Membership Social Events Business Plan

Gastronome Gander’s Gatherings, Inc. is a small business providing social functions to professional single adults in the greater Gourmandeville area. The functions revolve around food and can take place indoors or outdoors, depending on the event. They range from sit-down dinners to wine tastings, cooking classes, and trips. Unlike other singles groups, Gastronome Gander’s Gatherings is solely a social group and does not involve matchmaking or dating pressures. It was established towards the end of last year and plans to commence events early in Year 1, with the goal of hosting three events per month by the year’s end.


Gastronome Gander’s Gatherings will target single individuals aged late twenties to late fifties in Gourmandeville, the South Downes, and Washbourne. The events must be well run, upscale, and appealing to the members.

Key to Success:

Gastronome Gander’s Gatherings has identified four keys to success. Firstly, providing excellent quality events. Secondly, maintaining a good reputation through customer service and integrity with other businesses. Thirdly, offering a variety of events to meet member expectations. Lastly, creating upscale and relaxed environments, free from matchmaking pressures.


Gastronome Gander’s Gatherings is owned and operated by Trencherman Gander. Trencherman, a resident of Gourmandeville, has a college education and previous experience running a consulting business. He possesses extensive knowledge in food, wine, cooking, and travel. The team also includes professionals from Restaurant Raconteurs of Cookeston, such as an attorney, accountant, web master, writer/marketing specialist, and the president of Restaurant Raconteurs of Cookeston.


Gastronome Gander’s Gatherings has developed conservative revenue forecasts for the next three years. The projected net profit margins for years two and three are 16 and 32 percent, respectively. Gastronome Gander’s Gatherings is an exciting alternative in the market and aims to leverage its unique offerings for long-term success.

Membership Social Events Business Plan Example

1. Objectives:

– Become Gourmandeville’s and Washbourne’s premier singles social group.

– Achieve a customer satisfaction rate of 80 percent (membership renewal).

– Have a growth rate of 20 new members per month.

– Achieve gross revenues of $25,000 in the twelve months after the initial kick-off event.

2. Mission:

– Mission Statement: Gastronome Gander’s Gatherings, Inc. aims to provide the best social events for single people without matchmaking hassles. This will be achieved through reasonable pricing, outstanding customer service, and consistent services.

3. Keys to Success:

– Commitment to providing excellent quality events, including great food and beverages, at all times.

– Maintaining a reputable and untarnished reputation in the community.

– Providing popular and wide-ranging entertainment activities.

– Creating a unique, innovative, upscale atmosphere that won’t intimidate attendees during their initial event meeting.

Company Summary:

Gastronome Gander’s Gatherings is a new small business that provides social functions to professional single adults in the greater Gourmandeville area. The events revolve around food and are held in various establishments, both indoors and outdoors. They include sit-down dinners, wine tastings, cooking classes, and trips. Unlike other singles groups, ours is a social group with no matchmaking or dating pressures.

Gastronome Gander’s Gatherings started near the end of the previous year and plans to kick off events in early Year 1. We aim to have three events per month by the end of this fiscal year. Trencherman Gander, the president, is college-educated with multiple degrees, has previous experience operating a consulting business, and has lived in Gourmandeville for two years with extensive knowledge of food, wine, cooking, restaurants, and travel.

2.1 Start-up Summary:

Total start-up expenses, including legal costs, office furniture, computer, printer, digital camera, website development, software, logo design, marketing, contracted writer, artist, and related expenses are shown below. We also have initial cash to handle the first few months of operations and kick-off events (which will be free) as memberships and event income develop the cash flow.

All events will be held in various venues. Gastronome Gander’s Gatherings will operate as a home office within the owner’s home, equipped with dedicated space, telecomm, and internet service.

The owner will invest in the business, and a short-term loan will be negotiated for the remaining start-up funding.

Membership Social Events Business Plan Example



Start-up Expenses

Legal – $1,000

Office Supplies – $500

Software – $750

Web Master – $500

Logo Design – $1,000

Website Design – $1,500

Marketing Content Writer – $750

Telecomm & DSL Setup – $100

Website Hosting Setup – $60

Graphic Artist – $750

Computer – $4,000

Digital Camera – $400

Color Laser Printer – $700

Office Furniture – $858

Other – $364

Total Start-up Expenses – $13,232

Start-up Assets

Cash Required – $5,500

Other Current Assets – $0

Long-term Assets – $0

Total Assets – $5,500

Total Requirements – $18,732

Start-up Funding

Start-up Expenses to Fund – $13,232

Start-up Assets to Fund – $5,500

Total Funding Required – $18,732


Non-cash Assets from Start-up – $0

Cash Requirements from Start-up – $5,500

Additional Cash Raised – $6,384

Cash Balance on Starting Date – $11,884

Total Assets – $11,884

Liabilities and Capital


Current Borrowing – $15,000

Long-term Liabilities – $0

Accounts Payable (Outstanding Bills) – $116

Other Current Liabilities (interest-free) – $0

Total Liabilities – $15,116


Planned Investment

Owner – Trencherman Gander – $10,000

Investor 2 – $0

Other – $0

Additional Investment Requirement – $0

Total Planned Investment – $10,000

Loss at Start-up (Start-up Expenses) – ($13,232)

Total Capital – ($3,232)

Total Capital and Liabilities – $11,884

Total Funding – $25,116

2.2 Company Ownership

Gastronome Gander’s Gatherings, Inc. is an S corporation. The law firm of Capon & Briencroute completed and filed the articles of incorporation. IRS form SS-4 indicating that Gastronome Gander’s Gatherings, Inc. is an ‘S’ Corporation and applying for an Employer Identification Number (EIN) was filed by Larry W. Boeuff of Moutton & Boeuff, P.C. The EIN was assigned by the IRS late last year.

Gastronome Gander’s Gatherings, Inc., a private S corporation, is solely owned by Trencherman E. Gander.


Gastronome Gander’s Gatherings will provide customers with fun events that provide a relaxing atmosphere, great food, wine, excitement, and form lasting friendships at affordable prices.

Although there is currently no direct competition in the immediate area where we plan to establish our events, there are numerous similar groups. The other singles groups are mostly involved with matchmaking or dating services. The social types are geared for specific reasons, such as religious groups and environmental groups.

To meet our goals, the company plans to become profitable and retain a solid leadership position in the marketplace by providing:

– Quality events – Better-rated restaurants, upscale wine tastings, and culinary classes.

– A wide variety of activities – Sit-down dinners, cooking classes, outdoor events, and travel.

– Aggressive marketing and networking – Press releases, radio presentations, brochures, ads, and other media.

– Customer satisfaction – Personally greeting people at events, name tags, designated greeters for new people, e-mail confirmations with directions.

Market Analysis Summary

Gourmandeville’s population is 687,708 and the surrounding area (the South Downes) has 631,985 people. The city of Gourmandeville has recently been rated as the number one singles city in the nation by Fibbes Magazine. Additionally, Gourmandeville has a high number of restaurants per capita, as well as wineries and a culinary school. About 61 percent of the population is between the ages of 25 and 60. Annual household incomes indicate that 70 percent are above $35,000. Moreover, 31.1 percent (410,424 people) fall into occupational categories of professional/technical or proprietor/managerial.

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Within the South Downes population, approximately 55 percent are single, 40 percent are between the ages of 25 and 60, and 50 percent have incomes greater than $35,000. Thus, the population of interest to Gastronome Gander’s Gatherings is 69,518.

Washbourne has a population of 1,144,646. Of these, approximately 52 percent are single and 40 percent are between the ages of 25-60; for a population of 238,086. About 50 percent have incomes greater than $35,000; thus, the population of interest to the company is 119,043.

Members from other Gastronome Gander’s Gatherings groups have noted that one reason they belong is the social aspect being offered without the matchmaking pressure. In addition, they note the respect for privacy by only using first names and not releasing any personal data.

4.1 Market Segmentation

The market for Gastronome Gander’s Gatherings is single adults in their late twenties to late fifties. These singles should have above-average income and generally have some college education or degrees. We aim our events at people who have disposable income and enjoy spending that money on their entertainment.

While we have indirect competition with other singles groups, we believe that their focus tends to be on match-making/dating or they have a specific focus such as religion or nature (e.g., Sierra Club’s singles group).

The market analysis table was derived by finding the populations for each area (Census data) and then determining the percentage that are single. Next, based on the census data, an estimate of the number that are in the appropriate age bracket was calculated. Lastly, an estimate of income was performed to derive the final figure. For example, in Gourmandeville, the total population is 687,708, where approximately 61 percent are single or 419,502. Of these, approximately 45 percent are between the ages of 25 and 60, or 188,776. Lastly, 70 percent have an income greater than $35,000, for a total of 132,143 people.

(Growth rates were estimated from individual city data.)

Membership Social Events Business Plan Example

Market Analysis

Potential Customers Growth Year 1 Year 2 Year 3 Year 4 Year 5 CAGR

Single population in Gourmandeville & income >$35K 3% 132,143 136,107 140,190 144,396 148,728 3.00%

Singles population in South Downes & income >$35K 4% 69,518 72,299 75,191 78,199 81,327 4.00%

Single population in Washbourne & income >$35K 2% 119,043 121,424 123,852 126,329 128,856 2.00%

Total 2.85% 320,704 329,830 339,233 348,924 358,911 2.85%

4.2 Target Market Segment Strategy

Our market groups (Gourmandeville, South Downes, and Washbourne) are distinct. We will adopt different strategies for reaching each. While all three groups enjoy outdoor activities, there are area differences.

Gourmandeville is known for its casual and playful nature. Situated at the center of the region, it is the gateway to the South Downes and the Thirty Lakes district. It is hip, trendy, and high-tech. The city supports a politically charged and culturally rich environment, with a large creative population. People in Gourmandeville tend to be casual and enjoy new and trendy events.

Washbourne is the ninth largest city in the nation and has a strong sense of history and tradition. It is a popular tourist destination, attracting millions of visitors annually. Washbourne’s major industries include aerospace, bioscience/health care, hospitality, information technology, and the military. The people in Washbourne tend to reflect more conservative ideals and have professional sports teams competing for leisure dollars.

The South Downes is characterized by numerous smaller towns and a large land area. It has beautiful rivers and lakes, appealing to people who love the outdoors. The population in the South Downes tends to be conservative and casual in their dress and travel habits.

(Source: Chambers of Commerce for each area)

4.3 Service Business Analysis

Many singles groups and matchmaking concerns have emerged in recent years, especially with the rise of the Internet. However, many singles do not want the pressure of matchmaking at every social event. Our target market, singles in the late twenties to late fifties age range, may find it difficult to meet new people after college or if they were previously married. Our events provide a strictly social function where singles can interact without the pressure of long-term commitments.

Gourmandeville is known for supporting local businesses over national chains. While not a major factor in business success, this local support can be helpful.

4.3.1 Competition and Buying Patterns

Various websites promote singles groups in Gourmandeville, such as Gourmandeville Singles, Gourmandeville Midlife Singles, Metrodate, and Gourmandeville Solosingles. These websites provide listings for numerous singles groups, including sports groups, religious groups, dance groups, speed dating, travel groups, single parents, and singles over 50.

Most singles groups are aimed at dating and matchmaking, while others cater to specific interests. Gastronome Gander’s Gatherings does not have direct competition with these groups, but we must market our unique differences to attract people looking for a more relaxed and social alternative.

It is important to note that "Gourmandeville Singles" refers to an escort service and is not considered our competition.

Strategy and Implementation Summary

Emphasize service: Differentiate ourselves with exceptional customer service, offering a clear and viable alternative to other dating services.

Build a relationship-oriented business: Focus on building long-term relationships with customers, becoming their preferred choice for events and socializing.

Focus on target markets: Concentrate on specific population groups that align with our key market segment. Offer an alternative to the dating/matchmaking scene and supplement existing dating services.

5.1 Competitive Edge

Our competitive edge lies in our unique differences from other singles organizations:

– Upscale events related to food and wine, offering a high degree of variety

– No match-making or dating pressure on members

– Extensive customer service, including e-mail event directions, personal greetings, name tags, and prompt follow-up on questions or issues

5.2 Marketing Strategy

Our main objective is to position Gastronome Gander’s Gatherings as the premier niche singles’ social event provider in Gourmandeville, South Downes, and Washbourne. We will create customer awareness through our website, networking with media and business people, and written promotional material. Specific advertising will also be used, considering price, target audience, and potential payback.

5.3 Sales Strategy

Competitive Edge: Our relaxed atmosphere and focus on food, wine, and fun provide a unique appeal for singles to meet and form connections.

Sales Strategy: Emphasize the relaxed atmosphere of our events to potential members. Differentiate ourselves from other singles groups by promoting our niche in the market: meeting other singles without the pressure of matchmaking. Utilize online membership forms and incentives for current members to bring in new people. Maintain a database to track members and facilitate event planning.

5.3.1 Sales Forecast

We expect membership to grow by 20 people per month, with an 80% renewal rate and 25 new members per month in future years. Gross revenue is based on the number of events per month, starting with four events and increasing to five or six events in the second and third years. Profit per event is expected to range from zero to a few hundred dollars initially, increasing to $500 to $1,000 per event as membership and margins improve. Marketing costs are expected to level off as networking and word-of-mouth become more effective.

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Other factors, such as the economy and job losses, may impact membership numbers. However, we believe that with effective marketing, customer satisfaction, and networking, we will surpass these forecasts.

Membership Social Events Business Plan Example

Membership Social Events Business Plan Example

Sales Forecast:

Year 1 Year 2 Year 3


Memberships $22,500 $24,750 $67,650

Events $33,750 $67,125 $101,640

Total Sales $56,250 $91,875 $169,290

Direct Cost of Sales:

Year 1 Year 2 Year 3

Memberships $1,800 $2,940 $3,028

Events $24,000 $25,200 $25,956

Subtotal Direct Cost of Sales $25,800 $28,140 $28,984

5.4 Milestones

The programs will be revised each year. This year’s plan includes only the programs to be implemented this year.

Membership Social Events Business Plan Example


Milestone Start Date End Date Budget Manager Department
Company idenity 2/15/2004 4/30/2004 $2,000 Gander/Tomery Marketing
Website online 2/15/2004 3/30/2004 $500 Honiker/Gander Web
Networking 2/15/2004 12/31/2004 $200 Gander President
Brochure(s) 3/15/2004 4/30/2004 $750 Tomery/Gander Web
Press release for kick-off event 2/15/2004 4/1/2004 $1,550 Tomery/Gander Marketing
Press releases for other events 4/14/2004 8/15/2004 $750 Tomery/Gander Marketing
Targeted advertising 3/30/2004 8/30/2004 $750 Tomery/Gander Marketing
South Downes Wine & Food Event 2/15/2004 4/15/2004 $200 Gander Marketing
Website content 2/15/2004 3/30/2004 $1,500 Tomery/Honiker Writing/Web
Initial Kick-off event 1/15/2004 4/15/2004 $3,000 Gander President
Totals $11,200

Web Plan Summary:

Gastronome Gander’s Gatherings’ website will serve as the company’s virtual business card and portfolio. It will showcase the company’s background and the portfolio of past and current online events. The website should be simple, classy, well-designed, and user-friendly.

The website will feature upcoming events, past event pictures, and newsletters for interested parties. It will have a well-designed front end and a back end capable of processing membership applications. There will also be links to event providers’ websites.

6.1 Website Marketing Strategy

Web strategy, like business strategy, should focus on:

  • Selected target markets (singles, late 20’s to later 50’s age range, upscale, defined geographic area).
  • Matching target market needs with website offerings (events to attract and retain members).
  • Utilizing the company’s and website’s strengths and taking advantage of opportunities (customer service).

6.2 Development Requirements

Gastronome Gander’s Gatherings will collaborate with a contracted Web Master to develop the website. A writer with marketing experience will enhance the wording and overall appearance. A graphic artist will create the website logo and graphics.

The maintenance of the site will be done by Gastronome Gander’s Gatherings with assistance from the Web Master for future development such as newsletters and event pictures.

Management Summary:

Gastronome Gander’s Gatherings is owned and operated by Mr. Trencherman Gander. The company has a simple organizational structure, with Mr. Gander making all major management decisions and overseeing all other business activities.

The company also utilizes the services of a professional team of consultants and hired employees who have experience with Restaurant Raconteurs of Cookeston. The team includes:

  • President of Restaurant Raconteurs of Cookeston
  • Professional writer/marketing person
  • Web Master
  • Accountant
  • Attorney
  • ACT! Consultant

Additional personnel, including member volunteers, will be developed as needed for greeting members at events.

7.1 Personnel Plan

Trencherman Gander, the president, is the only employee initially. Trencherman will not receive any pay during the first year of operation. A part-time assistant may be hired later if necessary.

Personnel Plan
Year 1 Year 2 Year 3
Trencherman Gander $0 $24,000 $36,000
Part-time assistant $2,500 $2,500 $4,000
Others (mostly volunteers) $0 $0 $0
Total People 2 2 2
Total Payroll $2,500 $26,500 $40,000

Financial Plan:

Our financial plan is based on conservative estimates and assumptions. Start-up financing is provided through owner investment and a short-term business loan.

8.1 Important Assumptions

We evaluated the local market for Recreation Services (SIC 7999.9912) but considering the low number of companies in Washbourne and Gourmandeville/Cuisineburg, we expanded our analysis to include the wider surrounding region (290 companies). The following table provides annual sales projections for the first three years of operation:

Firms Small Business Start-ups
Year 1 Average Sales $157,500 $130,061 $100,000
Year 2 Average Sales $168,354 $123,570 $112,500
Year 3 Average Sales $185,882 $145,885 $100,000

Gastronome Gander’s Gatherings is classified as a ‘Small Business’ for the purpose of this table.

Data obtained from Bizminer (local marketing research profile for our region, Gourmandeville area, and Washbourne area) 2004.

General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 5.00% 5.00% 5.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00%
Other 0 0 0

8.2 Break-even Analysis

The Break-even Analysis table and chart indicate the monthly revenue needed to achieve the Break-even point.

Membership Social Events Business Plan Example

Break-even Analysis

Monthly Revenue Break-even: $3,492


– Average Percent Variable Cost: 46%

– Estimated Monthly Fixed Cost: $1,891

8.3 Projected Profit and Loss

The profit and loss numbers are estimates for this year, as we are a start-up company. Revenue generation is expected to begin in April 2004. Expenses include utilities, phone, and Internet hosting/DSL. Other numbers are estimated based on similar membership event companies.

Membership Social Events Business Plan Example

Membership Social Events Business Plan Example

Membership Social Events Business Plan Example

Membership Social Events Business Plan Example

Pro Forma Profit and Loss

Year 1 Year 2 Year 3

Sales $56,250 $91,875 $169,290

Direct Cost of Sales $25,800 $28,140 $28,984

Other Costs of Sales $0 $0 $0

Total Cost of Sales $25,800 $28,140 $28,984

Gross Margin $30,450 $63,735 $140,306

Gross Margin % 54.13% 69.37% 82.88%


Payroll $2,500 $26,500 $40,000

Sales and Marketing and Related Expenses $9,050 $2,000 $2,000

Depreciation $0 $0 $0

Rent $0 $0 $0

Utilities $360 $400 $450

Insurance $4,180 $4,300 $4,500

Payroll Taxes $0 $0 $0

Mailing Expense $726 $800 $900

Credit Card Merchant Fees $1,688 $2,756 $5,079

Website Maintenance – Web Master $0 $0 $0

Website Hosting & Fees $1,323 $1,418 $2,579

Telecomm & DSL $960 $1,000 $1,100

Office Expenses $1,900 $2,100 $2,500

Total Operating Expenses $22,687 $41,274 $59,108

Profit Before Interest and Taxes $7,763 $22,461 $81,198

EBITDA $7,763 $22,461 $81,198

Interest Expense $750 $750 $750

Taxes Incurred $2,104 $6,513 $24,134

Net Profit $4,909 $15,197 $56,313

Net Profit/Sales 8.73% 16.54% 33.26%

8.4 Projected Cash Flow

The cash flow projection shows that provisions for ongoing expenses are adequate to support the company’s operations.

Membership Social Events Business Plan Example

Pro Forma Cash Flow

Pro Forma Cash Flow
Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Sales $56,250 $91,875 $169,290
Subtotal Cash from Operations $56,250 $91,875 $169,290
Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $0 $0 $0
Subtotal Cash Received $56,250 $91,875 $169,290
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations
Cash Spending $2,500 $26,500 $40,000
Bill Payments $43,834 $51,176 $71,103
Subtotal Spent on Operations $46,334 $77,676 $111,103
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $0 $0 $0
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $46,334 $77,676 $111,103
Net Cash Flow $9,916 $14,199 $58,187
Cash Balance $21,800 $35,999 $94,186
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Projected Balance Sheet

The balance sheet shows healthy growth of net worth and a strong financial position. The monthly estimates are included in the appendix.

Pro Forma Balance Sheet
Year 1 Year 2 Year 3
Current Assets
Cash $21,800 $35,999 $94,186
Other Current Assets $0 $0 $0
Total Current Assets $21,800 $35,999 $94,186
Long-term Assets
Long-term Assets $0 $0 $0
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $0 $0 $0
Total Assets $21,800 $35,999 $94,186

Business Ratios

Our sales growth, as a percentage, is exceptionally high due to the figures being the first two years of operation. Therefore, by comparison to low first-year numbers, our percent increase will seem extraordinary. Our assets are lower than industry averages due to the initial investment being small, most of the equipment being expensed, and the small size of Gastronome Gander’s Gatherings in relation to other companies within this sector: Recreation Services, SIC Code 7999.9912. Our total liabilities are higher than other companies but improve rapidly. If additional investment is acquired instead of secured loans, this will help us keep liabilities to a minimum.

Ratio Analysis
Year 1 Year 2 Year 3 Industry Profile
Sales Growth 0.00% 63.33% 84.26% 4.94%
Percent of Total Assets
Other Current Assets 0.00% 0.00% 0.00% 36.35%
Total Current Assets 100.00% 100.00% 100.00% 43.63%
Long-term Assets 0.00% 0.00% 0.00% 56.37%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities Pro Forma Cash Flow
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Cash Received
Cash from Operations 4,500 5,000 5,250 6,000 6,500 7,000 7,000 7,500 7,500
Cash Sales $0 $0 $0 4,500 5,000 5,250 6,000 6,500 7,000 7,000 7,500 7,500
Subtotal Cash from Operations $0 $0 $0 4,500 5,000 5,250 6,000 6,500 7,000 7,000 7,500 7,500
Additional Cash Received
Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $0 $0 $0 $4,500 $5,000 $5,250 $6,000 $6,500 $7,000 $7,000 $7,500 $7,500
Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Expenditures from Operations $250 $250 $250 $250 $500 $500 $500
Cash Spending $0 $0 $0 $0 $0 $250 $250 $250 $250 $500 $500 $500
Bill Payments $133 $564 $1,718 $2,307 $4,669 $4,589 $4,512 $4,690 $4,867 $5,361 $5,125 $5,299
Subtotal Spent on Operations $133 $564 $1,718 $2,307 $4,669 $4,839 $4,762 $4,940 $5,117 $5,861 $5,625 $5,799
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-term Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Purchase Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Purchase Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Spent $133 $564 $1,718 $2,307 $4,669 $4,839 $4,762 $4,940 $5,117 $5,861 $5,625 $5,799
Net Cash Flow ($133) ($564) ($1,718) $2,193 $331 $411 $1,238 $1,560 $1,883 $1,139 $1,875 $1,701
Cash Balance $11,751 $11,187 $9,469 $11,661 $11,993 $12,403 $13,642 $15,202 $17,085 $18,224 $20,099 $21,800

Pro Forma Balance Sheet:

Membership Social Events Business Plan Example

Business Plan Outline

Executive Summary

  • Company Summary
  • Services
  • Market Analysis Summary
  • Strategy and Implementation Summary
  • Web Plan Summary
  • Management Summary
  • Financial Plan
  • Appendix


Pro Forma Balance Sheet
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9

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