Alert Senior Biznis Plan

Table of Contents
1.0 Executive Summary.....................................................................................................................1

Chart: Highlights...........................................................................................................................2
1.1 Keys to Success.........................................................................................................................3
1.2 Mission...........................................................................................................................................3
1.3 Objectives....................................................................................................................................3
2.0 Company Summary......................................................................................................................3
2.1 Start-up Summary....................................................................................................................4
Table: Start-up...............................................................................................................................4
Table: Start-up Funding..............................................................................................................5
Chart: Start-up..............................................................................................................................6
2.2 Company Ownership................................................................................................................6
3.0 Services.............................................................................................................................................7
4.0 Market Analysis Summary.........................................................................................................7
4.1 Market Segmentation..............................................................................................................8
Table: Market Analysis................................................................................................................8
Chart: Market Analysis (Pie).....................................................................................................9
4.2 Service Business Analysis......................................................................................................9
4.2.1 Competition and Buying Patterns.............................................................................10
5.0 Strategy and Implementation Summary...........................................................................10
5.1 Marketing Strategy.................................................................................................................10
5.2 Sales Strategy..........................................................................................................................11
5.2.1 Sales Forecast...................................................................................................................11
Chart: Sales Monthly.............................................................................................................11
Chart: Sales by Year..............................................................................................................12
Table: Sales Forecast.............................................................................................................12
6.0 Management Summary.............................................................................................................12
6.1 Personnel....................................................................................................................................12
Table: Personnel..........................................................................................................................13
7.0 Financial Plan................................................................................................................................13
7.1 Important Assumptions........................................................................................................13
Table: General Assumptions...................................................................................................13
7.2 Break-even Analysis...............................................................................................................14
Table: Break-even Analysis.....................................................................................................14
Chart: Break-even Analysis....................................................................................................14
7.3 Projected Profit and Loss.....................................................................................................15
Chart: Profit Monthly.................................................................................................................15
Chart: Profit Yearly.....................................................................................................................15
Chart: Gross Margin Monthly.................................................................................................16
Chart: Gross Margin Yearly.....................................................................................................16
Table: Profit and Loss................................................................................................................17
7.4 Projected Cash Flow...............................................................................................................18
Chart: Cash...................................................................................................................................18
Table: Cash Flow.........................................................................................................................19
7.5 Projected Balance Sheet......................................................................................................20
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Table of Contents
7.5 Projected Balance Sheet......................................................................................................20

Table: Balance Sheet.................................................................................................................20
7.6 Business Ratios........................................................................................................................20
Table: Ratios.................................................................................................................................21
Table: Sales Forecast...........................................................................................................................1
Table: Personnel....................................................................................................................................2
Table: Personnel....................................................................................................................................2
Table: General Assumptions.............................................................................................................3
Table: General Assumptions.............................................................................................................3
Table: Profit and Loss..........................................................................................................................4
Table: Profit and Loss..........................................................................................................................4
Table: Cash Flow...................................................................................................................................5
Table: Cash Flow...................................................................................................................................5
Table: Balance Sheet...........................................................................................................................6
Table: Balance Sheet...........................................................................................................................6
PREDLOZI NAZIVA:
1.Linija zivota
2.Alarm zivota
3.Zivotna stanica
4.Life response Serbia
5.Life Watch Serbia
6.Cuvar zivota
7.Medical Guardian Serbia
8.Life Alert
9.Zivotni spasioci
10.Cuvari zdravlja
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Vashon Solicitation Services
1.0 IZVRSNI REZIME

Introduction/UVOD
Cuvari zivota: Nudimo mir Vaseg uma I zastitu!

Cuvari Zdravlja, istaknuta kompanija u pruzanju visoko-tehnoloskih i bezbedonosnih resenja, sada je
tu za Vas I Vasu porodicu sa novom tehnologijom. Koriscenjem sofisticiranih znanja I
razumevanjem bezbenonosnih proizvoda visokih performansi,
Mnoge starije osobe I osobe sa invaliditetom vise vole da uzivaju u komforu svog sopstvenog
doma.Medjutim, godine starosti I invaliditet donose povecani rizik o uobicajenih medicinskih
slucajeva kao sto su padovi, sto moze dovesti do povreda koje smanjuju nezavisnost I slobodu
kretanja ili dovesti do prelaska u staracke domove.Nas system koji Vam omogucava da momentalno
kontaktirate nas centar za hitne intervencije znaci da ste dobili pomoc brzo, potencijalno smanjujuci
rizik povecanja obima povrede I omogucujuci Vam da ostanete u svom domu.
Neki ljudi se ne slazu misljenja da im je neophodan system hitne intervencije.Oni mozda misle da su
ovi sistemi namenjeni osobama koje su starije nego sto su one ili manj sposobne.Medjutim, ovi
sistemi mogu biti velika investicija za mnoge porodice koje imaju clana koji odlaze u penziju, kada
je rizik pojavljivanja zdravstvene problema ili padova generalno raste.Ovi sistemi su korist za
svakoga sa fizickim ili mentalnim invaliditetom, koji zeli da zivi sam ili da bude sto nezavisniji.U
mnogo slucajeva,oni koji mogu da imaju koristi od ovih sistemasu savrseno zdravi I nezavisni kada
pocnu da ga koriste.
Mozda Vam ovaj system nece sada biti neophodan, ali nikad se ne zna kada se nesto moze dogoditi.
Nas system hitne intervencije deluje kao podrska.Daje Vama, Vsoj porodici I prijateljima sigurnost I
spokoj da znaju da, ako ikada se nesto dogodi, bar postoji zastita I pomoc sa ciljem da obezbedi da
novonastala nepredvidjena situacija ne postane jos gora. Cak I ako mislite da Vam system nije
neophodan sada, imajuci jedan cesto moze doneti komfor I utehu Vasoj porodici.
Usluge medicinskog nadzora se obicno lako integrisu u Vas svakodnevni zivot.Sve sto treba da
uradite da biste dobili neohpdnu pomoc je da pritisnete dugme, a system Vas povezuje sa obucenim
profesionalnim agentom kompanije koji ce proceniti situaciju I poslati Vam pomoc cim Vam bude
potrebna.Vasoj porodici I Vama dajemo garanciju da pomoc stize cim pritisnete SOS dugme.
Pored nadzora I kontrole, nasa kompanija Vam obezbedjuje 24-satnu tehnicku podrsku u slucaju da
imate bilo kakvih problema sa uredjajima. Na websajtu cete naci cesto postavljana pitanja kao I
besplatni pozivni broj I email.
vizija
Page 1
Naa vizija je hitna i efikasna pomo za siguran i nezavistan ivot starijih i nemonih osoba bez
obzira na godine zivota i uzrok nemoi u vlastitom okruenju, a u duhu prijateljskih i dobrih
roditeljskih odnosa.
Kompaija Cuvari Zivota je kompanija za pruzanje usluga nadzora potencijalnih nepredvidivih
dogadjaja koja spasava zivote od katastrofalnih posledica, koristeci jedinstvenu tehnologiju da
obezbedi vrhunsku zastitu I nadzor zvuka Vaseg doma.
Cuvari Zdravlja Vam obezbedjuju inovativne,I lake za upotrebu proizvode, koji Vam pomazu da
zastitite I cuvate sve one koje volite. Nasa zastita pomaze ljdima da zive kod kuce sa nezavisnoscu I
komforom , ziveci svoje zivote na nacin koji zele, sa osecanjem bezbednosti I slobode uma.
Cuvari zdravlja su jedina kompanija koja Vam nudi 24 casovni nadzor I detekciju pada I to radimo
besplatno kao deo standardnog paketa.Cak I da niste u mogucnosti da pritisnete dugme za hitnu
pomoc, mozete biti sigurni da Vam je pomoc vec na putu!
Ovi proizvodi su kreirani da sluze I cuvaju starije osobe koji preferiraju da zadrze nezavisnost I
slobodu, ali zele dodatni nivo sigurnosti u slucaju nuzde ili zivotne opasnosti! Sa pritiskom na
dugme za pomoc, dobijate odmah pomoc uzivo kada god I gde god Vam je potrebna.
Sa nasim sistemom za nadzor potencijalnih zivotnih opasnosti ste uvek povezani sa nasim call
centrum koji ce Vam odmah obezbediti potrebnu pomoc 24/7 dana. Ono sto je jedinstveno je
automatski detector za pad koji detektuje Vas pad I automatski zove call center za pomoc.
Nas tim za odziv u slucaju neophodne pomoci Vam je na usluzi 24/7
Pomocu naseg Sistema, povezani ste na pomoc 24 sata dnevno, 7 dana u nedelji, 365 dana u
godini.Nasi operateri za nadzor Vaseg zdravlja servisiraju celu Srbiju, I nude pomoc, podsecaju Vas
na obaveze ili su tu kako bi Vam pravili drustvo. Nasi operateri su prosli pouzdan trening proces za
pruznje hitne pomoci.Oni procenjuju trenutnu situaciju u kojoj se klijent nalazi, I odlucuju da li da
posalju biolnicko osoblje ili jednostavno komsiju, clana Vase porodice ili prijatelja.Kakvu god imate
potrebu, nasi operateri ce Vam pruziti neophodnu licnu paznju kada Vam je najpotrebnija.
Mi smo uinili svoj korak prema Vama...Vi se moete ulaniti!
Kompanija
Cuvari zdravlja ce biti drustvo za ogranicenom odgovornoscu registrovano kod agencije za
privredne register kao KOMPANIJA ZA PRUANJE USLUGA LJUDIMA KOJI IVE SAMI
TELEASISTENT DOO BEOGRAD (STARI GRAD), 9609-Ostale nepomenute line uslune delatnosti.
Osnivac je Aleksandar Vejnovic, diplomirani inzenjer organizacionih nauka na smeru
Menadzment. A.Vejnovic je doneo dragoceno iskustvo u kompaniju radeci na menadzerskim I
rukovodecim funkcijama u velikim kompanijama.
Kompanija zaposljava 10 ljudi u Beogradu.Ima ogranicen broj privatnih investitora. Glavna
kancelarija kompanije je u Beogradu.Kompanija ocekuje da pocne sa ponudom paketa
01.januara 2015.
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Usluge
U savrsenom svetu, niko nikada ne bi trebao da se suoci sa situacijama u kojima mu je zivot
ugorzen.Medjutim, nesrece se desavaju. U vecini katastrofalnih hitnih slucajeva, zrtve nisu
unutar dometa telefona, I tako postaju potpuno bespomocne. Mozda Vam system nece biti
potreban sada, ali nikada ne znate sto moze da se dogodi.Nas system Vam sluzi kao podrska.
Pruza Vama, Vasoj porodici I prijateljima sigurnost
Korisnici naseg Sistema su zasticeni od takvih kobnih siyuacija.Nas servis postaje njihova veza
ka spoljnom svetu I potencijalnoj medicinskoj pomoci. Sto su nadlezni organi brze
obavesteni,lakse je minimizirati rizik od trajnih ostecenja, invalidnosti ili cak smrti. Kompanija
Cuvari zdravlja pruza vitalnu zastitu 24/7 u slucaju bilo koje hitne pomoci, ukljucujuci srcani
napade, mozdane udare ili padove.
TRZISTE
Prema podacima RZS dosli smo do sledecih informacija:
55% stanovnistva 50+ u BGD region u 2013

41.5% stanovnistva 60+( 693.000) u BG u 21013
922.000 potencijalnih korisnika samo u Beogradskom region u 2013
Vise od 3 miliona ljudi ima 60+ u srbiji u 2013
Negativan prirodni prirataj, visoka stopa migracija i visoka prosena starost najvie su uticali i
na broj domainstavaNajvei broj samaca je u Beogradu, gde je svako etvrto domainstvo
samako. Najmanje ukuana u proseku zabeleeno je u Crnoj Travi, Gadinom Hanu, i
beogradskim optinama Vraar, Savski venac i Stari grad, gde je prebrojano tek neto vie od dva
lana u proseku. Ovi podaci I trendovi pruzaju odlicne potencijalne mogucnosti za kompaniju.
Poli smo od analize potreba, potom od opste poznatih injenica o neprekidno rastuem broju starijih
osoba u Srbiji te od svijesti o potekoama oko lista cekanja na smjetaja u domove za starije i
nemone osobe, nedovoljnih kapaciteta,losih materijalnih uslova i razvijenih usluga u njima.
Predvideli smo I potrebe velikog broja nemonih osoba bez obzira na dob i uzrok nemoi kao i
potrebe rtava obiteljskog nasilja.
Imali smo na umu injenicu da su shodno popisu stanovnitva iz 2013. godine 44% stanovnitva
ivi u samakim domainstvima ili s dva lana, a od ega veliki broj starijih osoba ivi na otocima,
brdsko-planinskim naseljima i samakim domainstvima u gradovima.
Imali smo na umu Vas, Vae najdrae za koje skrbite, Vae roditelje uz koje ne moete biti fiziki, a
potrebni ste im.
Imali smo na umu sve nadlene institucije i organizacije u drutvu koje bi mogle, koje bi trebale i
koje su voljne dati podku Vama u suradnji, jedinstvu i zajednitvu s nama kao pokretaima da
moete ostati u svom domu i biti zadovoljni.
Mi smo na raspolaganju 24 sata, sedam dana u tjednu, 365 dana u godini.
Kopmanija planira da udje na 2 trzisna segmenta.Prvo, radicemo sa osobama starijim od 60+ obizorm da
je rizik potencijalno nepredvisjenih situacije kod ove grupe najveci. Takodje, radicemo I sa osobama sa
fizickim I mentalnim invaliditetom, obzirom da je ovoj grupi takodje cesto potrebna nasa usluga
nadzora.
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Finansijsko razmatranje
Pocetni Start-up neophodnih sredstava prikazani su u tabelama koje zaokruzuju rezime segmenta
pokretanja posla. Ovo obuhvata troskove I gotovinu potrebnu za podrsku operacija dok prihodi ne
dostignu prihvatljiv nivo.Veci deo finansijskih obaveza kompanije ce biti prema spoljnim
investitorima I upravljanju investicijama, medjutim uzeta je pozajmica od bankekoja treba da se
otplati u naredne dve godine.
Kompanija ocekuje da ostvari profit u drugoj godini poslovanja I ne predvidja neke ozbiljnije
probleme u tokovima gotovine.Mi verujemo da ce tokom prve tri godine potpisivanje trajnih
ugovora sa 10 klijenata mesecno garantovati prelomnu tacku rentabilnosti posla.
Chart: Highlights
Page 4
1.1 Kljucni faktori uspeha:

Faktori uspeha kompanije Cuvari zivota za dugorocnu odrzivost I profitabilnost su:
Kreirati dugorocne ugovore koji zahtevaju neprekidnu kontrolu I nadzor I pruzanje hitne
medicinske pomoci korisnicima paketa
Odrzavati bliske kontakte sa klijentima I uspostaviti dugorocne odnose sa njima koji dobro
funkcionisu u cilju obnavljanja ugovora I dobijanja sjajne reputacije.
Postaviti sveobuhvatno iskustvo u pruzanju usluge za nase klijente koje ukljucuje
procenjivanje situacija, savetovanje, napredak, povratne informacije o paketima usluga.
1.2 MISIJA
Misija kompanije Cuvari zivvota je d pomogne starim, bolesnim I slabo sposobnim I pokretnim
gradjanima I pojedincima sa tehnoloski naprednim sistemima za pruzanje hitne intervencije u
cilju pobolsjanja njihovog kvaliteta zivota I povecanja svoje baze korisnika pruzajuci vrhunsku
uslugu.
Misija kompanije je da pruzi svojim korisnicima 24/7 uslugu neophodne pomoci Posedujemo
posvecen I veoma uvezban tim specijalsta za podrsku korisnicima koji su sposobni da obezbede
odlicnu uskugu na vreme.
1.3 CILJEVI
Ciljevi u naredne tri godine nase kompanije su :
1.Postati lider na trzistu u pruzanju monitoring usluga
2.Ostvariti prelomnu tacku rentabilnosti u drugoj godini poslovanja.
3.Uspostaviti dugorocne ugovore I odnose sa najmanje 450 korisnika u 2015
4.Uspostaviti stopu od minimum 95% zadovoljstva korisnika kako bi izgradili dugorocno poverenje
sa nasim klijentima I stvorili marketing od usta do usta.
2.0 Company Summary
VSS will be a limited liability partnership registered in the state of Delaware for tax purposes.
Its founder is Mr. Martin Gibbs, a former telemarketing head with Medfone, Inc. Mr. Gibbs has
brought together a highly respected group of telemarketing and customer relations specialists
who have a total of 35 years of combined experience with this industry.
The company has a limited number of private investors and does not plan to go public. The
company has its main offices in Gig Harbor, Washington. The facilities include office spaces,
conference rooms, and a phone center. The company expects to begin offering its services in
June of Year 1.
The company's main clients will be companies that require high amounts of communication
between themselves and their clients. This includes medical services, and companies that wish
to outsource first-level help desk support. By focusing on institutions such as these that have
Page 5
special needs, we believe we will be able to better serve our clients and produce a superior
service that is more effective that other call center firms.
2.1 Start-up Summary
Start-up assets required are shown in the tables below. This includes expenses and the cash
needed to support operations until revenues reach an acceptable level. Most of the company's
liabilities will come from outside private investors and management investment, however, we
have obtained current borrowing from Bank of America Commercial Investments, the principal
to be paid off in two years. A long-term loan through Charter Bank of Tillamook will be paid off
in ten years.We also have a line of credit from Viking Bank that we can draw upon if need be.
Table: Pokretanje biznisa
Start-up
Zahtevi
Troskovi pokretanja posla
Pravne usluge osnivanja doo
Osiguranje
Komunalije
Rent
Knjigovodja
Trosak nabavke opreme
Reklamiranje/Marketing
Ostalo
Total Start-up Expenses
$350
$1,000
$200
$600
$100
$8,000
$1,200
$350
$27,700
Pocetna sredstva
Potrebna gotovina
Ostala kratkorocna sredstva
Dugorocna sredstva
Ukupna sredstva
$117,800
$0
$0
$146,300
Ukupno potrebno
$174,000
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Table: Start-up Finansiranje

Start-up Funding
Start-up Expenses to Fund
Start-up Assets to Fund
Total Funding Required
$27,700
$146,300
$174,000
Assets
Non-cash Assets from Start-up
Cash Requirements from Start-up
Additional Cash Raised
Cash Balance on Starting Date
Total Assets
$28,500
$117,800
$0
$117,800
$146,300
Liabilities and Capital

Liabilities
Current Borrowing
Long-term Liabilities
Accounts Payable (Outstanding Bills)
Other Current Liabilities (interest-free)
Total Liabilities
$16,000
$55,000
$3,000
$0
$74,000
Capital
Planned Investment
Mr. Aleksandar Vejnovic
Mr. Djordje Vejnovic
Others
Additional Investment Requirement
Total Planned Investment
$10,000
$10,000
$0
$0
$20,000
Loss at Start-up (Start-up Expenses)

Total Capital
($27,700)
$72,300
Total Capital and Liabilities
$146,300
Total Funding
$174,000
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Chart: Start-up
2.2 Vlasnistvo kompanije

The company will have a number of outside private investors who will own 27% of the
company's shares. The rest will be owned by the senior management including Mr. Martin
Gibbs, (25%), Ms. Mary Stuart (20%), Mr. Henry Hannover, (20%), and Mr. Nicholas Caput
(8%). All other financing will come from loans.
Page 8
3.0 USLUGE
Kompanija Cuvari zivota nudi sirok opseg call center usluga ukjlucujuci dolazne I odlazne pozive.
Pruzamo usluge na 2 jezika: Srpski I engleski. Usluge su:
1. 24h/7 365 dana nadzor I kontrola stanja korisnika u njegovom domu I okolini u slucaju bilo koje
hitne pomoci, ukljucujuci srcani napade, mozdane udare ili padove. Slobodno pritisnite dugme za
pomc u bilo koje vreme I za bilo koju neophodnu pomoc.
2.Hitna procena nepredvidjene situacije I organizovanje pomoci-ne morate da gubite vreme da
nam kazete koga da zovemo pomoc -nas profesionalni agent ce brzo pozvati neophodne nadlezne
organe, Vasu porodicu ili prijatelje prema Vasoj listi prioriteta
3. Nikad se necete osecati sami-Odgovaramo na Vas poziv momentalno I ostajemo sa Vama na
vezi sve dok pomoc ne stigne
4.Da li zelite da Vasa porodica bude obavestena u slucaju hitne intervencije? Obavesticemo ih tako
da budu u toku sa Vasom trenutnom situacijom
5.Mi mislimo za Vas! Podsecamo Vas na Vase obaveze, dogovore, aktivnosti,podsetnike I
obeznedjujemo Vam sve neophodne informacije!
4.0 Pregled analize trzista

The telemarketing industry is a growing industry with most companies having an annual growth
between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the
need for market information and the desire to reduce customer turnover rates in a hard hit
economy. A significant trend in this industry is the growing number of clients who wish to
outsource telemarketing functions to client companies instead of developing such infrastructure
in-house. This makes for an excellent opportunity for VSS. However, long-term analysis of
growth rates in this industry show a cyclical pattern and VSS does not expect this high growth
rate to continue.
The telemarketing industry is quite fragmented with companies that vary greatly in size, scope,
services offered, and market share. Many companies are general advertising agencies that offer
telemarketing services along with a wide range of other consulting services. In addition, many
companies, still not realizing the potential advantages of outsourcing, choose to develop their
own telemarketing services.
VSS plans to enter into two market segments. First, we will work in the medical services
industry since they have a high need to maintain contact with their patients at all times. We
also will be working as a first level help desk for a number of small high-tech companies. Mr.
Gibbs and Ms. Stuart have already signed contracts with Evergreen Medical and Sno-net, Inc. to
serve in these capacities. We will also be taking on short-term projects, such as surveys, from
small clients.
Page 9
4.1 Market Segmentation

Virtually every company, both large and small require some form of telemarketing at some
point. Often it is a survey to determine customer satisfaction or awareness. Sometimes it is
effectively communicating an upcoming event such as a conference.
Other companies wish to know if telemarketing is a feasible method of sales generation. One of
the new uses for call centers is in first level help desk services. About 75-80% of all technical
problems faced by end customers can be solved by non-technical customer service
representatives who are familiar with a computer or technical system and who have a scripted
set of procedures to solve most common occuring problems. This is where an outsourced call
center can save a client a large amount of money and allow a reduction in personnel needed on
call 24 hours-a-day.
VSS plans to enter into two market segments. First, we will work in the medical services
industry since they have a high need to maintain contact with their patients at all times. We
also will be working as a first level help desk for a number of small high-tech companies.
Mr. Gibbs and Ms. Stuart have already signed contracts with Evergreen Medical and Sno-net,
Inc. to serve in these capacities. Our customer service representatives are already in the
process of receiving hands-on training from these two companies to meet their needs. We will
also be taking on short-term projects such as surveys from small clients.
Once we have established a good working relationship with these initial clients, we will leverage
our reputation and profitability into new contacts and contracts with other local companies. Our
ultimate goal is to service the entire west coast region and become the company with a
dominant market share.
The market analysis table and graph which follows shows the number of businesses within the
state of Washington. This will be our initial geographical focus for the first four to five years of
our company's existance. Later, as we expand to a west coast scope, our future business plans
will include all of our potential clients in this area.
Table: Analiza trzista
Market Analysis
Potential Customers
Osobe 60+
Osobe sa invaliditetom
Other
Total
Year 1
Year 2
Year 3
Year 4
Year 5
2%
3%
400
350
408
361
416
372
424
383
432
394
1.94%
3.00%
3%
2.86%
2,200
2,950
2,266
3,035
2,334
3,122
2,404
3,211
2,476
3,302
3.00%
2.86%
Rast
CAGR
Page 10
Chart: Market Analysis (Pie)
4.2 Service Business Analysis

The telemarketing industry is a growing industry with most companies having an annual growth
between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the
need for market information and the desire to reduce customer turnover rates in a hard hit
economy. However, long-term analysis of growth rates in this industry show a cyclical pattern
and VSS does not expect this high growth rate to continue.
The telemarketing industry is quite fragmented with companies that vary greatly in size, scope,
services offered, and market share. Many companies are general advertising agencies that offer
telemarketing services along with a wide range of other consulting services. In addition, many
companies, not realizing the potential advantages of outsourcing, choose to develop their own
telemarketing services.
VSS believes that the greatest threat at the moment is in new entrants to the market who
perceive an opportunity in a "high" growth industry. The most likely entrants will be pre-existing
advertising agencies wishing to horizontally integrate and enter new sub-markets.
The one major disadvantage to new entrants is that all firms engaged in contracting to
telemarketing agencies face significant switching costs when bringing on a new partner.
Furthermore, VSS understands that in this industry there is a significant learning curve that
creates declining "unit" costs as a firm gains more cumulative experience in the field itself and
with long-term clients specifically. Finally there are significant start-up costs associated with
creating a call center.
Rivalry among different call center agencies is quite intense. The telemarketing industry as a
whole is mature with long-term moderate growth. Most of the largest agencies are mutually
dependent when it comes to jockeying for position and market share. The fact that there are so
many diverse and seemingly "generic" or general telemarketing agencies makes this a cutthroat
industry.
Page 11
The threat of clients backwardly integrating so as to have all their advertising done in-house is
one of the major factors that buyers use to indirectly control price in this industry, and increase
competition among firms. This must always be foremost in the minds of Vashon's management
when offering services and setting prices.
4.2.1 Competition and Buying Patterns
Konkurencija
Konkurencija obuhvata sve komopanije koje pruzaju usluge monitoringa hitnih situacija u Srbiji.
Kompanija Cuvar zivota ulazi na trziste kao drugoplasirana kompanija. NA TRZISTU SE OD 2008
godine nalazi kompanija Asistel koja posluje u regionu Beograda I Nisa I trenutno je trzisni
lider. Prema njihovoj evidenciji, postoji 10.000 njihovih klijenata.Planiraju da se dalje sire po
Srbiji. Asistel je u 2012 poeo sa primenom teleasistencije tree generacije koja ukljuuje tehnoloka
reenja bazirana na mobilnoj telefoniji i Internetu. Konkurent ima 5 operatera koji rade u tri smene
24/7.
Nasa kompanija ce primeniti strategiju modifikovanog frontalnog napada u vidu jeftinijih
paketa(snizenih cena proizvoda) od konkurenta kao I strategiju poboljsanja usluge. Ova
strategija podrazumijeva praenje, odnosno izjednaavanje sa konkurencijom na polju svih
performansi i elemenata proizvoda, a onda prodaju istih proizvoda po niim cenama.
Buying patterns and needs

Companies usually enter into contracts with call center firms based on their reputation of
professionalism and effective campaigns in the past. This reputation is difficult to obtain by new
firms unless its personnel bring it with them from previous companies such as ours. Price and
scope are also important reasons for accepting contracts, especially if the company is small.
5.0 Strategy and Implementation Summary
Vashon Solicitation Services' business strategy is to enter into a focused approach to its
services rather than being everything to its clients. Our company does not intend to be a
telemarketing consultation firm, nor will it ever become so. We are a call center firm that simply
implements telemarketing campaigns or help desk functions for its clients. These services are
where we can offer a higher standard of quality to our clients. This will allow us to charge a
higher profit margin for these differentiated and more focused services.
5.1 Marketing Strategy
Vashon has already concluded two contracts with local companies requiring 24 hour call center
services. These will provide us with initial revenue and the chance to build our reputation. Our
company intends to use testimonials from such clients to build further contracts. We have
begun to establish our presence using various marketing methods such as flyers, cold calls, B2B
contacts, and we will be attending conventions and other events as well.
Page 12
5.2 Prodajna strategija

Cuvari zivota ce se fokusirati na strategiju diferencijacije I pozicioniranja. Kompanija ce trzistu
ponuditi 4 paketa usluga koje se razlikuju prema duzini potpisanog Ugovora. Strategija
obuhvata nize cene od konkurencije Asistel-a za %.
Aleksandar I njegov tim ce aktivno obilaziti, prezentovati paket I povecavati broj klijenata u
2015. This company is the largest event organizing firm on the West coast and has been
seeking a call center firm for a customer survey project to be launched in the near future. VSS
believes that its chances for acquiring this contract are excellent.
5.2.1 Prognoza prodaje
Usluga se bazira na potpisivanju ugovora sa klijentima I placanje mesecnih I godisnjih
clanarina.Prihodi su bazirani na prosecnim troskovima po Ugovoru na osnovu procenjenog
vremena I slozenosti Ugovora, I profitnoj marzi. Kompanija nema neki znacajan direktan trosak
prodaje.
Mi predvidjamo da ce nase najatraktivnije ciljne grupe klijenata , osobe starosti 60+ kao I
osobe koje boluju od razlicitih visova bolesti ce nam obezbediti znacajne prihode u veoma
kratkom periodu.Kako vreme bude teklo, I mi budemo sticali sve veci broj nasih korisnika, %
dugorocno potpisanih Ugovora I prihoda ce se povecati.
Chart: Mesecna prodaja Ugovora
Page 13
Chart: Prodaja po godinama
Table: Prognoza prodaje
Sales Forecast
Year 1
Year 2
Year 3
960
$69,000
$43,500
$33,500
$278,000
$180,000
$120,000
$65,000
$58,000
$423,000
$270,000
$150,000
$96,000
$69,000
$585,000
Year 1
$0
$0
$0
Year 2
$0
$0
$0
Year 3
$0
$0
$0
Sales
Mesecna pretplata
Tromesecna pretplata
Sestomesecna pretplata
Godisnja pretplata
Total Sales
Direct Cost of Sales
Row 1
Other
Subtotal Direct Cost of Sales
6.0 Management Summary

The company will have four officers including our president, Mr. Martin Gibbs. Our head of
operations will be Mr. Nicholas Caput, plus 12 customer service representatives. Finances and
general admin will be handled by Ms. Stuart.
The company plans to hire additional service representatives, and administrative personnel as
we begin to get large numbers of contracts.
6.1 Personnel
Vashon's management brings to the company strong capabilities in contract negotiation, project
management, telemarketing, and a unique combination of skills drawn from other businesses.
Page 14
Key Personnel
Mr. Martin Gibbs is a graduate of the University of Missouri where he obtained his business
degree degree in 1971. Since then, Mr. Gibbs has had extensive experience in marketing,
telemarketing, and project management. This includes experience in budgeting, project
oversight, etc. In 1996 he obtained a graduate degree in marketing from University of
Washington. Mr. Gibbs spent the last four years as the telemarketing department head with
Medfone, Inc.
Mr. Nicholas Caput graduated from Arizona State University with a bachelors degree in
marketing in 1975. From 1978-1988 Mr. Caput worked for Nelson Marketing Consultants. In
1989 he went to work for Anderson Consulting in their marketing division, where he worked as
a project manager.
Table: Personnel
Personnel Plan
Year 1
Year 2
Year 3
Mr. Martin Gibbs - President

Ms. Mary Stuart - Office Manager
Mr. Nicholas Caput - Operations
Customer service representatives
Total People
$36,000
$36,000
$36,000
$101,050
19
$36,000
$36,000
$36,000
$203,000
27
$60,000
$60,000
$36,000
$203,000
27
Total Payroll
$209,050
$311,000
$359,000
7.0 Financial Plan

Our financial plan anticipates two years of negative profits as we gain sales volume. We have
budgeted enough investment to cover these losses and have an additional credit line available if
sales do not match predictions.
7.1 Important Assumptions
We are assuming approximately 75% sales on credit and average interest rates of 10%. These
are considered to be conservative in case our predictions are erroneous.
Table: General Assumptions
General Assumptions
Plan Month
Current Interest Rate
Long-term Interest Rate
Tax Rate
Other
Year 1
Year 2
Year 3
1
10.00%
10.00%
30.00%
0
2
10.00%
10.00%
30.00%
0
3
10.00%
10.00%
30.00%
0
Page 15
7.2 Break-even Analysis

Our break-even analysis is based on the assumptions that our gross margin is approximately
100%. In other words, we will have insignificant direct cost of sales. Since each contract will be
of different scope, length, and complexity, it is difficult to assign and average per unit revenue
figure. However, it is conservatively believed that during the first three years, average
profitability per month per segment will be moderate. This is because we will be dealing with
smaller companies at first that have smaller contracts. We expect that about three ongoing
contracts per month will guarantee a break-even point.
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even
$27,234
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost
0%
$27,234
Chart: Break-even Analysis
Page 16
7.3 Projected Profit and Loss

The following table itemizes our revenues and associated costs. We expect to be paying higher
costs in marketing and advertising than other companies as we attempt to build sales volume.
As shown in the table in the Appendix, we expect monthly profits to begin in December 2003.
Chart: Profit Monthly
Page 17
Chart: Profit Yearly
Chart: Gross Margin Monthly
Page 18
Chart: Gross Margin Yearly
Page 19
Table: Profit and Loss
Pro Forma Profit and Loss

Year 1
Year 2
Year 3
Sales
Other Costs of Sales
Total Cost of Sales
$278,000
$0
$4,300
$4,300
$423,000
$0
$6,000
$6,000
$585,000
$0
$6,000
$6,000
Gross Margin
Gross Margin %
$273,700
98.45%
$417,000
98.58%
$579,000
98.97%
Payroll
Sales and Marketing and Other Expenses
Depreciation
Rent
Utilities
Insurance
Payroll Taxes
Travel
Other
$209,050
$18,000
$0
$18,000
$7,200
$13,200
$31,358
$12,000
$18,000
$311,000
$10,000
$0
$18,000
$8,000
$14,000
$46,650
$8,000
$15,000
$359,000
$10,000
$2,500
$18,000
$9,000
$15,000
$53,850
$4,000
$15,000
Total Operating Expenses
$326,808
$430,650
$486,350
Profit Before Interest and Taxes

EBITDA
Interest Expense
Taxes Incurred
($53,108)
($53,108)
$8,183
$0
($13,650)
($13,650)
$9,400
$0
$92,650
$95,150
$9,100
$25,065
Net Profit
Net Profit/Sales
($61,291)
-22.05%
($23,050)
-5.45%
$58,485
10.00%
Expenses
Page 20
7.4 Projected Cash Flow

The following is our cash flow chart and diagram. We do not expect to have any short-term cash
flow problems even though we will be operating at a loss for the first nine months. Our shortterm loan will be repaid in two equal payments in 2004-2005. Our long-term loan will be paid
off in ten years.
Chart: Cash
Page 21
Table: Cash Flow
Pro Forma Cash Flow

Year 1
Year 2
Year 3
$69,500
$159,050
$228,550
$105,750
$291,458
$397,208
$146,250
$409,934
$556,184
$0
$20,000
$0
$0
$0
$0
$3,000
$251,550
$0
$6,000
$0
$0
$0
$0
$5,000
$408,208
$0
$0
$0
$0
$0
$0
$0
$556,184
Year 1
Year 2
Year 3
$209,050
$121,806
$330,856
$311,000
$135,385
$446,385
$359,000
$162,552
$521,552
Sales Tax, VAT, HST/GST Paid Out

Principal Repayment of Current Borrowing
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Current Assets
Purchase Long-term Assets
Dividends
Subtotal Cash Spent
$0
$0
$0
$0
$0
$0
$0
$330,856
$0
$0
$0
$0
$0
$0
$0
$446,385
$0
$8,000
$0
$4,000
$0
$0
$0
$533,552
Net Cash Flow

Cash Balance
($79,306)
$38,494
($38,177)
$317
$22,632
$22,949
Cash Received
Cash from Operations
Cash Sales
Cash from Receivables
Subtotal Cash from Operations
Additional Cash Received
Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Page 22
7.5 Projected Balance Sheet

The following table shows the projected balance sheet for VSS.
Table: Balance Sheet
Pro Forma Balance Sheet

Year 1
Year 2
Year 3
$38,494
$49,450
$3,500
$91,444
$317
$75,242
$3,500
$79,059
$22,949
$104,058
$3,500
$130,507
$25,000
$0
$25,000
$116,444
$25,000
$0
$25,000
$104,059
$25,000
$2,500
$22,500
$153,007
Year 1
Year 2
Year 3
$11,435
$36,000
$0
$47,435
$11,100
$42,000
$0
$53,100
$13,563
$34,000
$0
$47,563
Total Liabilities
$55,000
$102,435
$55,000
$108,100
$51,000
$98,563
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$103,000
($27,700)
($61,291)
$14,009
$116,444
$108,000
($88,991)
($23,050)
($4,041)
$104,059
$108,000
($112,041)
$58,485
$54,444
$153,007
$14,009
($4,041)
$54,444
Assets
Current Assets
Cash
Accounts Receivable
Other Current Assets
Total Current Assets
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
Net Worth
7.6 Business Ratios

We have included industry standard ratios from the telemarketing solicitation services industry
to compare with ours. These ratios are as closely matched to our industry as management
could find, however there are some significant differences, especially in sales growth, financing
ratios, long-term asset investments and net worth. However, our projections indicate a healthy
company that will be able to obtain and retain long-term profitability.
Page 23
Table: Ratios
Ratio Analysis
Year 1
Year 2
Year 3
Industry Profile
n.a.
52.16%
38.30%
8.79%
Accounts Receivable
Long-term Assets
Total Assets
42.47%
3.01%
78.53%
21.47%
100.00%
72.31%
3.36%
75.98%
24.02%
100.00%
68.01%
2.29%
85.29%
14.71%
100.00%
28.12%
44.18%
76.27%
23.73%
100.00%
Current Liabilities
Total Liabilities
Net Worth
40.74%
47.23%
87.97%
12.03%
51.03%
52.85%
103.88%
-3.88%
31.09%
33.33%
64.42%
35.58%
38.61%
13.60%
52.21%
47.79%
100.00%
98.45%
120.50%
0.00%
-19.10%
100.00%
98.58%
104.03%
0.00%
-3.23%
100.00%
98.97%
88.98%
0.00%
15.84%
100.00%
100.00%
82.68%
1.66%
1.37%
1.93
1.93
87.97%
-437.51%
-52.64%
1.49
1.49
103.88%
570.43%
-22.15%
2.74
2.74
64.42%
153.46%
54.61%
1.59
1.22
3.09%
60.22%
7.76%
Sales Growth
Percent of Total Assets
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
Additional Ratios
Year 1
Year 2
Year 3
Net Profit Margin

Return on Equity
-22.05%
-437.51%
-5.45%
0.00%
10.00%
107.42%
n.a
n.a
4.22
56
11.39
28
2.39
4.22
72
12.17
30
4.06
4.22
75
12.17
27
3.82
n.a
n.a
n.a
n.a
n.a
7.31
0.46
0.00
0.49
1.81
0.48
n.a
n.a
$44,009
-6.49
$25,959
-1.45
$82,944
10.18
n.a
n.a
0.42
41%
0.89
19.84
0.00
0.25
51%
0.07
0.00
0.00
0.26
31%
0.56
10.74
0.00
n.a
n.a
n.a
n.a
n.a
Activity Ratios
Accounts Receivable Turnover
Collection Days
Accounts Payable Turnover
Payment Days
Total Asset Turnover
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Dividend Payout
Page 24
Appendix
Table: 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
$8,000
$0
$2,000
$1,000
$11,000
$8,000
$0
$2,500
$1,500
$12,000
$8,000
$0
$0
$0
$8,000
$12,000
$5,000
$0
$0
$17,000
$12,000
$5,000
$2,000
$0
$19,000
$12,000
$5,000
$3,000
$0
$20,000
$12,000
$8,000
$3,000
$7,000
$30,000
$12,000
$8,000
$6,000
$5,000
$31,000
$12,000
$8,000
$4,000
$7,000
$31,000
$12,000
$8,000
$7,000
$5,000
$32,000
$12,000
$11,000
$7,000
$2,000
$32,000
$12,000
$11,000
$7,000
$5,000
$35,000
Sales
Medical call center services
Help desk services
Short-term projects
Other projects
Total Sales
0%
0%
0%
0%
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Row 1
$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
Subtotal Direct Cost of Sales
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Page 1
Appendix
Table: Personnel
Personnel Plan
Mr. Martin Gibbs - President
Ms. Mary Stuart - Office Manager
Mr. Nicholas Caput - Operations
Customer service representatives
Total People
Total Payroll
0%
0%
0%
0%
0%
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$3,000
$3,000
$3,000
$5,760
9
$3,000
$3,000
$3,000
$5,760
9
$3,000
$3,000
$3,000
$5,760
9
$3,000
$3,000
$3,000
$5,760
9
$3,000
$3,000
$3,000
$5,760
9
$3,000
$3,000
$3,000
$7,680
11
$3,000
$3,000
$3,000
$9,600
13
$3,000
$3,000
$3,000
$10,000
15
$3,000
$3,000
$3,000
$10,000
15
$3,000
$3,000
$3,000
$10,000
15
$3,000
$3,000
$3,000
$11,500
17
$3,000
$3,000
$3,000
$13,470
19
$14,760
$14,760
$14,760
$14,760
$14,760
$16,680
$18,600
$19,000
$19,000
$19,000
$20,500
$22,470
Page 2
Appendix
Table: General Assumptions
General Assumptions
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
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%
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%
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%
Plan Month
Other
Month 12
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss

Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$11,000
$12,000
$8,000
$17,000
$19,000
$20,000
$30,000
$31,000
$31,000
$32,000
$32,000
$35,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Other Costs of Sales
$200
$100
$100
$200
$300
$300
$500
$600
$500
$500
$500
$500
Total Cost of Sales
$200
$100
$100
$200
$300
$300
$500
$600
$500
$500
$500
$500
Gross Margin
$10,800
$11,900
$7,900
$16,800
$18,700
$19,700
$29,500
$30,400
$30,500
$31,500
$31,500
$34,500
Gross Margin %
98.18%
99.17%
98.75%
98.82%
98.42%
98.50%
98.33%
98.06%
98.39%
98.44%
98.44%
98.57%
Sales
Expenses
Payroll
$14,760
$14,760
$14,760
$14,760
$14,760
$16,680
$18,600
$19,000
$19,000
$19,000
$20,500
$22,470
Sales and Marketing and Other

Expenses
Depreciation
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
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
Utilities
$600
$600
$600
$600
$600
$600
$600
$600
$600
$600
$600
$600
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$1,100
$2,214
$1,000
$1,500
$2,214
$1,000
$1,500
$2,214
$1,000
$1,500
$2,214
$1,000
$1,500
$2,214
$1,000
$1,500
$2,502
$1,000
$1,500
$2,790
$1,000
$1,500
$2,850
$1,000
$1,500
$2,850
$1,000
$1,500
$2,850
$1,000
$1,500
$3,075
$1,000
$1,500
$3,371
$1,000
$1,500
$24,174
$24,174
$24,174
$24,174
$24,174
$26,382
$28,590
$29,050
$29,050
$29,050
$30,775
$33,041
($13,374)
($12,274)
($16,274)
($7,374)
($5,474)
($6,682)
$910
$1,350
$1,450
$2,450
$725
$1,460
EBITDA
($13,374)
($12,274)
($16,274)
($7,374)
($5,474)
($6,682)
$910
$1,350
$1,450
$2,450
$725
$1,460
$592
$592
$592
$592
$633
$675
$717
$758
$758
$758
$758
$758
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Insurance
Payroll Taxes
Travel
Other
Total Operating Expenses
Interest Expense
Taxes Incurred
15%
15%
Net Profit
($13,966)
($12,866)
($16,866)
($7,966)
($6,107)
($7,357)
$193
$592
$692
$1,692
($33)
$701
Net Profit/Sales
-126.96%
-107.21%
-210.82%
-46.86%
-32.14%
-36.79%
0.64%
1.91%
2.23%
5.29%
-0.10%
2.00%
Page 4
Appendix
Table: Cash Flow
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
$2,750
$3,000
$2,000
$4,250
$4,750
$5,000
$7,500
$7,750
$7,750
$8,000
$8,000
$8,750
$0
$275
$8,275
$8,900
$6,225
$12,800
$14,275
$15,250
$22,525
$23,250
$23,275
$24,000
$2,750
$3,275
$10,275
$13,150
$10,975
$17,800
$21,775
$23,000
$30,275
$31,250
$31,275
$32,750
$0
$0
$0
$0
$0
$0
$0
$0
$0
$5,000
$0
$5,000
$0
$5,000
$0
$5,000
$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
New Long-term Liabilities
$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
Sales of Long-term Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Investment Received
$0
$0
$0
$0
$0
$0
$1,500
$1,500
$0
$0
$0
$0
Subtotal Cash Received
$2,750
$3,275
$10,275
$13,150
$15,975
$22,800
$28,275
$29,500
$30,275
$31,250
$31,275
$32,750
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
$14,760
$14,760
$14,760
$14,760
$14,760
$16,680
$18,600
$19,000
$19,000
$19,000
$20,500
$22,470
$3,340
$10,202
$10,106
$10,109
$10,210
$10,358
$10,695
$11,213
$11,405
$11,308
$11,316
$11,543
$18,100
$24,962
$24,866
$24,869
$24,970
$27,038
$29,295
$30,213
$30,405
$30,308
$31,816
$34,013
Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Principal Repayment of Current Borrowing
$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
Long-term Liabilities Principal Repayment
$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
Purchase Long-term Assets
$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
$18,100
$24,962
$24,866
$24,869
$24,970
$27,038
$29,295
$30,213
$30,405
$30,308
$31,816
$34,013
($15,350)
($21,687)
($14,591)
($11,719)
($8,995)
($4,238)
($1,020)
($713)
($130)
$942
($541)
($1,263)
Cash Received
Cash from Operations
Cash Sales
Cash from Receivables
Subtotal Cash from Operations
Additional Cash Received
Sales Tax, VAT, HST/GST Received
New Current Borrowing
0.00%
Expenditures from Operations

Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Subtotal Cash Spent

Net Cash Flow
Page 5
Appendix
Cash Balance
$102,450
$80,762
$66,172
$54,453
$45,457
$41,219
$40,199
$39,486
$39,356
$40,298
$39,757
$38,494
Table: Balance Sheet
Pro Forma Balance Sheet

Assets
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$117,800
$0
$3,500
$121,300
$102,450
$8,250
$3,500
$114,200
$80,762
$16,975
$3,500
$101,237
$66,172
$14,700
$3,500
$84,372
$54,453
$18,550
$3,500
$76,503
$45,457
$26,575
$3,500
$75,532
$41,219
$28,775
$3,500
$73,494
$40,199
$37,000
$3,500
$80,699
$39,486
$45,000
$3,500
$87,986
$39,356
$45,725
$3,500
$88,581
$40,298
$46,475
$3,500
$90,273
$39,757
$47,200
$3,500
$90,457
$38,494
$49,450
$3,500
$91,444
$25,000
$0
$25,000
$146,300
$25,000
$0
$25,000
$139,200
$25,000
$0
$25,000
$126,237
$25,000
$0
$25,000
$109,372
$25,000
$0
$25,000
$101,503
$25,000
$0
$25,000
$100,532
$25,000
$0
$25,000
$98,494
$25,000
$0
$25,000
$105,699
$25,000
$0
$25,000
$112,986
$25,000
$0
$25,000
$113,581
$25,000
$0
$25,000
$115,273
$25,000
$0
$25,000
$115,457
$25,000
$0
$25,000
$116,444
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Starting Balances
Current Assets
Cash
Accounts Receivable
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$3,000
$16,000
$0
$19,000
$9,865
$16,000
$0
$25,865
$9,769
$16,000
$0
$25,769
$9,769
$16,000
$0
$25,769
$9,865
$16,000
$0
$25,865
$10,002
$21,000
$0
$31,002
$10,321
$26,000
$0
$36,321
$10,833
$31,000
$0
$41,833
$11,028
$36,000
$0
$47,028
$10,931
$36,000
$0
$46,931
$10,931
$36,000
$0
$46,931
$11,149
$36,000
$0
$47,149
$11,435
$36,000
$0
$47,435
Total Liabilities
$55,000
$74,000
$55,000
$80,865
$55,000
$80,769
$55,000
$80,769
$55,000
$80,865
$55,000
$86,002
$55,000
$91,321
$55,000
$96,833
$55,000
$102,028
$55,000
$101,931
$55,000
$101,931
$55,000
$102,149
$55,000
$102,435
$100,000
($27,700)
$0
$72,300
$146,300
$100,000
($27,700)
($13,966)
$58,334
$139,200
$100,000
($27,700)
($26,831)
$45,469
$126,237
$100,000
($27,700)
($43,697)
$28,603
$109,372
$100,000
($27,700)
($51,663)
$20,637
$101,503
$100,000
($27,700)
($57,770)
$14,530
$100,532
$100,000
($27,700)
($65,127)
$7,173
$98,494
$101,500
($27,700)
($64,934)
$8,866
$105,699
$103,000
($27,700)
($64,342)
$10,958
$112,986
$103,000
($27,700)
($63,650)
$11,650
$113,581
$103,000
($27,700)
($61,959)
$13,341
$115,273
$103,000
($27,700)
($61,992)
$13,308
$115,457
$103,000
($27,700)
($61,291)
$14,009
$116,444
$72,300
$58,334
$45,469
$28,603
$20,637
$14,530
$7,173
$8,866
$10,958
$11,650
$13,341
$13,308
$14,009
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
Net Worth
Page 6

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Table of Contents

1.0 Executive Summary.....................................................................................................................1

7.5 Projected Balance Sheet......................................................................................................20

Vashon Solicitation Services

1.0 IZVRSNI REZIME

Cuvari zivota: Nudimo mir Vaseg uma I zastitu!

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Vashon Solicitation Services

55% stanovnistva 50+ u BGD region u 2013

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1.1 Kljucni faktori uspeha:

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Vashon Solicitation Services

Table: Start-up Finansiranje

Liabilities and Capital

Loss at Start-up (Start-up Expenses)

Total Capital and Liabilities

Vashon Solicitation Services

2.2 Vlasnistvo kompanije

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4.0 Pregled analize trzista

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4.1 Market Segmentation

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Chart: Market Analysis (Pie)

4.2 Service Business Analysis

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Buying patterns and needs

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5.2 Prodajna strategija

Chart: Mesecna prodaja Ugovora

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Chart: Prodaja po godinama

Table: Prognoza prodaje

6.0 Management Summary

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Mr. Martin Gibbs - President

7.0 Financial Plan

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7.2 Break-even Analysis

Chart: Break-even Analysis

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7.3 Projected Profit and Loss

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Chart: Profit Yearly

Chart: Gross Margin Monthly

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Chart: Gross Margin Yearly

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Table: Profit and Loss

Pro Forma Profit and Loss

Total Operating Expenses

Profit Before Interest and Taxes

Vashon Solicitation Services

7.4 Projected Cash Flow

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Table: Cash Flow

Pro Forma Cash Flow

Sales Tax, VAT, HST/GST Paid Out

Net Cash Flow

Vashon Solicitation Services

7.5 Projected Balance Sheet

Pro Forma Balance Sheet