[INSERT IMAGE]

COMPANY NAME
[INSERT ADDRESS & CONTACT INFO]
OWNER’S NAME, Owner

Business Plan [INSERT YEAR]

 Confidentiality Agreement

The undersigned reader acknowledges that the information provided by COMPANY NAME in
this business plan is confidential; therefore, reader agrees not to disclose it without the
express written permission of COMPANY NAME.
It is acknowledged by reader that information to be furnished in this business plan is in all
respects confidential in nature, other than information which is in the public domain through
other means and that any disclosure or use of same by reader may cause serious harm or
damage to COMPANY NAME.

Upon request, this document is to be immediately returned to COMPANY NAME.

___________________
Signature

___________________
Name (typed or printed)

___________________
Date

This is a business plan. It does not imply an offering of securities.

 Table of Contents

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

1.1 Objectives.............................................................................................2
1.2 Mission.................................................................................................2
1.3 Keys to Success.......................................................................................2
2.0 Company Summary.....................................................................................3
2.1 Company Ownership.................................................................................3
2.2 Company History.....................................................................................3
Table: Past Performance...............................................................................4
3.0 Products..................................................................................................5
4.0 Market Analysis Summary..............................................................................5
4.1 Market Segmentation................................................................................6
Table: Market Analysis.................................................................................7
4.2 Target Market Segment Strategy...................................................................7
4.3 Industry Analysis.....................................................................................8
4.3.1 Competition and Buying Patterns..............................................................9
5.0 Strategy and Implementation Summary..............................................................9
5.1 SWOT Analysis........................................................................................9
5.1.1 Strengths.......................................................................................10
5.1.2 Weaknesses....................................................................................10
5.1.3 Opportunities...................................................................................10
5.1.4 Threats..........................................................................................10
5.2 Competitive Edge...................................................................................10
5.3 Marketing Strategy.................................................................................10
5.4 Sales Strategy.......................................................................................11
5.4.1 Sales Forecast..................................................................................11
Table: Sales Forecast..............................................................................12
5.5 Milestones...........................................................................................13
Table: Milestones.....................................................................................14
6.0 Management Summary...............................................................................15
6.1 Personnel Plan.......................................................................................15
Table: Personnel......................................................................................15
7.0 Financial Plan..........................................................................................15
7.1 Important Assumptions............................................................................15
7.2 Break-even Analysis................................................................................16
Table: Break-even Analysis..........................................................................16
7.3 Projected Profit and Loss...........................................................................16
Table: Profit and Loss................................................................................17
7.4 Projected Cash Flow................................................................................19
Table: Cash Flow.....................................................................................20
7.5 Projected Balance Sheet...........................................................................21
Table: Balance Sheet.................................................................................21
7.6 Business Ratios.....................................................................................22
Table: Ratios..........................................................................................22

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 COMPANY NAME

1.0 Executive Summary

COMPANY NAME is an existing grocery/convenience store and fueling station that is strategically
located on scenic [ADDRESS] in [CITY], [STATE].  [ADDRESS]is the primary thoroughfare in
[CITY], running north and south between two mountain ranges.  The highway runs north to the
[CITY] area before running into [STATE].  To the south, the highway runs to the
[CITY]/[CITY]/[CITY] area.
 
The Valley itself, which is 6-miles long by 12-miles wide, is populated by about 1,600 year round
residents.  Because of its lakes, rivers, and natural beauty, the highway was designated a scenic
route by the United States government in 2000.  For these reasons, the Valley hosts many
seasonal tourists wishing to behold the scenic landscapes and make use of the outdoor activities
available in the area.  It also hosts many travelers migrating to and from the metropolitan areas
mentioned above.
 
The general population of year round residents in [CITY] include small business owners,
irrigation-based farmers, and livestock ranchers.  Typical household incomes in this area are near
$55,800 with two-thirds of the population being 45 years old and younger.  The store is centrally
located among the only three communities in the northern part of [COUNTY] County, those
communities being [NAMES].  The store boasts the only fueling station along a 52-mile span of
the highway, with the nearest fuel competitors being located 20 miles to the east, 17 miles to the
north, and 35 miles to the south.
 
The store has been owned and operated by OWNER’S NAME since July 2005.  His wife, [INSERT
NAME], has been the general manager since they purchased the land, building and existing
business.  OWNER’S NAME operates the business as a sole proprietorship.  OWNER’S NAME and
INSERT NAME make a perfect business partnership. INSERT NAME has twelve years prior
experience as a supermarket head cashier, as well as eighteen years of experience in sales,
bookkeeping and accounting.  OWNER’S NAME had thirty years as a trucker in the fuel and food
industry.
 
The store offers on a year round basis a variety of staples, packaged foods, drinks (alcoholic and
nonalcoholic), snack items, tobacco products, lottery, and select non-grocery items such as
hunting and fishing items, as well as regular, mid-grade, premium, and diesel fuel. 
 
COMPANY NAME competitive edge is its location, its focus on excellent customer service, its
commitment to the needs of the community, and the experience and knowledge of the owners. 
It is currently operating profitably and the business is well capitalized, but it lacks liquidity as
nearly the entire equity of the business is in real estate and inventory.  Its most serious threats
are a prolonged economic downturn that continues to hinder area tourism and continued [STATE]
fuel tax increases that may hinder the profitability of fuel sales.

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 COMPANY NAME

Highlights

$1,200,000

$1,000,000

$800,000 Sales

Gross Margin
$600,000
Net Profit

$400,000

$200,000

$0
2010 2011 2012

1.1 Objectives

1. To reinvent COMPANY NAME by expanding the building by 1,100 square feet and including a
deli, ice cream shop and fresh produce counter by January 1, 2011.
2. To physically upgrade the store, including conversion of its cooler system to energy efficient
walk-ins and replacing the existing roof by January 1, 2011.
3. Grow 2011 sales by 33.3% over 2009 sales through the aggressive marketing of the product
expansions.
4. Maintain the gross profit margin on total sales at or above the 2009 gross profit margin level
of 33.6% ($284,694/$846,464) through strategic and intelligent product buying and pricing.

1.2 Mission

The mission of COMPANY NAME is to provide everyone residing, working, and visiting [CITY] with

a thoroughly pleasant year round shopping experience by offering the best customer service, the
most attractive and convenient shopping place, the best product variety, competitive prices,
programs not offered by local competitors, and the strongest possible community involvement.

1.3 Keys to Success

1. Expanding our building and food offerings so local shoppers become increasingly loyal
and visitors have additional reasons to stop.
2. Remain open year round to promote the increased loyalty of local shoppers.
3. Promote customer shopping convenience by continuing such programs as WIC and Food
Stamps, as well as seeking out additional similar programs.
4. Advance local tourism and community involvement by continuing to be an active and
participating member of the Northern [COUNTY] Chamber of Commerce and by volunteering
and fund raising for worthwhile local organizations and charities. 

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 COMPANY NAME

2.0 Company Summary

COMPANY NAME, which is located on Scenic [ADDRESS] in [CITY], [STATE] (about 58 miles
southeast of [PLACE]), is an existing retail grocery/convenience store and fueling station that has
been owned and operated as a sole proprietorship by OWNER’S NAME since July 2005 when he
purchased the land, building, and business from its previous owner. 

It currently provides groceries, drinks, lotto, gasoline and diesel fuel, and other select non-food
items typically offered by a small supermarket or large convenience store.  It services the local
residents, businesses, and governmental departments of northern [COUNTY] County, as well
as tourists, travelers, and truckers passing along the scenic highway.  It is the only fueling
station on a 52-mile span of [ADDRESS].  There are no other fueling stations within 20 miles to
the east (Nevada state border) or within 35 miles to the south.  It is also one of the few stores in
the area that remain open year round.  Most of the other restaurants and smaller businesses are
open only during the peak tourist months.

2.1 Company Ownership

The store operates as a sole proprietorship that is 100% owned by OWNER’S NAME (53).  He
took ownership on July 25, 2005 when he purchased the land, building, and existing business
with cash.  He remains an active owner, operator and decision maker.  OWNER’S NAME has
attended a junior college and has 30 years of experience in the gasoline and food trucking
industry, as well as nearly five years as the storeowner.

[INSERT NAME] (54), spouse of OWNER’S NAME, has been the general manager of the store
since the July 25, 2005 ownership change.  She has earned a high school degree and her
experience includes twelve years as head cashier in a supermarket, eighteen years experience in
sales, bookkeeping, and accounting, and nearly five years as the general manager of the store.

2.2 Company History

Originally, the building opened in the early 1960's as a hamburger stand.  It changed over the
years into a grocery store with a meat market, then to a fueling station and a convenience store. 
A man who chose to move from the area previously owned the business for 11 years.  In general,
no matter what products were being sold and who the owner was, the business has always been
there to serve both the local residents and the tourists and travelers.

In July 2005, OWNER’S NAME purchased the existing grocery/convenience store and fueling
station business and property.  During his time of ownership, shoppers have benefited with
OWNER’S NAME seeing the need for assistance programs for his shoppers.  He took the initiative
to have the business approved for the WIC and Food Stamp programs.  Now, he has again
identified the needs of his customers and listened to them by formulating and acting on this
proposal to expand the building and install a deli, a fresh produce counter, and an ice cream
shop.  

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Table: Past Performance

Past Performance
2007 2008 2009
Sales $1,056,056 $916,198 $846,464
Gross Margin $222,074 $144,824 $284,694
Gross Margin % 21.03% 15.81% 33.63%
Operating Expenses $158,322 $158,279 $203,075
Inventory Turnover 0.00 0.00 13.63

Balance Sheet
2007 2008 2009

Current Assets
Cash $0 $0 ($7,850)
Inventory $0 $0 $82,456
Other Current Assets $0 $0 $21
Total Current Assets $0 $0 $74,627

Long-term Assets
Long-term Assets $0 $0 $276,782
Accumulated Depreciation $0 $0 $40,250
Total Long-term Assets $0 $0 $236,532

Total Assets $0 $0 $311,159

Current Liabilities
Accounts Payable $0 $0 $32,318
Current Borrowing $0 $0 $47,277
Other Current Liabilities $0 $0 $10,547
(interest free)
Total Current Liabilities $0 $0 $90,142

Long-term Liabilities $0 $0 $0
Total Liabilities $0 $0 $90,142

Paid-in Capital $0 $0 $142,562

Retained Earnings $0 $0 ($3,164)
Earnings $0 $0 $81,619
Total Capital $0 $0 $221,017

Total Capital and $0 $0 $311,159

Liabilities

Other Inputs
Payment Days 30 30 30

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 COMPANY NAME

Past Performance

$1,100,000

$1,000,000

$900,000

$800,000

$700,000
Sales

$600,000 Gross
$500,000 Net
$400,000

$300,000

$200,000

$100,000

$0
2007 2008 2009

3.0 Products

COMPANY NAME current product line is typical of a grocery/convenience store and fueling
station.  Items included in the retail store are dry and canned groceries, dairy
products, frozen items, beer, wine, liquor, cigarettes, ice, nonalcoholic beverages, lottery,
propane, fishing licenses, fishing and camping supplies, and ammunition.  The fueling station
offers regular, mid-grade, and premium gasoline and diesel fuel. 

Future plans are to expand the existing building by 1,100 square feet and open a deli, a fresh
produce counter, and an ice cream shop.  Doing so will give the store a competitive advantage
with local shoppers over other local stores that do not offer these products.  In addition, these
three product offerings are well suited to attract the many tourists and travelers who come to the
area.

4.0 Market Analysis Summary

The store serves two distinct markets:

1. Local residents of [CITY], which is a 6-mile long by 12-mile wide valley located in northern
[COUNTY] County, [STATE], that includes the towns of [CITY] (2000 population of 530),
[CITY] (2000 population of 77), and Walker (2000 population of 558), as well as 360 rural
inhabitants who are primarily employed in the irrigation-based agriculture and grazing
industries.  US Census Bureau information listed the population of [CITY] at 1,525 in 2000. 
The [COUNTY] County government estimated the population had grown to 1,557 by 2003 and
it estimates today's population at just over 1,600.  The [COUNTY] County government also
predicts that [CITY] will continue to show significant population growth because of the valley's
scenic beauty and peaceful way of life.
2. Visitors that include travelers, tourists, truckers and military personnel migrating north and
south on [ADDRESS], which is the primary transportation route through [CITY].  [ADDRESS]is
nestled between two mountain ranges and was designated as a Scenic Highway by the United
States Government in 2000.  Traffic counts for 2008, provided by the [STATE] Department of
Transportation, indicate an annual average monthly count of 7,450 (89,400 annual count)
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 COMPANY NAME

with a peak monthly count during the summer months of 10,800.  These counts are slightly
below the peak statistics from 2005, and are expected to increase as the travel and tourism
industry slowly improves and the valley population continues to increase.  This market group
is highly seasonal in nature with the peak tourist and travel season being the warmer months
from April through October.  Military personnel come to [CITY] three to four times per year to
train at the [NAME] Training Center.  The influx of military personnel to the Valley
totals approximately 1,600 each time they train. 

4.1 Market Segmentation

Local Residents - This segment consists of the permanent residents living in [CITY].  They range
in age from infants to retirees with 67% being age 45 and younger.  Their average household
income (per 2008 [COUNTY] County statistics) is $55,798.  Their livelihoods consist mostly of
irrigation-based farmers, livestock ranchers, and small business owners.  In general, they enjoy
outdoor living and activities such as hunting and fishing, and are primarily fond of the relaxing,
slower paced life style the Valley has to offer.  This market segment visits the store regularly as it
is centrally and conveniently located on the Valley's primary thoroughfare, it is open year round
for their convenience, and it offers staple products for their year round needs.

Visitors - This segment consists of three sub-segments.

1. Tourists are primarily couples and families traveling through the Valley to enjoy its majestic
scenery, lakes, and rivers.  In general, they are traveling for enjoyment and outdoor activities
such as sight seeing, fishing, camping, hunting, hiking, and water activities on the many
lakes.  This market segment is highly seasonal and visits the store primarily during the
warmer months of April through October.  Their numbers will gradually increase as the
economy becomes more robust.  They have the greatest disposable income since their reason
for being in the area is purely for enjoyment and recreation.
2. Travelers and truckers use [ADDRESS] as a passage to and from the [CITIES] area to the
north and the [CITY]/[CITY]/[CITY] area to the south.  Their purpose for visiting is primarily
of a business nature at destinations to the north or south.  Their numbers will gradually
increase as the economy becomes more robust and businesses again begin to thrive.  They
primarily visit the store for refueling and impulse purchases such as drinks and snacks.
3. Military personnel are primarily men, 18-38 years of age, who are in the Valley three to four
times per year for Marine training exercises.  Their numbers should remain consistent at
about 1,600 per training exercise.  Their primary reason for visiting the store most resembles
that of travelers and truckers. 

 
The Market Analysis table includes:
1. All 1,600 [CITY] residents
2. An estimate of visitors based on the assumption that local traffic equals one-third of the
total annual traffic count

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Table: Market Analysis

Market Analysis
2010 2011 2012 2013 2014
Potential Customers Growth CAGR
Local Residents of 1% 1,600 1,608 1,616 1,624 1,632 0.50%
[CITY]
Visitors to [CITY] 3% 59,600 61,388 63,230 65,127 67,081 3.00%
0.00%
Total 2.94% 61,200 62,996 64,846 66,751 68,713 2.94%

Market Analysis (Pie)

Local Residents of Antelope Valley

Visitors to Antelope Valley

4.2 Target Market Segment Strategy

Both market segments are equally important to the success of the store, so both must be
targeted as segments that demand a marketing strategy.

Local residents desire a combination of staples and snack products.  They are seeking product
variety not found at local competitor stores.  They are seeking a convenient, centralized, year
round location with everything they need to prepare home cooked meals.  

Visitors desire products that are predominantly of a snack or impulse purchase variety, rather
than staples.  They are seeking product variety not found at local competitor stores.  They are
seeking a convenient, centralized location with the items they need to make their visit enjoyable
and relaxing.

Because of these market segment descriptions, the strategy for COMPANY NAME is one that will
best provide for both equally important market segments.  The proposed expansion of a deli,
fresh produce counter, and ice cream shop are well suited for what both market
segments desire.  The deli and fresh produce counter will offer local residents the staples
they desire (meats, cheeses, fresh fruits and vegetables) and will offer visitors the on-the-go or
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 COMPANY NAME

picnic-style alternatives to hamburgers (prepared deli foods and sandwiches, fresh fruits and
vegetables) they desire.  Both offer a healthier alternative to the only other option currently
available, hamburger restaurants.  The ice cream shop will offer both market segments a snack
alternative not currently available locally.

An analysis of the sales to each market segment may be of value for future strategies.  If not
cost prohibitive, a cash register system that can store the zip code of each customer would be
helpful in identifying sales made to local residents versus sales made to visitors.  This information
would help management to better identify which market segment (if either) requires additional
targeting and a broader, more well defined strategy.

4.3 Industry Analysis

Because the COMPANY NAME is multi-faceted, three industries must be analyzed -

the grocery/convenience store industry, the fuel industry, and the tourism industry.

The grocery/convenience store industry trends have been positive over the past three years
despite the ongoing economic downturn.  Because disposable incomes for dining out have been
limited for many Americans, they are eating at home more often to save money.  Also, a by-
product of the economic downturn has been an increase by Americans in their in-home drinking
habits.  Again, decreases in disposable incomes have increased in-home consumption versus
bar/restaurant consumption and has created a positive trend for grocery/convenience stores that
carry alcoholic beverages.

The fuel industry has experienced slight downward trends over the past few years as Americans
are staying home more often and making an effort to conserve gasoline.  This trend is likely to
continue until the economy rebounds and disposable income increases.  Once the economy has
rebounded, this industry is expected to rebound and trends are expected to be positive.

Based on travel and tourism industry statistics, Americans are driving less and either
omitting road trip vacations or taking vacations that are closer to home.  The economic climate
has much to do with this short-term trend.  Once the economy rebounds, this industry predicts
resurgence back to longer vacations and day trips to scenic destinations.  Consumers are seeking
retailers that will enhance their lifestyle and offer product selections uncommon to the majority of
similar retailers.  The addition of an ice cream shop, deli, and fresh produce counter should
attract tourists and locals alike, as these offerings are not readily available elsewhere in the
Valley.

In summary, as the economy strengthens, COMPANY NAME should experience stable sales from
its grocery/convenience store.  And, as travel and tourism increases and traffic counts
rise, they will be able to take advantage of the increased traffic on [ADDRESS] if they are able to
offer product lines that bring tourists and travelers into their store.  With resurgence in tourism,
both the grocery/convenience store and the fueling station should show sales increases.

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 COMPANY NAME

4.3.1 Competition and Buying Patterns

Four competitive factors already exist that are in the favor of COMPANY NAME:

1. Location - They are the only fueling station within 52 miles along [ADDRESS], within 20 miles
to the east and 35 miles to the south.  They are centrally located among the three main
communities of northern [COUNTY] County.
2. Programs - They offer programs such as WIC and Food Stamps that assist both local residents
and the military families that come for training exercises.  They are the only store within 100
miles of [COUNTY] County with the WIC program.
3. Open Year Round - Because the average elevation in [CITY] is around 5,200 feet, they
experience more snow fall in winter months than do lower elevations.  With the travel and
tourist trade off so dramatically during the colder months, many of their competitors choose
to close during the winter.  This greatly limiting the shopping options available for local
residents.  By remaining open, COMPANY NAME experiences heightened loyalty from local
residents.
4. Community Involvement - The current owners are very active in the community as members
of the Chamber of Commerce and Lion's Club.  They are also actively getting involved with
Marine housing groups to inspire them to shop locally during their training exercises.

By adding more variety to their store in the form of an ice cream shop, deli, and fresh produce
counter, this is certain to add a fifth competitive factor not available elsewhere in [CITY] that
will benefit both the local residents and visitors with more options.

5.0 Strategy and Implementation Summary

COMPANY NAME will leverage its expertise, product offerings and marketing strategy to increase
its customer base while driving sales and profit.  The following sections review the various
strategies that will support this effort.

5.1 SWOT Analysis

The greatest obstacle facing the store for the next few years is a prolonged economic
downturn.  Without visitors to the Valley, the potential customer base is severely diminished. 
This could further erode the sale of existing product lines and make profitability much more
difficult.  This is particularly true of gasoline and diesel fuel.  If sales continue to decline and
gasoline taxes continue to increase, the store risks discontinuation of fuel service.  The later
would severely decrease overall sales as just over 50% of its revenue is derived from fuel sales. 
An unknown factor that cannot be measured is the effect on in-store sales if fuel is discontinued.

The second greatest obstacle facing the store is not being able to capitalize on the visitor market
segment.  This could happen if the store ownership cannot find an effective way to get their
advertising message to tourists and travelers, or if competitors begin to expand their offerings
and attempt to take a portion of the store's visitor market.

If the threats to the store do not materialize, its future appears bright.  The store possesses an
excellent, centralized, and very visible location within a growing community and within a popular
tourist area that will again thrive once the economic downturn has subsided.  The store is well
known within the [CITY] community because of its shopping programs expansion, community
involvement, and winter hours that greatly benefit the loyal local residents.  Ownership and
management, which is stable and experienced, has identified the store's needs and is making

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 COMPANY NAME

every effort to improve the store's uniqueness by providing additional product offerings that will
benefit both local shoppers and visitors.  

5.1.1 Strengths

 Store location
 Stable, well-known, experienced ownership and management
 Open year round
 Profitable in two of past three years despite economic downturn
 Programs such as WIC and Food Stamps not offered by other local competitors
 Community involvement
 Business has shown a profit in two of the three previous years
 Good business equity with no existing mortgage on the business property

5.1.2 Weaknesses

 Sales have decreased for two consecutive years

 Nothing is unique about the store to attract tourists or local shoppers
 Store experienced a loss in 2008

5.1.3 Opportunities

 Growing local population

 Travel and tourism will rebound as the economy strengthens
 Desire for more product offerings in the area
 Competitors are not making changes in their winter hours or product offerings

5.1.4 Threats

 Outrageously high gasoline taxes and the probability of more tax increases

 Prolonged economic downturn that hinders the rebound of travel and tourism
 Decisions by competition to expand their product offerings, programs, or winter hours
 Difficulties in advertising new offerings to travelers and tourists (possible zoning or signage
restrictions)

5.2 Competitive Edge

 Favorable, centralized location without a multitude of fueling station competitors

 Open year round
 Programs designed to benefits its customers that local competitors do not offer
 Ownership and management that have already identified the needs of the store and the
community
 Strong community involvement

5.3 Marketing Strategy

Our marketing strategy will focus on three segments. Those three segments are described in the
following subtopics.

 The marketing budget will be increased

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 COMPANY NAME

 We will focus our marketing efforts on retaining our loyal local resident customer base
and increasing our attraction to area visitors
 Marketing promotions will be consistent with the Mission Statement

5.4 Sales Strategy

The sales strategy for the store is:

Advertising to Local Residents - Make certain local residents are familiar with new offerings
before the offerings are even available.  Press releases to local newspapers of expansion plans
and/or mailers to local households will help develop sales immediately upon product availability. 
Continued community involvement will help spread the word about the expansions. 

Advertising to Visitors - Visitors can be informed through billboards and highway signs (as zoning
permits), by providing information cards at rest stops and the Chamber of Commerce, and by
remaining active with Marine housing organizations.

Advertising to Both Segments - Store window posters, flyers left in shopping baskets and carts,
in-store displays located immediately inside the entrance, and small free samples will alert both
local residents and visitors of the availability of new offerings, today's specials, product quality,
and other sales generating information.

Employee Training - Train cashiers to ask each and every customer if they found everything they
were looking for.  Train deli, ice cream shop, and fresh produce counter staff to ask customers
what else he or she can get for them today.  Train all employees to make suggestions to each
and every customer of items they may need to complete their meal or shopping experience.  

5.4.1 Sales Forecast

The sales forecast makes the following assumptions:

 With the economy slowly improving, travel and tourism will also slowly improve. 
Therefore, growth in the four existing sales categories is assumed to be 5% over the previous
year throughout the three-year forecast. 
 Management is able to control pricing in relation to the cost of goods in the four existing sales
categories so that the gross profit margin of each existing sales category remains equal to the
2009 gross profit margin throughout the three-year forecast.
 The requested capital becomes available by September 1, 2010.
 The building expansion will begin in September 2010 and will be complete by December 1,
2010.
 Three new full-time employees will be hired on December 1, 2010. 
 The deli, fresh produce counter, and ice cream shop will be open and ready for business on
January 1, 2011.
 Deli sales are projected to be $80,000 in 2011 and to increase by 5% in 2012.
 Fresh produce counter sales are projected to be $50,000 in 2011 and to increase by 5% in
2012.
 Ice cream shop sales are projected to be $80,000 in 2011 and increase by 5% in 2012.
 The gross profit margin for the deli, produce counter, and ice cream shop are equal to the
gross profit margin for the groceries and miscellaneous sales category, and remain equal
throughout the three year forecast.

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 COMPANY NAME

Table: Sales Forecast

Sales Forecast
2010 2011 2012
Sales
Gasoline and Diesel $448,000 $470,400 $493,920
Fuel
Beer, Wine, Liquor, $130,500 $137,025 $143,876
Cigarettes
Lottery $85,500 $89,775 $94,264
Groceries and $220,000 $231,000 $242,550
Miscellaneous
Ice Cream Shop $0 $80,000 $84,000
Deli $0 $80,000 $84,000
Produce Counter $0 $50,000 $52,500
Total Sales $884,000 $1,138,200 $1,195,110

Direct Cost of Sales 2010 2011 2012

Gasoline and Diesel $300,608 $315,638 $331,420
Fuel
Beer, Wine, Liquor, $78,561 $82,489 $86,614
Cigarettes
Lottery $88,492 $92,917 $97,563
Groceries and $130,240 $136,752 $143,590
Miscellaneous
Ice Cream Shop $0 $47,360 $49,728
Deli $0 $47,360 $49,728
Produce Counter $0 $29,600 $31,080
Subtotal Direct Cost $597,902 $752,117 $789,722
of Sales

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 Jan Feb
COMPANY NAME

Sales Monthly
$90,000

$80,000 Gasoline and Diesel Fuel

$70,000 Beer, Wine, Liquor, Cigarettes
$60,000 Lottery
$50,000 Groceries and Miscellaneous
$40,000 Ice Cream Shop
$30,000 Deli
$20,000 Produce Counter
$10,000

$0

Sales by Year

$1,200,000
Gasoline and Diesel Fuel
$1,000,000
Beer, Wine, Liquor, Cigarettes

$800,000 Lottery

Groceries and Miscellaneous

$600,000
Ice Cream Shop

$400,000 Deli

Produce Counter
$200,000

$0
2010 2011 2012

5.5 Milestones

 Expansion of the existing building will begin soon after the required capital is received.  It is
assumed the exterior construction will be completed by October 31, 2010 and the interior
construction will be completed by November 30, 2010.
 Once the exterior construction has been completed, replacement of the roof on the existing
store will begin.  It is assumed the roof replacement will be completed by November 30,
2010.
 In December 2010, the deli, fresh produce counter, ice cream shop, and new walk-in
cooler equipment will be installed.  New employees will be hired early in December so they
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 COMPANY NAME

will have ample time to be trained and assist with displays.  The inventory for displays will be
purchased.  All three offerings plus the walk-in coolers are assumed to be open, fully
functional, and ready for business on January 1, 2011.
 In December 2010, the office will be furnished and equipped so it is fully functional and ready
for business on January 1, 2011.
 In December 2010, a marketing campaign announcing our upcoming store expansion and
new offerings will begin.  It will continue into 2011 as more effective ways to advertise to
area visitors are explored.

Table: Milestones

Milestones

Milestone Start Date End Date Budget Manager Department

Building Expansion 9/1/2010 11/30/2010 $100,000 Owner
Replace Existing Roof 11/1/2010 11/30/2010 $6,000 Owner
Replace Existing Coolers 12/1/2010 12/31/2010 $10,000 Owner
Install Deli Equipment & Hire 12/1/2010 12/31/2010 $25,000 Owner
New Employee
Install Produce Equipment & Hire 12/1/2010 12/31/2010 $10,000 Owner
New Employee
Install Ice Cream Equipment & 12/1/2010 12/31/2010 $25,000 Owner
Hire New Employee
Furnish & Equip Office 12/1/2010 12/31/2010 $10,000 Owner
Purchase & Display New 12/1/2010 12/31/2010 $25,000 Owner
Inventory
Marketing Campaign 12/1/2010 2/28/2011 $5,000 Owner
Totals $216,000

Milestones

Marketing Campaign

Purchase & Display New Inventory

Furnish & Equip Office

Install Ice Cream Equipment & Hire New Employee

Install Produce Equipment & Hire New Employee

Install Deli Equipment & Hire New Employee

Replace Existing Coolers

Replace Existing Roof

Building Expansion

Sep `10 Oct Nov Dec Jan `11 Feb

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 COMPANY NAME

6.0 Management Summary

OWNER’S NAME has owned the store since July 2005.  His background includes attendance at a
junior college, thirty years in the food and gasoline trucking industry, and nearly five years as the
owner of the COMPANY NAME.

The general manager is OWNER’S NAME wife, INSERT NAME.  She has served in this position for
nearly five years (since July 2005).  In addition to her experience as the store's general manager,
she has twelve years as a supermarket head cashier and eighteen years in sales, bookkeeping,
and accounting.

In addition to OWNERS’ NAME, the store also currently employs two cashiers.

6.1 Personnel Plan

The assumptions made with regards to staffing needs and expenses include:

 The owner will continue not to draw a W-2 income from the store
 The general manager will continue to receive $900 per month
 The existing cashiers will receive a 3% raise on January 1 of each year
 Three additional employees will be hired in December 2010 to staff the proposed expansions
 Each additional employee will receive a wage of about $333 each per week
 The new employees will receive a 3% pay increase each year on January 1

Table: Personnel

Personnel Plan
2010 2011 2012
Owner and General Manager (2) $10,800 $10,800 $10,800
Cashiers (2) $30,528 $31,444 $32,387
Additional Employees Required $4,333 $53,560 $55,167
With Expansions (3)
Total People 7 7 7

Total Payroll $45,661 $95,804 $98,354

7.0 Financial Plan

It is assumed that a combination of the owner's private resources and existing business lines of
credit will be sufficient to finance any monthly cash-flow shortage.

7.1 Important Assumptions

The following assumptions are made with respect to this business plan:

 Interest rates will remain low (6.00%) until more Americans are employed and the economic
downturn begins to subside
 Interest rates will gradually rise (6.50% in 2011, 7.00% in 2012) as the economy continues
to improve
 Long term rates will rise with short term current rates, remaining at a constant 1.00%
spread 
Page 15
 COMPANY NAME

7.2 Break-even Analysis

The following chart and table summarize our break-even analysis.

Table: Break-even Analysis

Break-even Analysis

Monthly Revenue $59,543

Break-even

Assumptions:
Average Percent 68%
Variable Cost
Estimated Monthly $19,271
Fixed Cost

Break-even Analysis

$16,000

$12,000

$8,000

$4,000

$0

($4,000)

($8,000)

($12,000)

($16,000)

$0 $20,000 $40,000 $60,000 $80,000 $100,000

$10,000 $30,000 $50,000 $70,000 $90,000 $110,000

7.3 Projected Profit and Loss

The following assumptions were made when preparing the Projected Profit and Loss:

 Marketing/Promotion will increase by 3% until December 2010.  Then, additional advertising

of $2,500 will be done in December 2010 to announce the building expansion and product
additions. 
 Marketing/Promotion for 2011 will increase by 3% over normal 2010 expenses, plus an
additional $5,000 will be spent throughout the year to continue the advertising campaign to
announce the expansion/additions.  
 Marketing/Promotion for 2012 will increase by 3% over normal 2011 expenses.  No additional
advertising expenditure is assumed.

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 COMPANY NAME

 Depreciation will increase beginning in September 2010 as the building expansion

progresses and equipment is purchased.  Once the entire project is completed, straight-line
depreciation using a 27.5-year building expansion and roof life and a 7-year equipment life
will increase depreciation throughout the three-year forecast by $15,282 over the previous
depreciation expense.
 Utilities will increase by 3% until December 2010, then will increase by 33% (due to the
building expansion) from December 2010 through December 2011, then will increase 3% in
2012.
 Insurance will increase by 6% over the prior year throughout the three-year projection.
 All other expenses will increase by 3% over the prior year throughout the three-year
projection.

Table: Profit and Loss

Pro Forma Profit and

Loss
2010 2011 2012
Sales $884,000 $1,138,200 $1,195,110
Direct Cost of Sales $597,902 $752,117 $789,722
Other Costs of Sales $0 $0 $0
Total Cost of Sales $597,902 $752,117 $789,722

Gross Margin $286,099 $386,083 $405,388

Gross Margin % 32.36% 33.92% 33.92%

Expenses
Payroll $45,661 $95,804 $98,354
Marketing/Promotion $10,019 $13,420 $8,504
Depreciation $8,379 $21,781 $21,781
Rent $0 $0 $0
Utilities $10,626 $13,823 $14,238
Insurance $18,780 $19,907 $21,101
Payroll Taxes $6,849 $14,371 $14,753
Other $130,932 $134,860 $138,906

Total Operating $231,246 $313,965 $317,637

Expenses

Profit Before Interest $54,852 $72,118 $87,751

and Taxes
EBITDA $63,231 $93,899 $109,532
Interest Expense $1,891 $0 $0
Taxes Incurred $15,888 $21,635 $26,325

Other Income
Other Income $0 $0 $0
$0
Total Other Income $0 $0 $0

Other Expense
Other Expense $0 $0 $0
$0
Total Other Expense $0 $0 $0

Net Other Income $0 $0 $0

Net Profit $37,073 $50,483 $61,425
Net Profit/Sales 4.19% 4.44% 5.14%

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 COMPANY NAME

Profit Monthly

$6,000

$5,000

$4,000

$3,000

$2,000

$1,000

$0

($1,000)

($2,000)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Profit Yearly

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

$0
2010 2011 2012

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 COMPANY NAME

Gross Margin Monthly

$27,000

$24,000

$21,000

$18,000

$15,000

$12,000

$9,000

$6,000

$3,000

$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Gross Margin Yearly

$400,000

$350,000

$300,000

$250,000

$200,000

$150,000

$100,000

$50,000

$0
2010 2011 2012

7.4 Projected Cash Flow

Our projected cash flow is outlined in the following chart and table.  In the chart and table data,
the entry for "Dividends" is the owner's draw.

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 COMPANY NAME

Table: Cash Flow

Pro Forma Cash Flow
2010 2011 2012
Cash Received

Cash from Operations

Cash Sales $884,000 $1,138,200 $1,195,110
Subtotal Cash from $884,000 $1,138,200 $1,195,110
Operations

Additional Cash Received

Non Operating (Other) $0 $0 $0
Income
Sales Tax, VAT, HST/GST $0 $0 $0
Received
New Current Borrowing $0 $0 $0
New Other Liabilities $0 $0 $0
(interest-free)
New Long-term Liabilities $0 $0 $0
Sales of Other Current $0 $0 $0
Assets
Sales of Long-term Assets $0 $0 $0
New Investment Received $250,000 $0 $0
Subtotal Cash Received $1,134,000 $1,138,200 $1,195,110

Expenditures 2010 2011 2012

Expenditures from
Operations
Cash Spending $45,661 $95,804 $98,354
Bill Payments $734,268 $967,394 $1,014,354
Subtotal Spent on $779,929 $1,063,198 $1,112,708
Operations

Additional Cash Spent

Non Operating (Other) $0 $0 $0
Expense
Sales Tax, VAT, HST/GST $0 $0 $0
Paid Out
Principal Repayment of $47,277 $0 $0
Current Borrowing
Other Liabilities Principal $0 $0 $0
Repayment
Long-term Liabilities $0 $0 $0
Principal Repayment
Purchase Other Current $25,000 $0 $0
Assets
Purchase Long-term Assets $186,000 $0 $0
Dividends $60,000 $60,000 $60,000
Subtotal Cash Spent $1,098,206 $1,123,198 $1,172,708

Net Cash Flow $35,794 $15,002 $22,402

Cash Balance $27,944 $42,946 $65,348

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 Jan
COMPANY NAME

Cash
$210,000

$180,000

$150,000

$120,000

$90,000
Net Cash Flow
$60,000
Cash Balance
$30,000

$0

($30,000)

($60,000)

($90,000)

7.5 Projected Balance Sheet

The table below outlines the projected balance sheet.

Table: Balance Sheet

Pro Forma Balance

Sheet
2010 2011 2012
Assets

Current Assets
Cash $27,944 $42,946 $65,348
Inventory $55,402 $69,692 $73,177
Other Current $25,021 $25,021 $25,021
Assets
Total Current $108,367 $137,659 $163,546
Assets

Long-term Assets
Long-term Assets $462,782 $462,782 $462,782
Accumulated $48,629 $70,410 $92,191
Depreciation
Total Long-term $414,153 $392,372 $370,591
Assets
Total Assets $522,520 $530,031 $534,137

Liabilities and 2010 2011 2012

Capital

Current Liabilities
Accounts Payable $63,884 $80,911 $83,592

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 COMPANY NAME

Current Borrowing $0 $0 $0
Other Current $10,547 $10,547 $10,547
Liabilities
Subtotal Current $74,431 $91,458 $94,139
Liabilities

Long-term $0 $0 $0
Liabilities
Total Liabilities $74,431 $91,458 $94,139

Paid-in Capital $392,562 $392,562 $392,562

Retained Earnings $18,455 ($4,472) ($13,989)
Earnings $37,073 $50,483 $61,425
Total Capital $448,090 $438,573 $439,998
Total Liabilities $522,520 $530,031 $534,137
and Capital

Net Worth $448,090 $438,573 $439,998

7.6 Business Ratios

COMPANY NAME's ratios can be seen in the table below. Standard Industrial Classification code
5411 (Supermarkets and Other Groceries) was used for Industry Profile comparisons.

Table: Ratios

Ratio Analysis
2010 2011 2012 Industry
Profile
Sales Growth 4.43% 28.76% 5.00% 4.85%

Percent of Total Assets

Inventory 10.60% 13.15% 13.70% 25.85%
Other Current Assets 4.79% 4.72% 4.68% 33.94%
Total Current Assets 20.74% 25.97% 30.62% 65.09%
Long-term Assets 79.26% 74.03% 69.38% 34.91%
Total Assets 100.00% 100.00% 100.00% 100.00%

Current Liabilities 14.24% 17.26% 17.62% 28.70%

Long-term Liabilities 0.00% 0.00% 0.00% 29.48%
Total Liabilities 14.24% 17.26% 17.62% 58.18%
Net Worth 85.76% 82.74% 82.38% 41.82%

Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 32.36% 33.92% 33.92% 11.31%
Selling, General & 28.17% 29.49% 28.78% 2.78%
Administrative Expenses
Advertising Expenses 1.13% 1.18% 0.71% 0.27%
Profit Before Interest and 6.21% 6.34% 7.34% 1.00%
Taxes

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Main Ratios
Current 1.46 1.51 1.74 1.69
Quick 0.71 0.74 0.96 0.71
Total Debt to Total Assets 14.24% 17.26% 17.62% 62.88%
Pre-tax Return on Net Worth 11.82% 16.44% 19.94% 12.96%
Pre-tax Return on Assets 10.14% 13.61% 16.43% 4.81%

Additional Ratios 2010 2011 2012

Net Profit Margin 4.19% 4.44% 5.14% n.a
Return on Equity 8.27% 11.51% 13.96% n.a

Activity Ratios
Inventory Turnover 10.26 12.02 11.06 n.a
Accounts Payable Turnover 11.99 12.17 12.17 n.a
Payment Days 28 27 30 n.a
Total Asset Turnover 1.69 2.15 2.24 n.a

Debt Ratios
Debt to Net Worth 0.17 0.21 0.21 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a

Liquidity Ratios
Net Working Capital $33,937 $46,201 $69,407 n.a
Interest Coverage 29.01 0.00 0.00 n.a

Additional Ratios
Assets to Sales 0.59 0.47 0.45 n.a
Current Debt/Total Assets 14% 17% 18% n.a
Acid Test 0.71 0.74 0.96 n.a
Sales/Net Worth 1.97 2.60 2.72 n.a
Dividend Payout 1.62 1.19 0.98 n.a

Page 23
 Appendix

Table: Sales Forecast

Sales Forecast
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Sales
Gasoline and $31,50 $31,50 $36,00 $37,00 $40,00 $43,00 $43,00 $43,00 $40,00 $37,00 $33,00 $33,00
Diesel Fuel 0 0 0 0 0 0 0 0 0 0 0 0
Beer, Wine, $9,500 $9,500 $10,00 $10,00 $11,00 $12,50 $12,50 $12,50 $11,00 $9,500 $9,500 $13,00
Liquor, Cigarettes 0 0 0 0 0 0 0 0

Lottery $6,500 $6,500 $6,500 $7,000 $7,500 $8,000 $8,000 $8,000 $7,500 $7,000 $6,500 $6,500

Groceries and $16,50 $16,50 $17,00 $18,00 $19,00 $20,00 $20,00 $20,00 $19,00 $18,00 $18,00 $18,00
Miscellaneous 0 0 0 0 0 0 0 0 0 0 0 0
Ice Cream Shop $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Deli $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Produce Counter $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Sales $64,00 $64,00 $69,50 $72,00 $77,50 $83,50 $83,50 $83,50 $77,50 $71,50 $67,00 $70,50
0 0 0 0 0 0 0 0 0 0 0 0

Direct Cost of Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Sales
Gasoline and $21,13 $21,13 $24,15 $24,82 $26,84 $28,85 $28,85 $28,85 $26,84 $24,82 $22,14 $22,14
Diesel Fuel 7 7 6 7 0 3 3 3 0 7 3 3
Beer, Wine, $5,719 $5,719 $6,020 $6,020 $6,622 $7,525 $7,525 $7,525 $6,622 $5,719 $5,719 $7,826
Liquor, Cigarettes

Lottery $6,727 $6,727 $6,727 $7,245 $7,762 $8,280 $8,280 $8,280 $7,762 $7,245 $6,727 $6,727

Groceries and $9,768 $9,768 $10,06 $10,65 $11,24 $11,84 $11,84 $11,84 $11,24 $10,65 $10,65 $10,65
Miscellaneous 4 6 8 0 0 0 8 6 6 6
Ice Cream Shop $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Deli $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Produce Counter $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Direct $43,35 $43,35 $46,96 $48,74 $52,47 $56,49 $56,49 $56,49 $52,47 $48,44 $45,24 $47,35
Cost of Sales 1 1 8 8 3 8 8 8 3 7 6 3

Page 1
 Appendix

Table: Personnel

Personnel Plan
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Owner and General Manager (2) $900 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900
Cashiers (2) $2,544 $2,544 $2,544 $2,544 $2,544 $2,544 $2,544 $2,544 $2,544 $2,544 $2,544 $2,544
Additional Employees Required With $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,333
Expansions (3)
Total People 4 4 4 4 4 4 4 4 4 4 4 7

Total Payroll $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $7,777

Page 2
 Appendix

Table: Profit and Loss

Pro Forma Profit and

Loss
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Sales $64,000 $64,000 $69,500 $72,000 $77,500 $83,500 $83,500 $83,500 $77,500 $71,500 $67,000 $70,500

Direct Cost of Sales $43,351 $43,351 $46,968 $48,748 $52,473 $56,498 $56,498 $56,498 $52,473 $48,447 $45,246 $47,353

Other Costs of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Cost of Sales $43,351 $43,351 $46,968 $48,748 $52,473 $56,498 $56,498 $56,498 $52,473 $48,447 $45,246 $47,353

Gross Margin $20,649 $20,649 $22,533 $23,252 $25,028 $27,002 $27,002 $27,002 $25,028 $23,053 $21,755 $23,148

Gross Margin % 32.26% 32.26% 32.42% 32.29% 32.29% 32.34% 32.34% 32.34% 32.29% 32.24% 32.47% 32.83%

Expenses
Payroll $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $3,444 $7,777
Marketing/Promotion $668 $668 $668 $668 $668 $668 $668 $668 $668 $668 $668 $2,671
Depreciation $542 $541 $542 $541 $542 $541 $542 $541 $643 $744 $845 $1,815
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $839 $839 $839 $839 $839 $839 $839 $839 $839 $839 $1,118 $1,118
Insurance $1,565 $1,565 $1,565 $1,565 $1,565 $1,565 $1,565 $1,565 $1,565 $1,565 $1,565 $1,565
Payroll Taxes 15% $517 $517 $517 $517 $517 $517 $517 $517 $517 $517 $517 $1,167
Other $10,911 $10,911 $10,911 $10,911 $10,911 $10,911 $10,911 $10,911 $10,911 $10,911 $10,911 $10,911

Total Operating $18,486 $18,485 $18,486 $18,485 $18,486 $18,485 $18,486 $18,485 $18,587 $18,688 $19,068 $27,024
Expenses

Profit Before Interest $2,163 $2,164 $4,047 $4,767 $6,542 $8,517 $8,516 $8,517 $6,441 $4,365 $2,687 ($3,876
and Taxes )
EBITDA $2,705 $2,705 $4,589 $5,308 $7,084 $9,058 $9,058 $9,058 $7,084 $5,109 $3,532 ($2,061
)
Interest Expense $236 $236 $236 $236 $236 $236 $236 $236 $0 $0 $0 $0
Taxes Incurred $578 $578 $1,143 $1,359 $1,892 $2,484 $2,484 $2,484 $1,932 $1,310 $806 ($1,163
)

Other Income
Other Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Other Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Expense

Page 3
 Appendix

Other Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Other Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Other Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Profit $1,349 $1,350 $2,667 $3,172 $4,414 $5,797 $5,796 $5,797 $4,509 $3,056 $1,881 ($2,713
)
Net Profit/Sales 2.11% 2.11% 3.84% 4.41% 5.70% 6.94% 6.94% 6.94% 5.82% 4.27% 2.81% -3.85%

Page 4
 Appendix

Table: Cash Flow

Pro Forma Cash Flow

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Cash Received

Cash from Operations

Cash Sales $64,0 $64,0 $69,5 $72,0 $77,5 $83,5 $83,5 $83,5 $77,50 $71,50 $67,00 $70,50
00 00 00 00 00 00 00 00 0 0 0 0
Subtotal Cash from $64,0 $64,0 $69,5 $72,0 $77,5 $83,5 $83,5 $83,5 $77,50 $71,50 $67,00 $70,50
Operations 00 00 00 00 00 00 00 00 0 0 0 0

Additional Cash Received

Non Operating (Other) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Income
Sales Tax, VAT, 0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
HST/GST Received %
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(interest-free)
New Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Sales of Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
Sales of Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Assets
New Investment $0 $0 $0 $0 $0 $0 $0 $0 $250,0 $0 $0 $0
Received 00
Subtotal Cash Received $64,0 $64,0 $69,5 $72,0 $77,5 $83,5 $83,5 $83,5 $327,5 $71,50 $67,00 $70,50
00 00 00 00 00 00 00 00 00 0 0 0

Expenditures Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Expenditures from
Operations
Cash Spending $3,44 $3,44 $3,44 $3,44 $3,44 $3,44 $3,44 $3,44 $3,444 $3,444 $3,444 $7,777
4 4 4 4 4 4 4 4
Bill Payments $33,2 $27,9 $58,9 $67,0 $67,1 $73,6 $78,2 $73,7 $73,40 $64,04 $59,46 $57,38
16 88 46 73 44 23 71 18 1 0 4 4
Subtotal Spent on $36,6 $31,4 $62,3 $70,5 $70,5 $77,0 $81,7 $77,1 $76,84 $67,48 $62,90 $65,16
Operations 60 32 90 17 88 67 15 62 5 4 8 1

Additional Cash Spent

Non Operating (Other) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Expense
Page 5
 Appendix

Sales Tax, VAT, $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

HST/GST Paid Out
Principal Repayment of $0 $0 $0 $0 $0 $0 $0 $0 $47,27 $0 $0 $0
Current Borrowing 7
Other Liabilities Principal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Repayment
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment
Purchase Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,00
Assets 0
Purchase Long-term $0 $0 $0 $0 $0 $0 $0 $0 $33,33 $33,33 $39,33 $80,00
Assets 4 3 3 0
Dividends $5,00 $5,00 $5,00 $5,00 $5,00 $5,00 $5,00 $5,00 $5,000 $5,000 $5,000 $5,000
0 0 0 0 0 0 0 0
Subtotal Cash Spent $41,6 $36,4 $67,3 $75,5 $75,5 $82,0 $86,7 $82,1 $162,4 $105,8 $107,2 $175,1
60 32 90 17 88 67 15 62 56 17 41 61

Net Cash Flow $22,3 $27,5 $2,11 ($3,5 $1,91 $1,43 ($3,2 $1,33 $165,0 ($34,3 ($40,2 ($104,
40 68 0 17) 2 3 15) 8 44 17) 41) 661)
Cash Balance $14,4 $42,0 $44,1 $40,6 $42,5 $43,9 $40,7 $42,1 $207,1 $172,8 $132,6 $27,94
90 59 69 52 64 96 81 19 63 47 05 4

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 Appendix

Table: Balance Sheet

Pro Forma Balance

Sheet
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Assets Starting
Balances

Current Assets
Cash ($7,850) $14,490 $42,059 $44,169 $40,652 $42,564 $43,996 $40,781 $42,119 $207,16 $172,84 $132,60 $27,944
3 7 5
Inventory $82,456 $50,721 $50,721 $54,952 $57,035 $61,393 $66,103 $66,103 $66,103 $61,393 $56,683 $52,937 $55,402

Other Current $21 $21 $21 $21 $21 $21 $21 $21 $21 $21 $21 $21 $25,021
Assets
Total Current $74,627 $65,232 $92,800 $99,142 $97,708 $103,97 $110,12 $106,90 $108,24 $268,57 $229,55 $185,56 $108,36
Assets 8 0 5 3 7 1 4 7

Long-term Assets
Long-term Assets $276,782 $276,78 $276,78 $276,78 $276,78 $276,78 $276,78 $276,78 $276,78 $310,11 $343,44 $382,78 $462,78
2 2 2 2 2 2 2 2 6 9 2 2
Accumulated $40,250 $40,792 $41,333 $41,875 $42,416 $42,958 $43,499 $44,041 $44,582 $45,225 $45,969 $46,814 $48,629
Depreciation
Total Long-term $236,532 $235,99 $235,44 $234,90 $234,36 $233,82 $233,28 $232,74 $232,20 $264,89 $297,48 $335,96 $414,15
Assets 0 9 7 6 4 3 1 0 1 0 8 3
Total Assets $311,159 $301,22 $328,24 $334,04 $332,07 $337,80 $343,40 $339,64 $340,44 $533,46 $527,03 $521,53 $522,52
2 9 9 4 2 3 6 3 8 1 2 0

Liabilities and Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Capital

Current Liabilities
Accounts Payable $32,318 $26,032 $56,710 $64,842 $64,696 $71,009 $75,814 $71,261 $71,261 $62,055 $57,562 $55,182 $63,884

Current Borrowing $47,277 $47,277 $47,277 $47,277 $47,277 $47,277 $47,277 $47,277 $47,277 $0 $0 $0 $0

Other Current $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547 $10,547
Liabilities
Subtotal Current $90,142 $83,856 $114,53 $122,66 $122,52 $128,83 $133,63 $129,08 $129,08 $72,602 $68,109 $65,729 $74,431
Liabilities 4 6 0 3 8 5 5

Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Total Liabilities $90,142 $83,856 $114,53 $122,66 $122,52 $128,83 $133,63 $129,08 $129,08 $72,602 $68,109 $65,729 $74,431
4 6 0 3 8 5 5

Paid-in Capital $142,562 $142,56 $142,56 $142,56 $142,56 $142,56 $142,56 $142,56 $142,56 $392,56 $392,56 $392,56 $392,56
2 2 2 2 2 2 2 2 2 2 2 2
Retained Earnings ($3,164) $73,455 $68,455 $63,455 $58,455 $53,455 $48,455 $43,455 $38,455 $33,455 $28,455 $23,455 $18,455

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 Appendix

Earnings $81,619 $1,349 $2,699 $5,366 $8,538 $12,951 $18,748 $24,544 $30,341 $34,850 $37,905 $39,786 $37,073

Total Capital $221,017 $217,36 $213,71 $211,38 $209,55 $208,96 $209,76 $210,56 $211,35 $460,86 $458,92 $455,80 $448,09
6 6 3 5 8 5 1 8 7 2 3 0
Total Liabilities and $311,159 $301,22 $328,24 $334,04 $332,07 $337,80 $343,40 $339,64 $340,44 $533,46 $527,03 $521,53 $522,52
Capital 2 9 9 4 2 3 6 3 8 1 2 0

Net Worth $221,017 $217,36 $213,71 $211,38 $209,55 $208,96 $209,76 $210,56 $211,35 $460,86 $458,92 $455,80 $448,09
6 6 3 5 8 5 1 8 7 2 3 0

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