Movie Theater Business Plan
Falls River, a smaller town, lost its only movie theatre over 10 years ago. Now, residents have to drive about 30 miles to reach a large, characterless mega-plex for a night out at the movies.
The Falls River Theatre will finally provide the residents with a hometown movie theatre. It will feature second run releases of popular movies, targeting families and young adults. The facility will be housed in the historic old theatre building, constructed in 1936 and once home to the town’s acting companies. After its closure, it was occasionally used for community functions. Prior to its grand re-opening, the owners will restore the building to its former glory as one of the main evening entertainment destinations in town.
The two owners, Samantha Farmer and Steve Brinksman, possess the necessary skills, expertise, and capital to ensure the success of this theatre. Samantha has seven years of experience successfully managing a large movie house, gaining expertise in theatre management, movie selection, and important industry relationships. Steve has the ability to restore and upgrade the building, making it comfortable and welcoming.
With a substantial initial investment, the owners anticipate modest profits by year two.
1.1 Keys to Success:
– Properly select films for the audience and theater environment.
– Generate revenue from a mix of traditional movie fare and quality snacks/beverages.
– Manage internal finances carefully to control costs.
– Provide excellent customer service.
1.2 Objectives:
– Achieve healthy sales in the first year, with a more than doubled increase by year three.
– Generate excellent concession revenues.
– Maintain a modest but stable profit margin by year two.
1.3 Mission:
Falls River Theatre aims to provide residents with a big city entertainment experience in a small town. Customers can enjoy high-quality presentations of popular second-run movies conveniently close to home. This is a convenience that residents have been without since the local theater closed eleven years ago.
The theater’s main focus is to please the local community who are willing to wait a few weeks to see their favorite movies at affordable prices. The theater also aims to provide satisfying and reasonably priced snack foods and beverages.
The Falls River Theatre, located on Main Street in downtown Falls River, Wisconsin, is a movie house with two screens and a capacity of 400. The town, with a population of 12,000, has been without a local movie theater since 1992 when the old theater, The Kinnick, closed down due to the death of its owner and the lack of a successor. Since then, movie-goers in Falls River have had to drive 45 miles to the outskirts of Madison to watch a movie.
2.1 Company Ownership:
The Falls River Theatre will operate as a sole proprietorship owned by its two founders, Samantha Farmer and Steve Brinksman.
2.2 Start-up Summary:
Samantha Farmer and Steve Brinksman, the main investors and operators of the theater, have relevant experience. Samantha has managed a multiplex theater in Madison for seven years, while Steve has been working part-time as a contractor/handyman in the local community.
The building where the theater will be housed has been mostly vacant since the closure of the previous business. The owners have agreed to rent the entire building for $900 per month for the first three years due to their eagerness to receive regular income. There are necessary repairs and upgrades needed, especially in the balcony and snack bar areas, which the founders will be responsible for. The cost estimates for these repairs are included in the start-up expenses.
Start-up Funding
Start-up Expenses to Fund: $21,900
Start-up Assets to Fund: $23,100
Total Funding Required: $45,000
Assets
Non-cash Assets from Start-up: $10,700
Cash Requirements from Start-up: $12,400
Additional Cash Raised: $0
Cash Balance on Starting Date: $12,400
Total Assets: $23,100
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:
– Samatha Farmer: $30,000
– Steve Brinksman: $15,000
Additional Investment Requirement: $0
Total Planned Investment: $45,000
Loss at Start-up (Start-up Expenses): ($21,900)
Total Capital: $23,100
Total Capital and Liabilities: $23,100
Total Funding: $45,000
Start-up
Requirements
Start-up Expenses:
– Legal: $800
– Stationery etc.: $800
– Marketing materials and Advertising: $1,200
– Insurance (8 months): $1,400
– Rent (8 months): $2,700
– Counter/kitchen retrofit: $2,000
– Sound and Projection Equipment: $500
– Theatre repairs: $12,000
– Other: $500
Total Start-up Expenses: $21,900
Start-up Assets
Cash Required: $12,400
Start-up Inventory: $700
Other Current Assets: $0
Long-term Assets: $10,000
Total Assets: $23,100
Total Requirements: $45,000
Services
The Falls River Theatre will provide comfortable seating for customers to view high-quality, second-run movies. The theatre’s management will consider how movies have performed in their initial run, particularly those successful in the theatre’s target markets: families and young adults. With two theatres available, both markets can be targeted simultaneously with minimal cannibalization.
Reasonably priced snack items and beverages will be available to keep customers satisfied during their movie experience. The founders recognize that poor customer service can jeopardize the entire experience, so they will hire only the most customer service-oriented personnel.
Market Analysis Summary
The Falls River Theatre is located in downtown Falls River, the town’s shopping and entertainment hub. This provides easy access for all Falls River residents and a viable entertainment option every night of the week. The local business community strongly supports a theatre in order to keep residents and their spending within the community, rather than going to surrounding communities. By coming to a local theatre, a typical family in Falls River (approximately 2,300 families) can expect to save about $48 on a night out at the movies. This cost savings, along with a quality movie selection, should incentivize regular patronage.
Market Segmentation
– Families: This segment focuses on adults and parents with young children who are not concerned with seeing the latest movies upon release. They seek an affordable, high-quality, family-oriented entertainment experience.
– Young adults: This segment consists of individuals aged 16-24 who are interested in watching comedy and action/adventure movies targeted at older audiences, rather than families and young children.
Market Analysis:
Year 1 Year 2 Year 3 Year 4 Year 5 CAGR
Potential Customers Growth
Family 4% 8,000 8,320 8,653 8,999 9,359 4.00%
Young adult 4% 4,000 4,160 4,326 4,499 4,679 4.00%
Other 0% 0 0 0 0 0 0.00%
Total 4.00% 12,000 12,480 12,979 13,498 14,038 4.00%
4.2 Service Business Analysis
The Falls River community has needed a local movie house since its only theatre closed eleven years ago. With the nearest movie complex 45 miles away, movie goers have limited options – a round trip drive of over 90 miles or in-home rentals. For those who enjoy the big screen, neither option is satisfying. The Falls River Theatre can meet these needs with quality movies in a comfortable, old-style movie theatre.
4.2.1 Competition and Buying Patterns
Competition for movie theatres comes in various forms. Indirect competition includes any local entertainment alternative, such as the skate park, pool hall, and restaurants. Restaurants also offer potential complementary offerings that we may explore through strategic alliances. As mentioned before, the direct competitor is the movie theater located 45 miles from Falls River. The inconvenience this presents for locals presents a tremendous opportunity for our theatre.
4.3 Target Market Segment Strategy
These two market segments, families and young adults, are targeted because they make up the majority of Falls River’s population. The Falls River Theatre aims to be a community-oriented business and serve as much of the population as possible. With a small college in town, there is also a significant student market, which often has limited transportation options.
Strategy and Implementation Summary
The strategy is simple: provide fair-priced, quality entertainment close to home for the two largest market segments in Falls River.
5.1 Competitive Edge
Falls River Theatre has a distinct competitive edge as the only movie theatre within 45 miles of Falls River. There are no current plans to build a theatre complex in town, and the theatre will occupy the town’s only suitable building. As a result, there is limited direct competition. Main competition will come from multi-plex theatres located in Madison, the closest being 45 miles from Falls River.
To ensure customer satisfaction, the theatre will rely on Samantha’s expertise. Samantha has seven years of successful theatre management experience and has contributed to consistent annual ticket sales growth of 4% in Madison. Her skills in movie selection and emphasis on customer service will drive success in Falls River. Samantha also has strong relationships with movie booking agents in the Wisconsin area, having already negotiated an agreement. The booking agents will collect 60% of the first year’s admission revenues, with a gradual reduction to 54% by year 5.
Steve, with strong construction skills, will be responsible for restoring the theatre to its former glory. Once the restoration is complete, Steve will transition into other roles, such as maintenance, counter service, ticket booth operations, and eventually ordering concession items.
Falls River is a small town where word spreads quickly. Renovations will create excitement, which will be further promoted through advertisements in the local newspaper and the college’s daily, offering coupons for free items from the snack bar. The aim is to let people know about our tasty snacks, as concessions will contribute a large share of profits. The website will also provide updates on the movie selection, changing every two weeks, to cater to the more web-savvy college students.
5.3 Sales Strategy
The Falls River Theatre will appeal to two market segments: adults and parents with children seeking local, fair-priced family entertainment, and young adults who are interested in recent releases but have limited travel options.
To target both audiences, the main sales strategy is to provide recent successful movie releases. With two theatres, we can cater to both segments simultaneously. Ticket prices will be $5 for adults and $3 for children under 12.
5.3.1 Sales Forecast
Sales will increase among both target segments as word spreads around town and to surrounding communities. Concession sales will reflect the increased attendance, with an average of $2.50 spent per ticket purchase.
Sales Forecast
| Sales Forecast | |||
| Year 1 | Year 2 | Year 3 | |
| Sales | |||
| Family movies | $86,661 | $129,992 | $194,988 |
| Young adult movies | $30,331 | $45,497 | $68,246 |
| Concessions | $70,196 | $105,293 | $157,940 |
| Total Sales | $187,188 | $280,782 | $421,173 |
| Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
| Movies | $70,196 | $105,293 | $157,940 |
| Concessions | $21,059 | $31,588 | $47,382 |
| Subtotal Direct Cost of Sales | $91,254 | $136,881 | $205,322 |
5.4 Milestones
Steve will begin the theatre’s restoration in mid-January. Samantha will still be working with the theatre in Madison but will be able to contribute as-needed. Steve’s work will start inside, repairing and upgrading the facility as necessary. The main theatre’s balcony needs reinforcement. Repairs and upgrades to the concession area are also necessary. Painting will put the finishing touches on the interior of the structure. Finally, the interior should be fully restored by mid-March, once the upholstery repairs are finished.
By that time Samantha will have more time to begin work on the website, marketing materials, and film selection. The weather should be turning better, allowing Steve to move outdoors to work on the front of the building. Minor repairs are needed on the marquee. A fresh coat of paint will prepare the building for customers. Samantha will also order any equipment for the concession area (some equipment is already in place and usable), begin the hiring process, and start the marketing. Finally, Steve will install the projection equipment and prepare for the grand opening.
Milestones:
| Milestones | |||||
| Milestone | Start Date | End Date | Budget | Manager | Department |
| Repairs and painting of interior | 1/18/2003 | 2/15/2003 | $11,000 | Steve | Marketing |
| Reupholstering theatre furniture | 2/25/2003 | 3/15/2003 | $5,000 | Steve | Marketing |
| Website design | 3/20/2003 | 3/25/2003 | $0 | Samantha | Marketing |
| Marketing materials design | 3/20/2003 | 3/25/2003 | $0 | Samantha | Web |
| Repairs and painting of exterior | 3/20/2003 | 3/25/2003 | $6,000 | Steve | Web |
| Set up projection equipment | 3/28/2003 | 4/2/2003 | $15,000 | Steve | Department |
| Film selection and scheduling | 3/28/2003 | 4/2/2003 | $250 | Samantha | Department |
| Concession equipment ordering | 4/5/2003 | 4/10/2003 | $4,000 | Samantha | Department |
| Staff hiring and scheduling | 4/5/2003 | 4/15/2003 | $200 | Samantha | Department |
| Initial marketing | 4/5/2003 | 4/20/2003 | $500 | Samantha | Department |
| Grand opening | 4/20/2003 | 4/20/2003 | $1,000 | Both | Department |
| Totals | $42,950 | ||||
Web Plan Summary:
The website will be simple, with the main purpose of communicating movie showtimes, along with links to each movie’s website and reviews. The design will feature an image of the theatre, a list of current and upcoming movies, and load quickly on most home computers. Maintenance will be straightforward due to the biweekly movie changes. Arrangements have been made with local and college newspapers for website links.
Website Marketing Strategy:
The website address will be printed on tickets and prominently placed in local paper advertisements.
Development Requirements:
Development requirements are minimal, as the site will only be a few pages. It will be built by a local web development firm. The founders will update it with the latest movie listings, taking no longer than 1-2 hours per week.
Management Summary:
Samantha’s experience in theatre operations and management will be invaluable, as she will oversee film selection, marketing, and personnel. She will also handle the selection and ordering of theatre supplies, including concessions. Steve will eventually take over this role once relationships have been established. Steve’s main responsibility will be managing and maintaining the building, with part-time work in customer service and ordering.
Personnel Plan:
We believe happy employees are crucial to customer service, so our part-time employees will be compensated fairly.
| Personnel Plan | |||
| Year 1 | Year 2 | Year 3 | |
| Samantha Farmer | $33,600 | $35,280 | $37,044 |
| Steve Brinksman | $35,200 | $36,960 | $38,808 |
| Customer Service (4 part-time employees) | $9,350 | $9,818 | $10,308 |
| Other | $0 | $0 | $0 |
| Total People | 6 | 6 | 6 |
| Total Payroll | $78,150 | $82,058 | $86,160 |
The following sections outline the financial analysis for Falls River Theatre.
Important Assumptions:
The following shows the important General Assumptions for Falls River Theatre.
| 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 | 30.00% | 30.00% | 30.00% |
| Other | 0 | 0 | 0 |
Break-even Analysis:
The following Break-even Analysis shows the monthly break-even point.
Break-even Analysis:
Monthly Revenue Break-even: $23,758.
Assumptions:
Average Percent Variable Cost: 49%.
Estimated Monthly Fixed Cost: $12,176.
Projected Profit and Loss:
The table and charts below depict the Projected Profit and Loss for Falls River Theatre.
Pro Forma Profit and Loss
Year 1 Year 2 Year 3
Sales $187,188 $280,782 $421,173
Direct Cost of Sales $91,254 $136,881 $205,322
Other Costs of Sales $0 $0 $0
Total Cost of Sales $91,254 $136,881 $205,322
Gross Margin $95,934 $143,901 $215,851
Gross Margin % 51.25% 51.25% 51.25%
Expenses
Payroll $78,150 $82,058 $86,160
Sales and Marketing and Other Expenses $3,300 $0 $400
Depreciation $1,992 $0 $0
Rent $10,800 $0 $900
Utilities $30,000 $0 $2,750
Insurance $10,150 $0 $1,100
Payroll Taxes $11,723 $0 $1,138
Other $0 $0 $0
Total Operating Expenses $146,115 $82,058 $92,448
Profit Before Interest and Taxes ($50,181) $61,843 $123,403
EBITDA ($48,189) $61,843 $123,403
Interest Expense $0 $0 $0
Taxes Incurred $0 $18,553 $37,021
Net Profit ($50,181) $43,290 $86,382
Net Profit/Sales -26.81% 15.42% 20.51%
8.4 Projected Cash Flow
The two founders, Samantha Farmer and Steve Brinksman, will be the sole investors and will invest in early January.
| Pro Forma Cash Flow | |||
| Year 1 | Year 2 | Year 3 | |
| Cash Received | |||
| Cash from Operations | |||
| Cash Sales | $187,188 | $280,782 | $421,173 |
| Subtotal Cash from Operations | $187,188 | $280,782 | $421,173 |
| 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 | $60,000 | $0 | $0 |
| Subtotal Cash Received | $247,188 | $280,782 | $421,173 |
| Expenditures | Year 1 | Year 2 | Year 3 |
| Expenditures from Operations | |||
| Cash Spending | $78,150 | $82,058 | $86,160 |
| Bill Payments | $152,553 | $178,262 | $256,786 |
| Subtotal Spent on Operations | $230,703 | $260,320 | $342,946 |
| 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 | $230,703 | $260,320 | $342,946 |
| Net Cash Flow | $16,485 | $20,462 | $78,227 |
| Cash Balance | $28,885 | $49,347 | $127,574 |
8.5 Projected Balance Sheet
The following table illustrates Falls River Theatre’s Projected Balance Sheet.
| Pro Forma Balance Sheet | |||
| Year 1 | Year 2 | Year 3 | |
| Assets | |||
| Current Assets | |||
| Cash | $28,885 | $49,347 | $127,574 |
| Inventory | $21,681 | $32,521 | $48,782 |
| Other Current Assets | $0 | $0 | $0 |
| Total Current Assets | $50,565 | $81,868 | $176,356 |
| Long-term Assets | |||
| Long-term Assets | $10,000 | $10,000 | $10,000 |
| Accumulated Depreciation | $1,992 | $1,992 | $1,992 |
| Total Long-term Assets | $8,008 | $8,008 | $8,008 |
| Total Assets | $58,573 | $89,876 | $184,364 |
| Liabilities and Capital | Year 1 | Year 2 | Year 3 |
| Current Liabilities | |||
| Accounts Payable | $25,654 | $13,666 | $21,772 |
| Current Borrowing | $0 | $0 | $0 |
| Other Current Liabilities | $0 | $0 | $0 |
| Subtotal Current Liabilities | $25,654 | $13,666 | $21,772 |
| Long-term Liabilities | $0 | $0 | $0 |
| Total Liabilities | $25,654 | $13,666 | $21,772 |
| Paid-in Capital | $105,000 | $105,000 | $105,000 |
| Retained Earnings | ($21,900) | ($72,081) | ($28,790) |
| Earnings | ($50,181) | $43,290 | $86,382 |
| Total Capital | $32,919 | $76,210 | $162,592 |
| Total Liabilities and Capital | $58,573 | $89,876 | $184,364 |
| Net Worth | $32,919 | $76,210 | $162,592 |
8.6 Business Ratios
Business ratios for the years of this plan are shown below. Industry profile ratios are based on the Standard Industrial Classification (SIC) code 7832, [motion picture theatres, except drive-ins].
| Ratio Analysis | ||||
| Year 1 | Year 2 | Year 3 | Industry Profile | |
| Sales Growth | 0.00% | 50.00% | 50.00% | 4.18% |
| Percent of Total Assets | ||||
| Inventory | 37.01% | 36.18% | 26.46% | 0.54% |
| Other Current Assets | 0.00% | 0.00% | 0.00% | 27.25% |
| Total Current Assets | 86.33% | 91.09% | 95.66% | 32.96% |
| Long-term Assets | 13.67% | 8.91% | 4.34% | 67.04% |
| Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
| Current Liabilities | 43.80% | 15.21% | 11.81% | 23.77% |
| Long-term Liabilities | 0.00% | 0.00% | 0.00% | 30.06% |
| Total Liabilities | 43.80% | 15.21% | 11.81% | 53.83% |
| Net Worth | 56.20% | 84.79% | 88.19% | 46.17% |
| Percent of Sales | ||||
| Sales | 100.00% | 100.00% | 100.00% | 100.00% |
| Gross Margin | 51.25% | 51.25% | 51.25% | 100.00% |
| Selling, General & Administrative Expenses | 76.99% | 0.00% | 40.59% | 76.64% |
| Advertising Expenses | 0.00% | 0.00% | 0.00% | 3.12% |
| Profit Before Interest and Taxes | -26.81% | 22.03% | 29.30% | 2.78% |
| Main Ratios | ||||
| Current | 1.97 | 5.99 | 8.10 | 0.93 |
| Quick | 1.13 | 3.61 | 5.86 | 0.63 |
| Total Debt to Total Assets | 43.80% | 15.21% | 11.81% | 2.70% |
| Pre-tax Return on Net Worth | -152.43% | 81.15% | 75.90% | 61.15% |
| Pre-tax Return on Assets | -85.67% | 68.81% | 66.93% | 6.94% |
| Additional Ratios | Year 1 | Year 2 | Year 3 | |
| Net Profit Margin | -26.81% | 15.42% | 20.51% | n.a |
| Return on Equity | -152.43% | 56.80% | 53.13% | n.a |
| Activity Ratios | ||||
| Inventory Turnover | 10.40 | 5.05 | 5.05 | n.a |
| Accounts Payable Turnover | 6.95General Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12 Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Pro Forma Profit and Loss Sales Month 1 2 3 4 5 6 7 8 9 10 11 12 Direct Cost of Sales 0 0 0 0 0 0 0 16848 17522 18223 18952 19710 Other Costs of Sales 0 0 0 0 0 0 0 0 0 0 0 0 Total Cost of Sales 0 0 0 0 0 0 0 16848 17522 18223 18952 19710 Gross Margin 0 0 0 0 0 0 0 17712 18420 19157 19924 20721 Gross Margin % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 51.25% 51.25% 51.25% 51.25% Expenses Payroll 4800 4800 4800 6400 6400 6400 7250 8100 7300 7300 7300 7300 Sales and Marketing and Other Expenses 0 0 0 0 0 0 600 1100 400 400 400 400 Depreciation 166 166 166 166 166 166 166 166 166 166 166 166 Rent 900 900 900 900 900 900 900 900 900 900 900 900 Utilities 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 Insurance 700 700 700 700 700 700 700 850 1100 1100 1100 1100 Payroll Taxes 15% 720 720 720 960 960 960 1088 1215 1095 1095 1095 1095 Other 0 0 0 0 0 0 0 0 0 0 0 0 Total Operating Expenses 9786 9786 9786 11626 11626 11626 13204 14831 13461 13461 13461 13461 Profit Before Interest and Taxes (9786) (9786) (9786) (11626) (11626) (11626) (13204) 2881 4959 5696 6463 7260 EBITDA (9620) (9620) (9620) (11460) (11460) (11460) (13038) 3047 5125 5862 6629 7426 Interest Expense 0 0 0 0 0 0 0 0 0 0 0 0 Taxes Incurred 0 0 Pro Forma Balance Sheet: Assets: Starting Balances 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 $12,400 $67,439 $57,819 $48,199 $36,971 $25,511 $14,051 $1,717 $21,208 $9,170 $14,968 $21,529 $28,885 Inventory $700 $700 $700 $700 $700 $700 $700 $700 $18,533 $19,274 $20,045 $20,847 $21,681 Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Current Assets $13,100 $68,139 $58,519 $48,899 $37,671 $26,211 $14,751 $2,417 $39,740 $28,445 $35,013 $42,376 $50,565 Long-term Assets $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 Accumulated Depreciation $0 $166 $332 $498 $664 $830 $996 $1,162 $1,328 $1,494 $1,660 $1,826 $1,992 Total Long-term Assets $10,000 $9,834 $9,668 $9,502 $9,336 $9,170 $9,004 $8,838 $8,672 $8,506 $8,340 $8,174 $8,008 Total Assets $23,100 $77,973 $68,187 $58,401 $47,007 $35,381 $23,755 $11,255 $48,412 $36,951 $43,353 $50,550 $58,573 Liabilities and Capital: Current Liabilities Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Accounts Payable $0 $4,659 $4,659 $4,659 $4,891 $4,891 $4,891 $5,595 $39,871 $23,450 $24,156 $24,890 $25,654 Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Current Liabilities $0 $4,659 $4,659 $4,659 $4,891 $4,891 $4,891 $5,595 $39,871 $23,450 $24,156 $24,890 $25,654 Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Liabilities $0 $4,659 $4,659 $4,659 $4,891 $4,891 $4,891 $5,595 $39,871 $23,450 $24,156 $24,890 $25,654 Paid-in Capital $45,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 Retained Earnings ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) ($21,900) Earnings $0 ($9,786) ($19,572) ($29,358) ($40,984) ($52,610) ($64,236) ($77,440) ($74,559) ($69,599) ($63,903) ($57,440) ($50,181) Total Capital $23,100 $73,314 $63,528 $53,742 $42,116 $30,490 $18,864 $5,661 $8,542 $13,501 $19,197 $25,660 $32,919 Total Liabilities and Capital $23,100 $77,973 $68,187 $58,401 $47,007 $35,381 $23,755 $11,255 $48,412 $36,951 $43,353 $50,550 $58,573 Net Worth $23,100 $73,314 $63,528 $53,742 $42,116 $30,490 $18,864 $5,660 $8,542 $13,501 $19,197 $25,660 $32,919
Business Plan Outline
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Hello!
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