The Legal Associated Temp Agency (LATA) is a full-service temp agency providing Portland/Vancouver with qualified, experienced temp attorneys. This market has been addressed in part by larger, general temp agencies, but not fully. LATA will offer a higher quality alternative to the current offering of temp attorneys. LATA will appeal to small- to mid-sized law firms in need of temp legal help for projects.
LATA will also attract firms looking for a new associate to trial. LATA’s service will allow firms to use a temp attorney for up to three months and then decide on permanent employment. This significantly reduces the risk of hiring new employees. The Portland legal market is currently underserved and LATA will easily find their niche.
The projected growth rate for LATA is 107% by year three, with gross margins at 100% as a percent of sales.
Contents
1.1 Objectives
The objectives for the first three years of operation include:
- To create a service-based company that exceeds customers’ expectations.
- The utilization of LATA in at least 30 law firms in the Portland/Vancouver legal community.
- To increase LATA’s clients by 20% per year through superior performance and word of mouth referrals.
- To develop a profitable, sustainable business serving the Portland legal community.
1.2 Mission
The Legal Associates Temp Agency’s mission is to provide legal professionals for customers’ needs. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed customer expectations.
Company Summary
The Legal Associates Temp Agency (LATA), located in Portland, OR, offers clients temp legal professionals. LATA provides law firms with temp attorneys, both generalists and specialists. Law firms may use LATA’s attorneys for limited duration projects or convert them into their employees.
LATA targets mid-size firms that experience larger workload variances than larger firms. LATA also serves smaller-size firms that need temp attorneys to ease their workload.
LATA operates out of a commercial office in downtown Portland. It consists of five people and projects steady sales growth after the initial setup period.
2.1 Company Ownership
LATA is an Oregon Corporation, owned solely by Steve Stopgap.
2.2 Start-up Summary
LATA’s start-up costs include equipment for the office, website creation, and advertising.
The office requires a computer system with five workstations and a dedicated terminal. The computers need the minimum specifications: 500 megahertz Celeron/Pentium processor, 64 megabytes of RAM, 6 gigabyte hard drive, and one computer with a CD-RW. A laser printer and DSL router are also needed.
Advertising costs are associated with increasing LATA’s visibility to prospective customers, including a website.
Start-up Requirements
– Legal: $0
– Stationery etc.: $200
– Brochures: $500
– Website Development: $500
– Other: $0
– Total Start-up Expenses: $1,200
Start-up Assets
– Cash Required: $58,800
– Other Current Assets: $0
– Long-term Assets: $5,000
– Total Assets: $63,800
Total Requirements: $65,000
Start-up Funding
– Start-up Expenses to Fund: $1,200
– Start-up Assets to Fund: $63,800
– Total Funding Required: $65,000
Assets
– Non-cash Assets from Start-up: $5,000
– Cash Requirements from Start-up: $58,800
– Additional Cash Raised: $0
– Cash Balance on Starting Date: $58,800
– Total Assets: $63,800
Liabilities and Capital
– Liabilities
– Current Borrowing: $0
– Long-term Liabilities: $0
– Accounts Payable (Outstanding Bills): $0
– Other Current Liabilities (interest-free): $0
– Total Liabilities: $0
– Capital
– Planned Investment
– Investor 1: $65,000
– Other: $0
– Additional Investment Requirement: $0
– Total Planned Investment: $65,000
– Loss at Start-up (Start-up Expenses): ($1,200)
– Total Capital: $63,800
Total Capital and Liabilities: $63,800
Total Funding: $65,000
Services
The Legal Associated Temp Agency provides law firms with experienced temp attorneys. LATA offers both generalist and specialty temp attorneys who can seamlessly integrate into a firm or project with minimal training and supervision. LATA’s services are appealing to firms that require immediate assistance and cannot afford the time and cost of hiring and training an attorney for short-term projects.
LATA also assists firms that want to outsource their HR functions by performing all aspects of the hiring process, including interviewing, training, hiring, and payroll. This allows firms to quickly onboard temp attorneys for several months as a probationary period. If the firm is impressed with the attorney’s performance, they have the option to convert them into a full-time employee while compensating LATA with a small fee.
Market Analysis Summary
LATA focuses on two primary groups of attorneys in need of temp attorneys. The first group consists of mid-size firms with seven to 15 attorneys. These firms often require help on specific projects of limited duration and bring on temp attorneys to assist with ongoing cases.
The second target group is small law firms with one to six attorneys. These firms typically encounter clients with needs that exceed their current workload capacity. In these cases, they hire temp attorneys to handle the entire case from start to finish.
While there are existing legal-only temp firms in the Portland area similar to LATA, there is still ample market opportunity due to the growth of these companies. Additionally, there are general temp agencies that serve attorneys but lack specialization in the legal field. Law firms are increasingly recognizing the value of obtaining temp attorneys from specialized legal temp firms that better understand their specific needs.
Market Segmentation
LATA’s customers can be categorized into two groups:
1. Mid-size law firms (seven to 15 attorneys):
– These firms occasionally require assistance on specific projects of limited duration. They engage temp agencies like LATA to provide temp attorneys who can assist with the project without taking it over completely.
2. Small law firms (solo practitioners or firms with up to six attorneys):
– These firms often encounter clients with cases they don’t have time to handle but don’t want to turn away. They seek the consent of their clients to hire a temp attorney who can take care of the case under limited supervision.
In addition to these groups, there may also be miscellaneous customers who do not fit neatly into a specific segment.
Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Small-size Law Firms 9% 345 376 410 447 487 9.00%
Mid-size Law Firms 8% 154 166 179 193 208 7.80%
Total 8.64% 499 542 589 640 695 8.64%
4.2 Target Market Segment Strategy
LATA is targeting small- and mid-size law firms because they are likely to use a temp service consistently. LATA’s marketing strategy will involve different forms of communication:
1. Advertisements in the bar journal, the #1 source for reaching the legal community.
2. Advertisements in the yellow pages, a common resource for searching specific things.
3. A website highlighting the services offered, easily found using search engine terms.
4. Networking with fellow attorneys at functions such as continuing legal education seminars (CLE).
4.3 Service Business Analysis
The temp agency in Portland is similar in size to agencies in other states. Most agencies specialize in IT or clerical needs. Few specialize in the practice of law, making LATA unique. When companies need temp workers, they contact a temp agency with a list of screened, highly-qualified applicants. The company pays the temp agency an hourly wage, while the temp agency handles job posting, interviewing, screening, hiring, and payroll. If the client is unsatisfied, the temp agency replaces the worker. This is attractive to companies without time or resources for finding temp help.
4.3.1 Competition and Buying Patterns
Portland has many temp firms, with the largest franchise agencies making up 40% of the market. Some agencies are generalists, serving professionals or IT. It is rare for a company to serve a single profession, but doing so allows for a higher level of service. A recent trend involves hiring temp workers and converting them to full-time employees, minimizing risk by allowing a trial period.
Strategy and Implementation Summary
LATA will aggressively court small- to mid-size law firms through advertising, networking, website traffic, and phone calls. Previous options for temp attorneys have been limited, making LATA’s service offering unique. LATA aims to convert interested firms into clients.
5.1 Competitive Edge
LATA’s competitive edge is its concentration on attorneys, allowing for a higher level of service compared to general temp agencies. LATA will use predictive screening processes based on Steve’s experience as a practicing attorney. Steve’s legal background will also help develop behavioral situations that attorneys are likely to encounter. LATA will add value through training processes, exceeding firm expectations. With a close-knit legal community in Portland, LATA’s credibility is established through Steve’s network of colleagues and years of law practice.
5.2 Sales Strategy
LATA’s sales strategy involves showcasing services through materials, followed by personal selling techniques. Steve’s interaction with firms up front is worthwhile as LATA aims for long-term relationships. Statistical evidence will be used to demonstrate cost savings and convert leads into closed sales. LATA will charge an hourly rate, factoring in the costs of interviewing, payroll, and training. Training will focus on making the transition into the organization seamless for attorneys.
5.2.1 Sales Forecast
The first two months will focus on setting up the office, developing the interviewing process and training courses, and creating a website and printed materials. Months three to five will see slow but steady progress. By month six, business will ramp up and continue to keep LATA busy. By month 12 or 13, a new sales person may be hired for further business development. The first four to five months will be administrative-heavy, but necessary for growth as business gets busier.
Sales Forecast
Year 1 Year 2 Year 3
Sales
Small-size Law Firms $44,749 $105,874 $110,478
Medium-size Law Firms $61,474 $113,587 $125,477
Total Sales $106,223 $219,461 $235,955
Direct Cost of Sales
Year 1 Year 2 Year 3
Small-size Law Firms $0 $0 $0
Medium-size Law Firms $0 $0 $0
Subtotal Direct Cost of Sales $0 $0 $0
5.3 Milestones
LATA will have several milestones early on:
1. Business plan completion.
2. Office set-up.
3. Completion of website and sales literature.
4. Development of the training program.
5. Usage of LATA’s services in 30+ firms.
Milestones
Milestone Start Date End Date Budget Manager Department
Business plan completion 1/1/2001 1/1/2001 $0 Steve Marketing
Office set-up 1/1/2001 4/1/1999 $0 Steve Department
Completion of website and sales literature 1/1/2001 2/1/2001 $0 ABC Department
Development of the hiring/training program 1/1/2001 4/1/2001 $0 ABC Department
LATA’s services in over 30 law firms 3/1/2001 3/1/2002 $0 everyone Department
Totals $0 $0
Management Summary
LATA is owned and operated by Steve Stopgap. It will be formed as an Oregon Corporation to eliminate personal liability for Steve.
Steve Stopgap has a degree in philosophy from Middlebury College. After college, he managed an outdoor sports store for four years, handling inventory control, hiring, and sales training. He then pursued his childhood dream of becoming an attorney, attending law school at Willamette University. Steve practiced law for 10 years at a medium-size firm in Portland, gaining experience in litigation and negotiation. Toward the end of his practice, he decided to start his own legal temp firm, recognizing the need for quality temp attorneys in Portland.
6.1 Personnel Plan
The staff consists of Steve working full time for LATA. Additionally, there will be an office manager, receptionist/secretary, HR person, and an associate salesperson. The office manager will be a salaried employee, while the receptionist, HR person, and account manager will be hourly workers with a bonus payment system for superior service.
Personnel Plan
Year 1 Year 2 Year 3
President $24,000 $26,000 $28,000
Office Manager $33,000 $35,000 $37,000
Receptionist/Secretary $15,840 $17,214 $19,458
HR Person $15,840 $17,214 $19,458
Account Manager $27,000 $35,478 $37,584
Total People 5 5 5
Total Payroll $115,680 $130,906 $141,500
The following sections outline financial assumptions and projections.
7.1 Important Assumptions
The table below highlights important financial assumptions for LATA.
General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0
7.2 Break-even Analysis
The Break-even Analysis table and chart below show the monthly break-even sales figure.
Break-even Analysis:
Monthly Revenue Break-even: $13,525
Assumptions:
– Average Percent Variable Cost: 0%
– Estimated Monthly Fixed Cost: $13,525
7.3 Projected Profit and Loss:
The table below shows projected profit and loss.
Pro Forma Profit and Loss
Year 1 Year 2 Year 3
Sales $106,223 $219,461 $235,955
Direct Cost of Sales $0 $0 $0
Other $0 $0 $0
Total Cost of Sales $0 $0 $0
Gross Margin $106,223 $219,461 $235,955
Gross Margin % 100.00% 100.00% 100.00%
Expenses
Payroll $115,680 $130,906 $141,500
Sales and Marketing and Other Expenses $3,000 $16,600 $16,600
Depreciation $1,668 $1,666 $1,666
Utilities $600 $600 $600
Insurance $6,000 $6,100 $6,200
Rent $18,000 $19,000 $19,500
Payroll Taxes $17,352 $19,636 $21,225
Other $0 $0 $0
Total Operating Expenses $162,300 $194,508 $207,291
Profit Before Interest and Taxes ($56,077) $24,953 $28,664
EBITDA ($54,409) $26,619 $30,330
Interest Expense $650 $975 $325
Taxes Incurred $0 $5,995 $7,203
Net Profit ($56,727) $17,984 $21,136
Net Profit/Sales -53.40% 8.19% 8.96%
7.4 Projected Cash Flow
The following chart and table indicate projected cash flow.
Pro Forma Cash Flow
| Pro Forma Cash Flow | |||
| Year 1 | Year 2 | Year 3 | |
| Cash Received | |||
| Cash from Operations | |||
| Cash Sales | $0 | $0 | $0 |
| Cash from Receivables | $69,063 | $179,847 | $230,185 |
| Subtotal Cash from Operations | $69,063 | $179,847 | $230,185 |
| Additional Cash Received | |||
| Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
| New Current Borrowing | $13,000 | $0 | $0 |
| New Other Liabilities (interest-free) | $0 | $0 | $0 |
| New Long-term Liabilities | $0 | $0 | $0 |
| Sales of Other Current Assets | $0 | $0 | $0 |
| Sales of Long-term Assets | $0 | $0 | $0 |
| New Investment Received | $46,000 | $0 | $0 |
| Subtotal Cash Received | $128,063 | $179,847 | $230,185 |
Projected Balance Sheet
The following table indicates the projected balance sheet.
| Pro Forma Balance Sheet | |||
| Year 1 | Year 2 | Year 3 | |
| Assets | |||
| Current Assets | |||
| Cash | $29,487 | $4,780 | $15,538 |
| Accounts Receivable | $37,160 | $76,774 | $82,544 |
| Other Current Assets | $0 | $0 | $0 |
| Total Current Assets | $66,647 | $81,554 | $98,082 |
| Long-term Assets | |||
| Long-term Assets | $5,000 | $5,000 | $5,000 |
| Accumulated Depreciation | $1,668 | $3,334 | $5,000 |
| Total Long-term Assets | $3,332 | $1,666 | $0 |
| Total Assets | $69,979 | $83,220 | $98,082 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the NAICS code 561310, Employment Placement Agencies, are shown for comparison.
| Ratio Analysis | ||||
| Year 1 | Year 2 | Year 3 | Industry Profile | |
| Sales Growth | 0.00% | 106.60% | 7.52% | 11.37% |
| Percent of Total Assets | ||||
| Accounts Receivable | 53.10% | 92.25% | 84.16% | 10.25% |
| Other Current Assets | 0.00% | 0.00% | 0.00% | 50.16% |
| Total Current Assets | 95.24% | 98.00% | 100.00% | 64.49% |
| Long-term Assets | 4.76% | 2.00% | 0.00% | 35.51% |
| Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
| Current Liabilities | ||||
| Accounts Payable | 3.906 | 5,663 | 5,889 | |
| Current Borrowing | $13,000 | $6,500 | $0 | |
| Other Current Liabilities | $0 | $0 | $0 | |
| Subtotal Current Liabilities | $16,906 | $12,163 | $5,889 | |
| Long-term Liabilities | $0 | $0 | $0 | |
| Total Liabilities | $16,906 | $12,163 | $5,889 | |
| Paid-in Capital | $111,000 | $111,000 | $111,000 | |
| Retained Earnings | ($1,200) | ($57,927) | ($39,943) | |
| Earnings | ($56,727) | $17,984 | $21,136 | |
| Total Capital | $53,073 | $71,057 | $92,193 | |
| Total Liabilities and Capital | $69,979 | $83,220 | $98,082 | |
| Net Worth | $53,073 | $71,057 | $92,193 | |
Appendix
Sales Forecast
| Sales Forecast | |||||||||||||
| Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
| Sales | |||||||||||||
| Small-size Law Firms | 0% | $0 | $0 | $800 | $900 | $2,200 | $3,100 | $3,545 | $4,874 | $6,574 | $6,987 | $7,784 | $7,985 |
| Medium-size Law Firms | 0% | $0 | $0 | $1,500 | $1,654 | $3,621 | $4,500 | $4,878 | $5,574 | $8,744 | $9,001 | $10,547 | $11,455 |
| Total Sales | $0 | $0 | $2,300 | $2,554 | $5,821 | $7,600 | $8,423 | $10,448 | $15,318 | $15,988 | $18,331 | $19,440 | |
Personnel Plan
| Personnel Plan | |||||||||||||
| Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
| President | 0% | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 |
| Office Manager | 0% | $0 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $
General Assumptions: Plan Month: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12 Current Interest Rate: 10.00% Long-term Interest Rate: 10.00% Tax Rate: 30.00% Other: 0 Pro Forma Profit and Loss: Sales: $0, $0, $2,300, $2,554, $5,821, $7,600, $8,423, $10,448, $15,318, $15,988, $18,331, $19,440 Direct Cost of Sales: $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 Total Cost of Sales: $0, $0, $0, $0, $0, $0, $0, $0, $0, $0, $0, $0 Gross Margin: $0, $0, $2,300, $2,554, $5,821, $7,600, $8,423, $10,448, $15,318, $15,988, $18,331, $19,440 Gross Margin %: 0.00%, 0.00%, 100.00%, 100.00%, 100.00%, 100.00%, 100.00%, 100.00%, 100.00%, 100.00%, 100.00%, 100.00% Expenses: Payroll: $2,000, $7,880, $7,880, $10,880, $10,880, $10,880, $10,880, $10,880, $10,880, $10,880, $10,880, $10,880 Sales and Marketing and Other Expenses: $250, $250, $250, $250, $250, $250, $250, $250, $250, $250, $250, $250 Depreciation: $139, $139, $139, $139, $139, $139, $139, $139, $139, $139, $139, $139 Utilities: $50, $50, $50, $50, $50, $50, $50, $50, $50, $50, $50, $50 Insurance: $500, $500, $500, $500, $500, $500, $500, $500, $500, $500, $500, $500 Rent: $1,500, $1,500, $1,500, $1,500, $1,500, $1,500, $1,500, $1,500, $1,500, $1,500, $1,500, $1,500 Payroll Taxes: 15%, $300, $1,182, $1,182, $1,632, $1,632, $1,632, $1,632, $1,632, $1,632, $1,632, $1,632, $1,632 Other: $0, $0, $0, $0, $0, $0, $0, $0, $0, $0, $0, $0 Total Operating Expenses: $4,739, $11,501, $11,501, $14,951, $14,951, $14,951, $14,951, $14,951, $14,951, $14,951, $14,951, $14,951 Profit Before Interest and Taxes: ($4,739), ($11,501), ($9,201), ($12,397), ($9,130), ($7,351), ($6,528), ($4,503), $367, $1,037, $3,380, $4,489 EBITDA: ($4,600), ($11,362), ($9,062), ($12,258), ($8,991), ($7,212), ($6,389), ($4,364), $506, $1,176, $3,519, $4,628 Interest Expense: $0, $0, $0, $0, $0, $0, $108, $108, $108, $108, $108, $108 Taxes Incurred: $0, $0, $0, $0, $0, $0, $0, $0, $0, $0, $0, $ Pro Forma Balance Sheet |
| Pro Forma Balance Sheet | |||||||||||||
| Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
| Assets | Starting Balances | ||||||||||||
| Cash | $58,800 | $56,713 | $46,204 | $34,842 | $20,542 | $8,038 | $41,889 | $45,954 | $38,661 | $32,231 | $27,921 | $28,341 | $29,487 |
| Accounts Receivable | $0 | $0 | $0 | $2,300 | $4,777 | $8,290 | $13,227 | $15,770 | $18,590 | $25,418 | $30,795 | $33,786 | $37,160 |
| Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Current Assets | $58,800 | $56,713 | $46,204 | $37,142 | $25,319 | $16,328 | $55,116 | $61,723 | $57,251 | $57,649 | $58,716 | $62,127 | $66,647 |
| Long-term Assets | |||||||||||||
| Long-term Assets | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
| Accumulated Depreciation | $0 | $139 | $278 | $417 | $556 | $695 | $834 | $973 | $1,112 | $1,251 | $1,390 | $1,529 | $1,668 |
| Total Long-term Assets | $5,000 | $4,861 | $4,722 | $4,583 | $4,444 | $4,305 | $4,166 | $4,027 | $3,888 | $3,749 | $3,610 | $3,471 | $3,332 |
| Total Assets | $63,800 | $61,574 | $50,926 | $41,725 | $29,763 | $20,633 | $59,282 | $65,750 | $61,139 | $61,398 | $62,326 | $65,598 | $69,979 |
| Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
| Current Liabilities | |||||||||||||
| Accounts Payable | $0 | $2,513 | $3,366 | $3,366 | $3,801 | $3,801 | $3,801 | $3,906 | $3,906 | $3,906 | $3,906 | $3,906 | $3,906 |
| Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $13,000 | $13,000 | $13,000 | $13,000 | $13,000 | $13,000 |
| Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
| Subtotal Current Liabilities | $0 | $2,513 | $3,366 | $3,366 | $3,801 | $3,801 | $3,801 | $16,906 | $16,906 | $16,906 | $16,906 | $16,906 | $16,906 |
| Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Liabilities | $0 | $2,513 | $3,366 | $3,366 | $3,801 | $3,801 | $3,801 | $16,906 | $16,906 | $16,906 | $16,906 | $16,906 | $16,906 |
| Paid-in Capital | $65,000 | $65,000 | $65,000 | $65,000 | $65,000 | $65,000 | $111,000 | $111,000 | $111,000 | $111,000 | $111,000 | $111,000 | $111,000 |
| Retained Earnings | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) | ($1,200) |
| Earnings | $0 | ($4,739) | ($16,240) | ($25,441) | ($37,838) | ($46,968) | ($54,319) | ($60,955) | ($65,567) | ($65,308) | ($64,379) | ($61,108) | ($56,727) |
| Total Capital | $63,800 | $59,061 | $47,560 | $38,359 | $25,962 | $16,832 | $55,481 | $48,845 | $44,233 | $44,492 | $45,421 | $48,692 | $53,073 |
| Total Liabilities and Capital | $63,800 | $61,574 | $50,926 | $41,725 | $29,763 | $20,633 | $59,282 | $65,750 | $61,139 | $61,398 | $62,326 | $65,598 | $69,979 |
| Net Worth | $63,800 | $59,061 | $47,560 | $38,359 | $25,962 | $16,832 | $55,481 | $48,845 | $44,233 | $44,492 | $45,421 | $48,692 | $53,073 |
Business Plan Outline
- Executive Summary
- Company Summary
- Services
- Market Analysis Summary
- Strategy and Implementation Summary
- Management Summary
- Financial Plan
- Appendix
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