Sample business plan

Executive Summary
Welcome to the future of event planning! Occasions, The Event Planning Specialists, brings to the community of Portland a new breath of air in the event planning market. By combining old fashioned values, going the extra mile, and using cutting edge event-planning software, Occasions will lead the market, providing the same quality results, every time. Occasions is an equal opportunity business making its expertise and its products available to help its customers plan their own events. Party Packs (complete kits for their event), make hosting a party a snap, right down to the refreshments. The event planning software brings interactive event planning as close as their personal computer. Through these and other affordable products and services, Occasions aims to be the number one resource for any event.

1.1 Objectives
Occasions is a small business aimed at the big time. In order to reach its lofty goals, Occasions must focus on the mission behind the vision. It will take all the employees, owners, founders, and vendors daily living the vision that Occasions represents. The vision manifests itself in three ways: 1. 2. 3. Be one of the top three event planning specialists in the Northwestern United States. Justly compensate the employees, owners, and founders of Occasions. Produce the same quality results, every time.

1.2 Mission
In an ever changing, fast-paced world, success is determined by good choices for lasting effects. Communication is essential. Occasions strives to be the best choice of clients by helping to ease their event planning burden. Through consistent, predictable professionalism, Occasions will ensure a worry and hassle-free event at a reasonable price. But, not all our clients will be external. Occasionshas internal clients to serve. Occasions will strive to provide the same predictable and professional working environment to its employees and contracted vendors, justly compensating them for their services. It is also a priority to make a comfortable living wage for its owners, founders, full-time staff, and their families.

Keepi i t e it t e eeds f t e et, tilizi t e l test technology nd t ends, ll hile ensuring the E t client recei es the indi idual attention they deserve, is the vision and daily ission of Occasi s; Planning S cialists.

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Our eys to success include the commitment to uality y every person ho is part of the team. Each of us e responsi le to push ourselves to a higher level of professionalism in three areas: . 2. 3. onsistent, accurate fulfillment of the client's ishes. ompetitive pricing for the uality of services offered. Significant profit made on each event planned

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Founded originallyl on a part time asis, Occasi ns is a small usiness designed to meet the needs of the ever changing social orld. Portland, Oregon is the current home ith plans to expand to ranch offices ithin four years. Occasi ns' staff of t o, ith numerous contract vendors, plans events, rites event planning products, and trains area students in the art of event planning. Occasi ns is invested in the community it resides in. Occasi ns is, in part, the answer to demands of the social world, on the working family, heavily-burdened office, out-of-town business, or special occasion in need of special recognition. As a business, we understand the needs of public and private organizations. As parents and family members, we understand the needs of setting special time apart from other events in our lives. Occasi ns strives to accomplish these goals, in Portland and eventually other areas of the Pacific orthwest.

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Occasi ns is established as a sole proprietorship with the intention of selling the business when it is established to one of the employees invested in the vision of event planning. All aspects of the business will be documented to ensure clients can count on the same results every time. It is these documents that will become the basis of ownership. he sole proprietor will use his or her name as the guarantor of each service. herefore, the sole proprietor must embody the vision and mission of Occasi ns.

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Through careful planning on the part of the founders, the start-up costs for Occasi ns are minimal. It began as a home-based business with little overhead, and it continues to demand fewer outlay of funds as a service-based business. The start-up cost investment funds were assets saved from prior earnings by the owners who did event planning on a part-time basis before establishing themselves as a business. It is the wish of the founders to remain a debt-free establishment. However, recognizing that in reality not all variables are controllable, outside financing is a viable option. Both founders own homes and have a perfect credit rating.

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equirements Start-up Expenses Brochures $185 Insurance $145 ent $150 Expensed Equipment $1. $ 00 A Legal 9 8 $ 00 Start u @ @ . 65 A Other $ 00 A Consultants $ 00 B Stationery etc.985 Start-up Assets BB Total Start-up Expenses $ .

3 R RQ Q HPIH S E E E .3 DD C Total Assets 2.pF di g Assets iabilities and Capital iabilities DD C Total Assets 2.3 DD C Cash Balance on Starting Date 2. DD C Start-up Assets to Fund 2.3 FG C Start-up Expenses to Fund FG G FC Total Requirements .3 DC Additional Cash Raised DD C Cash Requirements from Start-up 2.3 DC ong-term Assets DC Other Current Assets DC Start-up Inventory DD C Cash Required 2.3 DC on-cash Assets from Start-up FG G FC Total Funding Required . 3.S .

a` ` aT Total Funding . and Bend.3 UT Additional Investment Requirement a` T Other 2 UU T b b c V W X Alicia ollan UU U T Total iabilities 2. Oregon. the client's home. UU T Total Capital and iabilities 2. 3. Eugene. ashington. V V V c V V . It is a home-based business. hen the company has reached its finished point. Occasi ns will eventually move from its home base into a small office complex. 3. such as restaurants. Oregon.3 UU T Total Capital 3 a` TW oss at Start-up Start-up Expenses) a` ` T Total Planned Investment 3. Idaho. facilities wishing to be used for the event.3 C mp b L i dF ili i Occasi ns is located inside the city limits of Portland. Oregon. and Boise and Sun Valley. Vancouver. Most meetings with clients are conducted in social settings. Although the demand has not yet reached its peak. also within the city limits of Portland. UT Other Current iabilities interest-free) UT Accounts Payable Outstanding Bills) UT ong-term iabilities UU U T Y W W ) Current Borrowing 2.Capital Planned Investment 2. or over the phone. coffee houses. Occasi ns will have branch offices in Portland. Seattle. and Olympia.

listen to theme music.cfm#ixzz Prod f d S rvi Although Occasi ns is primarily a service business. river clean-ups. meetings. tablecloths. theme music where applicable). Step-by-Step Guides These booklets include a calendar to map out the event. Ten hours each month will be devoted to training area students in event planning. Anniversaries. showers. and other important events. cutlery. banquets. disposable theme cameras. thank-you cards. such as telephone systems. 2. Company picnics. we also offer products to aid our customers in planning the event themselves. . graduation parties. Graduations and Holidays. and award ceremonies. 3. a step-by-step guide on what is needed for and how to put together a successful. and special occasion celebrations such as graduations. holidays. It includes decorations. such as caterers. worry-free event. use the interactive planning calendar. and facilities. computers. punch mix or recipe). design invitations. portable fax machines...and hosting the event.The company will maintain a high degree of professionalism.bplans. and much more. disc jockeys. Trainings.and any ot r nt t at needs to be planned. eddings. invitations. It will not be cut back as the business grows. printers. 3. games. t uvu ut . napkins. h e dd aj bSy2 r h ppp h i r r g g q s q .com/personal_event_planning_business_plan/company_summary_fc. This will aid them in planning proms. and software. and tips to put their event in the record books. This manual gives the client the freedom of making a choice based on experience. email. homecoming. performance. Event Planning Software Due to be released une 2 . e guarantee satisfaction in the areas of appearance. Birthdays. duplicators. and taste. Occasions provides event planning in a wide range of applications. . retreats. Receptions. resource information. A ranking is given to the various services. snack supplies or recipe). cellular phones. such as walkie-talkies. Party Pack The Party Pack is a complete kit for any party. cups. Read more: http://www. and RSVP cards. weddings. and receptions. Free Event Planners Training for High School and College Students As a member of the Portland community. it is our mission to support our community. putting together. All offices are equipped with the latest in business technology. and Retreats. and a step-by-step guide to planning. thank-you cards. This is a priority of Occasions. vacations. bands. Conferences and orkshops. and Showers. decorators. Resources Manual This valuable guide acts as a review for all the resources located in the surrounding area. Each location will have a secure storage area for supplies and equipment used in events. popular refreshments with recipes... . This software will bring their event into the millennium with cutting edge technology that is designed to save time and money. The following products are tools used inside our operation for the best possible results: . 2. this cutting-edge tool will allow the client all the resources and visual aids for their event planning. fax machines. lighting effects guide. The events available include birthdays for all ages. and laptops. The following is a sampling of the types of events we plan every year: . parties. They will be able to play with decoration themes. Meetings. plates.

depending on the event. The revenues generated will range from moderate to high. to rejoice when the community rejoices and to help put the pieces back together when things change or begin to fall apart.3.cfm#ixzz ajejROl w w  ‚ w ‚ w  „ € y . and industry analysis. falls in a wide. The reason they choose event planners is they are too busy to do it themselves. Occasions hopes to alleviate the pressure of event planning for public employees. o o weddings will fall into this segment.1 Market Segmentation The breakdown of the market for event planning. Emphasis is placed on the visibility of the event for public viewing. Most holiday ƒ xx Read more: http://www. e wish to make our event planning tips available to those who need a helping hand. Occasions gets the opportunity to laugh when the community laughs and cry when the community cries. Through event planning. e care about the things that have meaning in the lives of our neighbors. e encourage new and upcoming small busines ses who provide a service within our need base to step up to the challenge of being the best through their contract with Occasions. and still others are seeing that their children's special events are taken care of. Age Breakdowns nder 2 : Persons under the age of twenty-four 2 ) using an event planner are rare at best. Our systems for event planning have been drawn up. the public sector.bplans. Our products will serve the function of aiding those that cannot afford the cost of an event planner. The majority of larger scale holiday functions will fall under this segment. and reworked to ensure the maximum efficiency while minimizing the possibility of error. The second single largest segment. while providing un-matchable services.1 Comp i ive Comp ri on Occasions. with a few generating low revenues. In order to provide the greatest depth of information. therefore. Therefore. These events will generate moderate to high revenues depending upon the income level of the family direct correlation to social status). Private Organizations and Businesses Private organizations make up the single largest portion of Occasions' client base. although young. These events are moderate in scale with middle to low revenues generated. Public Organizations Government agencies host many events every year.Occasions is a member of the community. Thus. these events generate larger revenues per event. Ages 56 and above: Persons over the age of 55 have reached the turning point of life. worked. and political parties host the most events on the largest scales. can save mo ney and give back to its community at the same time. 4. every time. very diverse grouping. The majority of special occasion planning will occur in this market segment. These events will focus mainly on themes with moderate to high energy appeal. e employ local vendors who have the same desire to be the best at what they do. draws from the age-old tradition of going above and beyond what is expected. strategies. the market segments have been broken down into private and public organizations. The majority of organizational family functions will fall under this segment. Private organizations such as businesses. Ages 2 -55: The persons that fall into this age group are employed. we give back to the community by providing jobs outside of our organization. Individuals as well as organizations demand the services we provide.com/personal_event_planning_business_plan/products_and_services_fc. others are celebrating anniversaries of significant years. . evaluated. middle to upper-middle class families. 3. These events will generate moderate revenues. Many are retiring. Occasions will be on hand for questions. contact will be moderate in length but occur regularly so as not to disturb the daily life of the families. practiced. The majority of 2. corporations. Market Anal i S mmary The following sections describe the market segmentation. e o hope to tap the early college graduates who have begun their professional careers but have not yet started their families. and age groups.

8 % ‡ † ‡ † Private Organi ations 0% 40 40 10 ‡ ‡ ‡ Age 56 and over 0% 1 1 7 40 44 9.15% 16 61 59. individuals.17% 15. or private and public organi ations. 4. and have the least ‡ ‡ † ‡ ‡ Total 1. will occur in this market segment. such as wedding receptions and reunions.6 % ˆ ‰ ‡ †   … nalysis Year 1 Year Year Year 4 Year 5 † ‘ † .2 Tar et Market Se ment Strate y Our target markets are middle to upper-middle class families.parties. It consists of any event planned that does not fit into one of the above categories.95% ‡ Other 0% 5 5 7 8 9 ‡ ‡ † † Public Organi ations 0% 6 6 105 1 7 178 0.95% 189 189 15 4 0 57 1.8 % ‡ ‡‡ ‡‡ Age 5 to 55 0% 44 51 59 †† † † Under 4 ˆ Potential Customers rowth CA 0% 18 18 0 1 5. couples. We chose these groups because they are most able to afford event planners. and other special occasions.14% 15. Other This segment has no direct information to compile for a description. Market .

Employees or Persons wishing to do it themselves 2.Able to internalize costs of transportation and equipment. no systems-based businesses designed to produce consistent results.bplans. the idea of releasing them from the task. The fast pace of the world we live in leaves little time for extra things we would like to do. like family and friends. hen marketing to individuals. Strengths: Internalized cost of planning the event. or instead of. and need for interpersonal relations in the workplace. specialized events are main focused rather than all events. freeing their time for family and friends. error-free events is available at a cost benefit to them. Families demand attention.cfm#ixzz ’ ’ ’ “ ’ ’ ’ ’ ’ akLXbQq . Other Event Planners Strengths: Have been in the market longer. The benefits and drawbacks of each of our competitors as compared with the services we offer are hardly a match in quality and price.amount of time to spare for event planning in general. and the promise of a worry-free event are the buzz words and concepts. . event planning services. do not have the supporting products to market with. impersonal. e must then look at the needs of these markets and cater to them. don't have access to the best prices. Ability to transport and house persons for overnight stays. and support staff. e compete against hotels with conference facilities. population. Our marketing is predominantly by word of mouth or visual connection to large events these individuals have participated in or worked at. 4. Groups. services. equipment. conference centers. The error rate is high due to high volume and traffic from other events happening at the same time. eakness: Reputation precedes them. rely on unskilled labor for support staff. persons within an organization who are assigned the task of organizing an event.com/personal_event_planning_business_plan/market_analysis_summary_fc. 3. eakness: Consumes time that could be spent on other things. and social get-togethers. public and private organizations.1 Sales Strategy ”” Read more: http://www.3 Servi e B iness Analysis ’ Occasions is in a unique position of competition. Occasions fills the need by being available to take on the burden of planning so that people can spend time on more important things. do not wish to deal with problems that arise due to oversight on their part. 5. focus on smaller events. hen marketing to public or private organizations. parties. and other needed resources available. Strategy and Implementation S mmary Marketing and Competition e have discussed our client base as being predominately middle to upper-middle class individuals. If the guarantee of worry-free. like plan events. and overwhelming detail needed to plan large events are too large a constraint to place on people not trained in the area of event planning. Hotels and Conference Centers Strengths: On-site facilities. there really appears to be no better choice. other event planners both on the large and small scale. eakness: Often very expensive. e promise the same great results. every time. have established a reputation and client base. especially large ones. able to add tiny personalized touches that have meaning within the group or family. and people who wish to organize their own events without the benefit of assistance. employees are overburdened. couples or families. the idea of greater efficiency for the money and a professional event without error would be the key concept. The demand for this service can only increase considering the rise in incomes.

orm letter thank-yous will be sent following each event. Within each market segment.170 $ 76. number of attendees. Sales orecast Sales Private $ 06. eedback forms will be included in these packets to ensure the client is being served as they deem appropriate. Individual parties of any age group are placed on a billing cycle.1 Sales orecast By beginning on a smaller scale.185 $178. then allow that growth to level off at a steady rate. closing of sales will differ.099 $ 99. We wish to maintain a steady rate of sales growth. number of attendees.1. we understand that sales of products and services will vary in different months. Invoices will be sent out the 5th of the month and will be due the 10th of the following month. and information about the billing packet that will arrive at their offices.000 ™ d Year 1 Year ™ ™ — ™ ™ – – • – ˜ — Year . 5. As noted in the graph and chart. Occasions has the foresight to grow at a rapid pace to keep up with demand. Private and Public Organi ations Sales will be concluded one to two days after the end of the event. The phone call will explain the total cost of the event. A follow-up phone call will be placed informing the client of the total cost. Thank-you cards will follow each individual event. Individuals Sales will be concluded with a follow-up phone call one to two days after the event.Occasions deals with a diverse market of clients. . Each approach is described as follows: 1. rapid increases during the holiday season will boost sales. eedback forms will be included in these packets to ensure the client is being served as they deem appropriate. however.00 d d Public $11 . and information concerning the billing.490 $19 .

Milestones j g f f inish Business Plan 5/7/ 009 6/6/ 009 $100 ude Le rande romage g k f f i Sample ilestones 1/4/ 008 1/4/ 008 $0 ABC g i g g ilestone Start ate End ate Budget anager epartment epartment f h f g Subtotal irect Cost of Sales $41.864 $ 8. and budget.87 $58. uring the year we will be keeping track of implementation against plan.004 $ .690 $ . starting date.149 $494.5.860 $19. with reports on the timely completion of these activities as planned.2 Milestones The milestones table and chart show the specific detail about actual program activities that should be taking place during the year. ending date.777 i g j .849 e f Private $ 8.507 $64. 00 e f irect Cost of Sales e e Total Sales $ 5 . 19 $17.779 Year 1 Year Year f ee Other $ .1 9 e e Public $11. Each one has its manager.670 $554.794 $40.654 $41.081 $6 . 99 e e f Other $1.

who plans events. 000 p onn l onn m Ah HA! Event 5/2 /2 6/ / 2 nn p 60 0 0 onn m onn ml Acquire Financing 5/ /2 /6/2 2 Dudette Legumers Marianne Bosses Marionette ChèvredeBlâme Gloworm Nobs Glower Marketeers Galore Alles Bouys Salers Gulls HRM r Brass Bossies t s . Thus.1 rganizational Structure The management team within Occasions will be small in the beginning. 6.2 Personnel Plan The following table shows the estimated personnel needs for Occasions. then contracts with caterers. each team member expects nothing but the best from each other. p Totals 2. therefore. This team will function as one with constant communication through weekly staff meetings. they will hire those who want to succeed.cfm#ixzz11aklm8XX Management S mmary Information and expense details are presented in subtopics Organizational Structure and Personnel Plan. disc jockeys. detail-oriented persons who want the potential to grow and improve their skills within the organization. 6. hen Occasions reaches its expansion goals. there are two main employees with various levels of vendors. therefore. more positions in specialized areas will need to be added as well as additional site support and office assistance.bplans.com/personal_event_planning_business_plan/strategy_and_implementation_summary_fc. teachable. decorators.Read more: http://www. All jobs are interrelated. To fill these positions. The primary employee is the founder. we see no gaps in the management of this organization.360 p p grade Business Plan Pro /22/2010 /2 /2010 p Hire Employees 2/1/2010 3/3/2010 1 50 1 00 p First Break-even Month 3/5/2010 / /2010 p q ll rr r r l ll Plan vs. Actual Review / /2009 / /2009 lp lm Marketing Program Starts 6/6/2009 / / 2009 p ll m m Grande Opening /6/2009 / /2009 p lm OoooohNoooooo! Event 6/26/2009 / / 2009 2 50 5 00 . and message boards. and a product and marketing specialist. Occasions is looking for energetic. Should Occasions grow beyond its estimated size. two to three site managers for the events. As it functions currently. A contract labor site manager will be on hand to work the events as a liaison and vendor coordinator. an office assistant. each office will have one to two event planners. email. and bands to fill out the event. Occasions wants to be the best. The performance of one effects the performance of the others.

1 Important Assumptions Tax rates are noted for information. The charts and graphs that follow will show that investment up front allows Occasions to function debt-free with little overhead. is the tax rate of 24%.560 u u u Site Manager u w x Event Specialist 3 6. and as they grow and expand.com/personal_event_planning_business_plan/management_summary_fc.947 9. less funds to maintain.044 6 3.00% Tax Rate 24. the debt-free philosophy will be maintained until it is impossible to function during growth periods without financial assistance.560 Year 3 3 10. General Assumptions Year 1 Year 2 Plan Month 1 2 Current Interest Rate 10.750 u v u v 2.00% 24.00% 10.00% Long-term Interest Rate 10.000 1 1.000 1 4.097 1 3. 7.00% 10.000 0 6 6.00% Other 0 0 u w u u Total Payroll 5 6.cfm#ixzz11alvXBEk Financial Plan Service-based businesses require little funds to start-up. This gives Occasions a quicker break-even point and increased profit margins from the start. e carry no loan burden that would be effected by these rates.00% 0 .560 1 0.Personnel Plan Year 1 Year 2 Year 3 Total People 0 0 Read more: http://www. As Occasions grows.310 u u u Other 8. these numbers will be reference rather than influence.000 0. which is nearly one quarter of the total sales. As Occasions continues to grow.00% 10.bplans. hat hits Occasions the hardest but not nearly are bad as other service businesses).00% 24.

reak even nalysis {{ { events per month and average The break-even point is based on the assumption that we will produce approximately $5 1 per event. 1   yy {{ z | ~ € }  .7. private organi ation events. In the current situation. These currently make up 18 of the 7. In the current situation.2 ey inancial In icators yy y events per month and The break-even point for Occasions is based on the assumption that we will produce average approximately $5 1 per event. Start-up costs are limited to minimal equipment. there is little or no staff to pay in the beginning. public and private organi ation events. we average more than this assumption for our average events hosted per month. These currently make up 18 of the The break-even point will appear more rapidly for Occasions than for other types of home-based businesses. and contracted companies will handle any additional equipment required for the planned events. Break even nalysis onthly evenue Break-even $19. we average more than this assumption for our public and average events hosted per month.

we spend less money on overhead than another event planners with an outside office or office space in their own facility. This savings allows us to market in creative ways and spend funds on expansion into other areas when the time is right.0 ‚ Average Percent Variable Cost 1 % „ † . As noted in the table. … ‚ ˆ‡ Pro orma Profit an oss Year 1 Year Year …‚ ƒ Estimated onthly ixed Cost $17.Assumptions: 7.4 Projecte Profit an oss Leading the industry in event planning requires the use of the resources available at the lowest cost.

277 1 35.310 ‰ ‰ ‰ Gross Margin 3 11.400 ‰ ‰ ‰ Other Costs of Sales 1 96 2 03 ‰ ‰ ‰ Direct Cost of Sales 4 1.507 ‰ ‰ ‰ Sales 3 53.800 ‰ ‰ ‰ t ilities 5 16 7 50 8 00 ‰ ‰ ‰ Leased Equipment 0 0 ‰ ‰ ‰ Depreciation 0 0 ‰ ‰ ‰ Sales & Marketing & Other Expenses 1 46.068 5 8.13% Expenses ‰ ‰ ‰ Profit Before Interest and Taxes 1 06.560 3 46.800 ‰ ‰ ‰ Insurance 2 64 7 50 1.560 7 3.699 ‰ ‰ ‰ Other 0 0 ‰ ‰ ‰ Payroll Taxes 0 0 ‰ ‰ ‰ Rent 1.Gross Margin % 88.670 5 54.010 1 43.149 4 94.950 ‰ ‰ ‰ Total Operating Expenses 2 04.400 ‰ ‰ ‰ Payroll 5 6.081 4 35.37% 6 6.09% 88.000 1.440 1.520 88.804 3 00.044 6 3.779 6 4.299 2 21 0 0 Š 0 0 .259 ‰ ‰ ‰ Total Cost of Sales 4 2.013 6 8.872 5 8.710 6 4.960 4 90.

19% Year 1 Year Œ    Net Profit $80. 16 47.1 1  Œ  Interest Expense $406 $ 79 Œ Œ EBIT A $106.45% Year  Œ  Œ  Taxes Incurred $ 5.86 $ 8.145    Cash Sales $141.161 $8 . 71 $ 8 . Cash eceived Cash from Operations Œ ŒŒ Œ   Cash from eceivables $178.90% 46.5 5 $7 .699 ‘ Ž ’ ’ ‹ $ 6 Ž . Our cash balance is always above the mark with the cash flow not too far behind.7. We have no negatives in our cash analysis.510 $ 6 .868 $ 1. 60 $197. our increased growth allows us to make up for lost time. Although we begin with little extra cash. 0 $ 7.950 $ 46.804 $ 00.5 Projecte as lo Our cash situation is great.91 Œ   Pro orma as lo  Net Profit/Sales .

198 5 49.008 2 72.268 2 23. HST/GST Paid Out 0 0 “ “ “ Subtotal Spent on Operations 2 56.Additional Cash Received Expenditures Year 1 Year 2 Expenditures from Operations Additional Cash Spent “ “ “ Other Liabilities Principal Repayment 0 0 “ “ “ Principal Repayment of Current Borrowing 3.137 Year 3 6 6. HST/GST Received 0 0 “ “ “ Subtotal Cash from Operations 3 19.057 0 0 ” 0 0 0 0 0 0 0 .964 2 09.578 “ “ “ Bill Payments 1 99.500 5 00 “ “ “ Sales Tax.278 5 50.080 1.044 6 3. VAT.979 2 90.531 4 81.539 “ “ “ Cash Spending 5 6.080 “ “ “ Sales Tax. VAT.560 “ “ “ New Investment Received 0 0 “ “ “ Sales of Long-term Assets 0 0 “ “ “ Sales of Other Current Assets 0 0 “ “ “ New Long-term Liabilities 0 0 “ “ “ New Other Liabilities interest-free) 0 0 “ “ “ New Current Borrowing 4.000 1.310 “ “ “ Subtotal Cash Received 3 23.531 4 82.

523 • • • Net Cash Flow 6 4.023 2 09.121 Year 3 5 35.618 4 7. boosting the net worth even higher.7. Pro Forma Balance Sheet Year 1 Year 2 Assets Current Assets ˜ ˜ ˜ Total Current Assets 1 04. By FY2000. we start out fair and end up amazing.6 Projected Balance Sheet Occasions is set up for success.000 with a profit margin of over 30%.078 2 90.975 ˜ ˜ ˜ Accounts Receivable 3 3.121 5 2.539 2 59.588 5 95. and is undetermined how it will effect the profit ratio of the business. we will be worth over 125. Our only weakness is the products to be released in FY2000 have not been accounted for as an investment of funds.523 • • • Cash Balance 6 6.665 • • • Dividends 0 0 • • • Purchase Long-term Assets 0 0 • • • Purchase Other Current Assets 0 0 • • • — Long-term Liabilities Principal Repayment 0 0 0 0 0 0 – 0 .200 • • • Subtotal Cash Spent 2 59.598 ˜ ˜ ˜ Other Current Assets 0 0 ˜ ˜ ˜ Inventory 4.090 ˜ ˜ ˜ Cash 6 6.933 3 29.508 2 73.598 5 35. e are operating with little to zero debt. According to the numbers.991 6.812 7.323 2 75.323 2 75. This will effect the cash flow in a moderate way.

500 3.550 4.916 2 2.665 ™ ™ ™ Total Liabilities 2 3.510 ™ ™ ™š Retained Earnings 3.916 2 2.888 5 95.080 ™ ™ ™ Accounts Payable 2 1.Long-term Assets Liabilities and Capital Year 1 Year 2 Current Liabilities ™ ™ ™ Total Liabilities and Capital 1 04.710 3.365) 7 7.497 3 06.770 1 9.770 1 9.862 2 28.007 2 63.160 ™ ™ ™ Total Long-term Assets 0 0 ™ ™ ™ Accumulated Depreciation 0 0 ™ ™ ™ Long-term Assets 0 0 0 0 0 0 0 .836 ™ ™ ™ Total Assets 1 04.665 ™ ™ ™ Long-term Liabilities 0 0 ™ ™ ™ Subtotal Current Liabilities 2 3.710 ™ ™ ™ Other Current Liabilities 0 0 ™ ™ ™ Current Borrowing 2.162 3 09.598 ™ ™ ™ Paid-in Capital 3.588 ™ ™ ™ Total Capital 8 1.933 3 29.933 3 29.588 5 95.598 Year 3 1 8.270 1 6.216 5 72.672 ™ ™ ™ Earnings 8 0.665 3.

40% 3.81% Long-term Liabilities 0.888 11.15% Percent of Total Assets Accounts Receivable 32.65% 6.00% 0.672 5 72.87% Inventory 4.00% 0.37% 10.36% 100.29% 8.162 3 09.00% Total Liabilities 22.7 Business Ratios Data on our business ratios is shown in the table below.19% Percent of Sales Sales 100.00% 23.07% 12.00% 0.07% 51.29% Other Current Assets 0.76% 2.00% Long-term Assets 0.00% 0.10% 24.04% 14. Ratio Analysis Year 1 Year 2 Year 3 Industry Profile Sales Growth 0.00% Total Assets 100.04% 3.96% 96.00% œ œ œ  Net › › orth 8 1.00% 0.65% 6.04% 3.00% 0.41% 62.00% 100.93% 100.35% 93.83% 48. Industry Profile ratios are based on Standard Industry Classification SIC) Index code 7299.00% .00% 100.00% 100.00% Total Current Assets 100.7.81% Net orth 77.00% Current Liabilities 22.64% 37.97% 48.00% 100.00% 100.00% 40.12% 1.00% 100.

89 1.a .23 1.78 n.37% 100.45% n.30 6.20 16.40% 91.45% 7.20 25.Gross Margin 88.24% Advertising Expenses 0.a 10.51% 0.37% 34.a 10.23% 58.30 n.09% 97.17 12.04% 3.81% 58.55 26.a 27 34 29 n.65% 6.63% 73.09% 88.43% Profit Before Interest and Taxes 30.19% 47.30 6. General & Administrative Expenses 69.95% n.66% Year 1 Year 2 Year 3 22.83 Quick 4.79% 45.22% 35.13% 88.84% 62.33% 101.a 99.49% 4.91 9.09% 60.65% 65.44% 0.31 Total Debt to Total Assets 22.40 12.24% 60.41 16.00% Selling.90% 46.47% 2.52% Pre-tax Return on Net Pre-tax Return on Assets Additional Ratios Net Profit Margin Return on Equity Activity Ratios Accounts Receivable Turnover Collection Days Inventory Turnover Accounts Payable Turnover Payment Days ž orth 131.a 6.78 8.a 43 50 55 n.15% 17.17 n.31% Main Ratios Current 4.

30 0.801 2.00 0.a 4% n.35 1.777 15.017 25.315 4.800 1.37 1.a 0.90 1.a Debt Ratios Debt to Net Current Liab.371 2.805 19.200 8.600 9.29 0.00 n.a 957.999 12.200 1.209 Other 40 48 45 60 123 107 105 233 225 231 240 234 Subtotal Direct Cost of Sales 2.a 23.com/personal_event_planning_business_plan/financial_plan_fc.178 1.162 3 09.300 12.672 5 72.630 36.705 11.688 Total Sales 17.435 12.960 26.cfm#ixzz11ampIKhe       Net orking Capital Ÿ orth 0.bplans.230 1.a .67 Additional Ratios Assets to Sales 0.133 2.com/personal_event_planning_business_plan/appendix_fc.804 1.751 3.075 3.00 1.009 19.103 Public 0% 3.366 2.06 0.510 27.889 13.245 11.240 3.538 Read more: http://www.00 1.512 19.800 4.998 24.656 4.cfm#ixzz11amXaYqp Forecast Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Sales Private 0% 12.820 2.00 Read more: http://www.a Ÿ Ÿ 8 1.566 7.601 1.07 n.226 2.209 2.56 n.852 5.803 40.535 23.450 2.094 Public 385 788 720 897 857 7 60 971 1.044 24.a 0.965 8.116 4.bplans.500 4.880 Direct Cost of Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Private 1.Total Asset Turnover 3.125 1.00 n.a 1.622 4.60 Dividend Payout 0.04 n.001 15.713 2.190 2.221 4.799 3.884 7.67 Current Debt/Total Assets 23% 6% Acid Test 2.73 n.760 2.861 42.780 11.522 20.100 4.a 1.860 10.50 0.232 4.97 n.078.83 Sales/Net orth 4.888 n.75 0 38.802 36.852 7.93 n.966 11.650 22. Liquidity Ratios Interest Coverage 262.79 13. toLiab.535 1.089 Other 0% 800 955 900 1.494 3.

96% 87.975 12.202 22.321 4.615 13.21% 87.000 735 586 0 Month 5 3.514 34.18% 32.cfm#ixzz11ak48abC Personnel Plan Month 1 Site Manager Other Total People Total Payroll 0% 0% Month 2 3.173 24.204 24.009 Month 7 32.874 5.055 Month 3 21.089 4.692 23.498 7.538 14 0 0 £ 43 22 120 0 0 21 0 0 0 0 0 0 0 0 0 .344 16.005 7.075 3.607 10.194 16.089 4.310 4.933 44 41 38 35 33 30 27 24 416 415 629 1.014 Month 4 22.920 1.22% 18.321 4.148 1.81% 87.700 23.552 15.000 875 895 0 4.384 17.321 477 4.055 11.241 19.015 0 0 4.295 5.498 6.775 3.366 2.089 5.408 3.421 17.451 7.584 15.236 4.321 5.842 30.790 38.776 24.798 350 350 350 350 350 350 0 350 350 350 0 0 0 0 0 0 0 0 ¢ ¢ ¢ ¢ ¢ ¢ ¢ 350 ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ 4.17% 27.295 5.805 2.568 0 11.707 4.371 2.852 42.814 9.966 10.321 4.28% 87.321 5.419 24.009 16.000 3.342 Month 6 26. HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4.552 22.765 11.521 15.889 18.88% 88.598 15.770 10.016 13.781 1.454 7.01% 88.502 6.39% 32.488 2.089 4.321 5.64% 10.510 3.770 27.526 4.315 1.760 2.492 2.790 14.981 14.750 1.826 12.96% 29.770 14. VAT.272 15.790 5.040 32.089 5.123 1.com/personal_event_planning_business_plan/market_analysis_summary_fc.000 3.526 Month 2 19.492 12.321 4.089 5.666 47 14.241 19.240 13.138 4.185 23.770 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 36.891 20.005 13.121 20.630 4.818 1.Read more: http://www.815 25.271 17.191 3. VAT.000 735 586 0 Month 7 3.221 Month 12 17.799 2.19% 18.502 5.000 907 800 0 Month 3 3.277 17.922 5.521 4.000 1.005 17.880 4.bplans.218 9.400 895 0 Month 9 Month 10 Month 11 Month 12 1.47% 88.817 25.777 6.381 23.321 4.604 7.860 37.802 5.480 20.779 14.226 2.327 14.232 15 13 15 16 16 16 19 22 22 13 15 4.664 32.408 16.315 10.309 19.321 4.568 Month 1 Month 10 Month 11 Month 12 4.328 87.41% 88.399 15.561 20.138 24.797 21.406 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 15.707 4.919 18.974 4.321 4.000 0 0 0 0 0 7.07% 88.584 3.781 50 5.990 9.943 0.951 19.138 39.000 735 586 0 Month 4 3.980 18.888 26.116 36.844 22.00% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7.990 11.666 2.965 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 tilities 43 22 43 22 43 22 43 22 43 22 43 22 43 22 43 22 43 22 43 22 43 22 Insurance Rent Payroll Taxes Other Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales 12% 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 120 0 0 13.418 18.728 32.469 15.321 4.652 25.95% 88.385 32.121 14.381 7.669 1.451 Month 5 24.618 5.981 Month 9 39.719 4.204 14.191 14.535 2.245 844 0 875 844 0 875 895 0 735 586 0 Pro Forma Profit and Loss Month 1 Sales Direct Cost of Sales Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Expenses Payroll Sales & Marketing & Other Expenses Depreciation Leased Equipment 4.770 ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¤ 38.245 844 0 Month 8 3.777 12.290 11.245 4.321 4.52% 6.06% 22.719 4.000 735 586 0 Month 6 3.000 3.091 27.734 16.321 9.154 20.982 0 0 4.00% 20.766 14.707 4.775 15.315 3.770 ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¡ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¡ ¢ ¢ ¢ ¢ ¢ ¢ ¢ Event Specialist 0% 3.000 3.268 21.015 16.987 37.921 17.016 37.321 9.000 1.014 12.706 38.017 2.930 17.43% 23.640 14.342 11.044 2.719 4.821 14.00% 88.384 Month 8 37.406 37.334 40.384 19.415 12.006 19.295 5.803 3.750 4. HST/GST Received New Current Borrowing New Other Liabilities interestfree) 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 Sales Tax.748 10.469 35.318 1.861 4.29% 4.495 21.381 6.03% Pro Forma Cash Flow Month 1 Cash Received Cash from Operations Cash Sales Cash from Receivables Subtotal Cash from Operations Additional Cash Received Sales Tax.260 10.750 17 1.512 2.

633 2.365) 28.814 30.031 3.948 3.423 4.582 56.266 19.087 37.771 9.016 2.330 4.547 3.167 4.000 3.665 3.273 32.350 4.087 40.296 0 0 0 0 0 0 0 0 0 0 0 2.991 0 0 0 10.770 0 0 0 0 0 0 0 0 0 0 0 0 2.365) 23.481 14.350 Month 3 28.028 68.365) 22.618 22.191 24.860 3.151 45.323 33.408 68.151 64.950 15.584 56.623 4.879 25.320 23.602 6.462 1.301 5.600 17.584 91.618 19.462 22.966 Pro Forma Balance Sheet Month 1 Assets Current Assets Cash Accounts Receivable Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net 0 13.206 4.300 17.com/personal_event_planning_business_plan/appendix_fc.825 3.720 21.923 19.506 19.079 14.933 81.296 4.665 3.478 18.880 9.584 91.719 23.760 28.655 54.bplans.411 23.320 3.708 80.365) 15.837 Month 9 79.509 30.365) 8.863 Starting Balances Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 66.470 2.719 3.882 79.365) 21.321 3.365) 0 13.708 91.923 28.628 40.500 0 0 0 0 0 0 0 0 0 0 0 0 15.454 19.665 3.411 Month 2 23.323 3.365) 19.041 22.454 Month 6 46.293 13.041 18.117 74.851 34.963 4.798 2.719 27.777 5.365) 22.911 34.844 19.760 3.000 13.300 300 17.850 2.454 46.Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long -term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4.844 3.258 19.618 4.665 3.113 54.643 20.665 3.321 19.373 19.162 orth Read more: http://www.028 104.558 24.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2.609 3.365) 1.647 27.162 300 2.900 25.350 28.481 2.490) 3.381 24.880 Month 4 33.000 12.830 8.837 46.318 1.622 4.837 79.702 3.300 14.245 66.889 19.507 16.681 46.966 33.665 3.365) 2.817 46.679 23.337 32.373 3.911 74.079 25.502 3.719 22.306 4.844 2.665 3.880 33.016 18.262 Month 5 39.071 19.911 Month 8 74.882 68.200 19.506 2.650 14.262 13.558 39.862 81.071 104.933 Month 10 Month 11 Month 12 21.933 23.773 9.169 3.262 39.250 26.509 5.550 19.191 Month 7 64.547 19.554 33.681 33.911 8.cfm#ixzz11anBRt2O ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ 0 0 0 0 ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥¦ ¥ ¥ 0 0 0 0 0 0 § .809 19.509 3.079 32.770 3.896 21.809 3.411 2.259 4.889 33.383 18.028 104.462 Month 1 22.896 3.665 3.270 2.665 3.665 3.066 6.122 5.037 9.448 3.273 32.365) 4.300 17.478 6.677 2.427 3.000 2.427 19.589 13.933 2.702 22.933 18.191 64.117 56.665 3.665 3.016 1.665 3.478 3.590 465 17.324 12.300 4.365) 30.786 17.

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