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.
Market:
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.
Management:
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.
Financials:
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.
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.
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.
Start-up
Requirements
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
Assets
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
Liabilities
Current Borrowing – $15,000
Long-term Liabilities – $0
Accounts Payable (Outstanding Bills) – $116
Other Current Liabilities (interest-free) – $0
Total Liabilities – $15,116
Capital
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.
Services
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.
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.)
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
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.
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.
Sales Forecast:
Year 1 Year 2 Year 3
Sales
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.
Milestones:
| Milestones | |||||
| 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.
Contents
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 |
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.
Break-even Analysis
Monthly Revenue Break-even: $3,492
Assumptions:
– 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.
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%
Expenses
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.
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 |
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 | |
| Assets | |||
| 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:
| 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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