international sales.

“If you don’t feel comfortable being a salesperson, if you can’t handle rejection or don’t like the feel of it, find something else to do, because even if you don’t end up selling your product, you need to sell investors, employees, vendors, and the public on your enterprise.”

Seth Goldman
Cofounder, Honest Tea

Preparing the Marketing Section of Your Business Plan

You need to distill the highlights of your marketing and sales planning into a concise and compelling statement of how you reach customers and convince them to purchase from your company. The Marketing section of your business plan should include:

■ The message you attempt to send customers; how you position your company in the market.

■ The marketing methods and vehicles you use.

■ The sales force and sales procedures you use.

The Marketing Budget and Sales Projections worksheets and the Plan Preparation Form on

pages 188

–

192

help you organize information for completion of your business plan’s Marketing section.

Refer to the previous worksheets in this chapter when completing your marketing budget estimates for the Marketing Budget worksheet. Some of this information will also be used in the Financials section of your business plan. To complete the Sales Projections worksheet, estimate income by each product line, then total the income from all product lines and transfer this information to the appropriate financial forms in

Chapter 16

Chapter Summary

Your marketing plan and sales strategy are at the heart of your company’s business. To stay in business you have to reach customers and secure sales. That is why this section of your plan is likely to be closely reviewed by prospective investors. When studying your marketing plan, these investors want to see that you have a realistic, cost-effective approach to positioning your products or services in the market and to motivating customers to purchase.

In your sales strategy section, potential funders want to see that your sales methods are appropriate for your business and that your sales force is both large enough and trained well enough to be able to secure the sales levels necessary to sustain your business.

NOTE: A Microsoft Excel version of this worksheet is available as part of PlanningShop’s Business Plan Financials package, available from

www.PlanningShop.com

NOTE: A Microsoft Excel version of this worksheet is available as part of PlanningShop’s Business Plan Financials package, available from
www.PlanningShop.com

SAMPLE PLAN: MARKETING PLAN

MARKETING PLAN

ComputerEase distinguishes itself from its competitors by better understanding the needs of its customers. Other computer software training companies, both in the Vespucci area and online, market their services as if their customer were the individual student taking the class. ComputerEase, on the other hand, knows that the customer is actually the student’s employer—the business that has contracted with ComputerEase.

ComputerEase Meets Customers’ Needs

Employers have slightly different motivations than the students themselves. Although the companies, as well as the students, want high-quality, easy-to-understand training, the businesses also want:

• Increased overall productivity.

• One company to deal with for all computer training needs.

• Ongoing support for their employees.

• The convenience of not having to disrupt the workplace for computer training sessions.

These business customers want to deal with a training company with which they can have an ongoing relationship.

ComputerEase’s slogan, “We speak your language,” is designed to reassure its primary market: large corporate customers. The slogan implies both that the software training itself will be comprehensible and that ComputerEase understands the needs of the business customer.

As a play on the word “computerese,” the name is designed to be memorable, with the added implication that the company makes dealing with computers easy. Computer-Ease prominently features its slogan, “We speak your language,” on all its marketing materials, on its company website, and at the bottom of email messages.

Describes the company’s message.

ComputerEase Emphasizes Training

ComputerEase emphasizes high-productivity training. This is accomplished by selling not only training at the introductory, basic user-level, but also additional, advanced training to substantially increase the benefits to the corporate client. This additional training expands the number of services ComputerEase can sell each customer, and increases the revenues produced from each sale.

Organization of Sales Team

Since ComputerEase’s primary target market is mid- to large-size companies, it has to carefully tailor its sales pitch to the buyers of corporate training—either in-house training managers or human resource professionals. It does this through a small telesales team of three contractors who are each paid $25 per hour plus commissions. Their primary job: to get past the primary “gatekeeper” and then pass the lead on to Vice President of Marketing Ishaan Permaul or President and CEO Charlotte Alexander.

Tells sales mechanism.

All queries coming in through the website are first screened by the receptionist, who doubles as the customer service representative, and who responds to each one immediately and personally, and passes the lead onto Permaul or Alexander. Each website inquiry is called back within 24 hours. A part-time channel administrator is in charge of handling all requests for information or orders that come in through software or hardware resellers or consultants.

Additionally, all company personnel are considered members of the sales team. Even the software trainers themselves participate in monthly sales training meetings, and all employees receive financial bonuses if the company reaches overall sales goals.

Indicates sales training for staff.

Marketing Vehicles

Most of ComputerEase’s marketing for its online products is done—appropriately enough—online. The firm buys keywords from the major search engines so that its ads show up anytime a user performs a search using those words, directing traffic to the company website. Additionally, the firm has bought a sponsorship on the premier corporate training website, and makes sure it is listed on every major business directory under “corporate training/software.” (Sometimes it has to pay for these listings; sometimes they are free.) ComputerEase has also been sending out a highly regarded email newsletter every month to a growing list of corporate trainers that explores best practices in technology training. The firm will also use social media as a mechanism for marketing services and for providing customer support.

The firm has also sponsored ads in Corporate Trainer magazine, and is one of the sponsors of the largest software training conference in North America.

For its on-premise marketing, ComputerEase focuses on face-to-face solicitation of human resource and training directors of large local corporations with the goal of generating regularly repeated sessions.

Additionally, the company maintains an ongoing direct mail program. A schedule of ComputerEase’s downtown classes is sent out every two months to the target audience. Currently 3,500 pieces are sent. ComputerEase purchases lists of human resource directors and another list of local subscribers to a leading computer magazine. All prior students are also included in the direct mail program.

Gives specifics of marketing plan.

Cooperative Marketing Plans

ComputerEase partners with leading software publishers on many collaborative marketing activities. These include sharing the cost of cooperative advertisements placed in regional computer publications, sponsoring special events to introduce corporate clients to the publishers’ new software, and sponsoring a trade show booth at the regional human resource directors’ annual convention.

As one of the key sponsors of the corporate training world’s largest conference on software training, ComputerEase has earned a good deal of credibility through its presentations and executive speeches by Vice President of Marketing Ishaan Permaul and President Charlotte Alexander. Additionally, ComputerEase has agreements with three of the top national software distributors and the largest hardware reseller chain as well as a growing network of computer consultants to “bundle” its training courses with new hardware and software sales for a discounted fee.

>Warning

R N I N G !

ILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.

0 for

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

and Excel 201

on Windows

Enabling

ros”

& 201

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

& 20

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

. Click the “Trust Center Settings…” button in the lower right

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

. Click “OK” twice


W	A
IT APPEARS THAT YOU DO NOT HAVE EXCEL’S MACRO CAPA	B
Excel 2									0	1	Windows
If you do not see the “Security Warning” along the top of this page, scroll down for more detailed instructions, under “Excel		20			10			3				–	Mac
Excel 20			13			6
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 20				11	16
Excel 2013 and Excel 2016 on Windows – Enabling Macros
Note: The procedure is exactly the same for Excel 2013 & 2016, even though the two versions look slightly different. 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
				5			7

Your

Comp

any Name

Welcome

Welcome to

Business Plan Financials

! Thank you for purchasing Business Plan Financials from

PlanningShop

Setup

and

Assumptions

” worksheet, where you’ll enter some basic information about your business.

About

Our Support of Mac vs. Windows

PlanningShop supports Business Plan Financials on the following platforms: Windows
1. Microsoft Windows10 with Microsoft Excel 2016 / Microsoft Office

5 2. Microsoft Windows 8 or later with Microsoft Excel 2013 Mac
4 Mac OS X with Microsoft Excel 2016 5. Mac OS X with Microsoft Excel for Mac 2011 Version 3.1

PlanningShop

Setup

Your Company Name

uary

Ten

” as opposed to cash). What percentage of your sales will be made on credit?

%
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.

, Net 30, Net

, Net

0, or Net

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

Flow Statements.

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

Setup and Assumptions

SalesProj

keting Plan & Sales Strategy” in Successful Business Plan: Secrets & Strategies.

2017

Assumptions

ruary

ust

tember

ober

ember

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

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

TOTAL

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

0 0 0 0 0 0 0 0 0 0 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

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.

$0.00 $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

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

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

of Goods Sold

)

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

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

Net 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 $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 $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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 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. $0.00
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. $0.00
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. $0.00 $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 $0.00 $0.00
Gross 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 $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 $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 $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 $0 $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 $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0