JT B Technologies

This plan is for a holding company.
There are also plans for each of its three sub-

corporations:
JTB Products and Services, JTB Integrated Technologies, and JTB Industrial Sales.
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Table of Contents
1.0 Executive Summary.............................................................................................................................1

Chart: Highlights ......................................................................................................................2
1.1 Mission........................................................................................................................................2
1.2 Keys to Success ........................................................................................................................3
1.3 Objectives ...................................................................................................................................3
2.0 Company Summary.............................................................................................................................3
2.1 Start-up Summary ......................................................................................................................4
Chart: Start-up .........................................................................................................................5
Table: Start-up .........................................................................................................................6
Table: Start-up Funding ..........................................................................................................7
2.2 Company Locations and Facilities ..........................................................................................7
2.3 Company Ownership .................................................................................................................8
3.0 Products and Services........................................................................................................................8
3.1 Product and Service Description...........................................................................................10
3.2 Competitive Comparison........................................................................................................10
3.3 Fulfillment ..................................................................................................................................11
3.4 Technology ...............................................................................................................................11
3.5 Future Products and Services ................................................................................................12
4.0 Market Analysis Summary................................................................................................................12
4.1 Market Segmentation..............................................................................................................13
Table: Market Analysis .........................................................................................................13
Chart: Market Analysis (Pie)................................................................................................14
4.2 Target Market Segment Strategy...........................................................................................14
4.2.1 Market Trends .............................................................................................................14
4.2.2 Market Needs ..............................................................................................................15
4.3 Service Business Analysis .....................................................................................................15
4.3.1 Distributing a Service .................................................................................................16
4.3.2 Competition and Buying Patterns .............................................................................16
4.3.3 Main Competitors .......................................................................................................17
5.0 Strategy and Implementation Summary..........................................................................................17
5.1 Value Proposition ....................................................................................................................17
5.2 Competitive Edge....................................................................................................................18
5.3 Marketing Strategy ..................................................................................................................18
5.3.1 Pricing Strategy...........................................................................................................18
5.3.2 Promotion Strategy.....................................................................................................19
5.3.3 Distribution Strategy ...................................................................................................19
5.3.4 Marketing Programs ...................................................................................................19
5.3.5 Positioning Statement ................................................................................................20
5.4 Strategic Alliances...................................................................................................................20
5.5 Sales Strategy..........................................................................................................................20
5.5.1 Sales Forecast ............................................................................................................22
Table: Sales Forecast.................................................................................................23
Chart: Sales Monthly ...................................................................................................23
Chart: Sales by Year ...................................................................................................24
5.6 Milestones ................................................................................................................................24
Table: Milestones..................................................................................................................26
Chart: Milestones ..................................................................................................................26
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Table of Contents
6.0 Web Plan Summary ..........................................................................................................................26
6.1 Website Marketing Strategy...................................................................................................27
7.0 Management Summary ....................................................................................................................28
7.1 Middle Management Team.....................................................................................................28
7.2 Personnel Plan.........................................................................................................................29
Table: Personnel ...................................................................................................................30
8.0 Financial Plan ....................................................................................................................................31
8.1 Important Assumptions............................................................................................................32
Table: General Assumptions ...............................................................................................32
8.1.1 Assumptions Notation ................................................................................................32
8.2 Key Financial Indicators ..........................................................................................................33
Chart: Benchmarks ...............................................................................................................34
8.3 Break-even Analysis................................................................................................................35
Chart: Break-even Analysis .................................................................................................35
Table: Break-even Analysis .................................................................................................35
8.4 Projected Profit and Loss .......................................................................................................36
Table: Profit and Loss ..........................................................................................................37
Chart: Profit Monthly .............................................................................................................38
Chart: Profit Yearly................................................................................................................38
Chart: Gross Margin Monthly ...............................................................................................39
Chart: Gross Margin Yearly..................................................................................................39
8.5 Projected Cash Flow...............................................................................................................40
Table: Cash Flow..................................................................................................................41
Chart: Cash ...........................................................................................................................42
8.6 Projected Balance Sheet ........................................................................................................43
Table: Balance Sheet ...........................................................................................................44
8.7 Business Ratios .......................................................................................................................45
Table: Ratios .........................................................................................................................46
8.8 Long-term Plan.........................................................................................................................48
Chart: Long-term ...................................................................................................................48
Table: Sales Forecast ...............................................................................................................................1
Table: Personnel ........................................................................................................................................2
Table: General Assumptions ....................................................................................................................3
Table: Profit and Loss ...............................................................................................................................4
Table: Cash Flow .......................................................................................................................................6
Table: Balance Sheet ................................................................................................................................7
Table: Long-term ........................................................................................................................................8
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JTB Technologies, Inc
1.0 Executive Summary

JTB Technologies, Inc., is a holding company for three separate sub-corporations, with related
but distinct products, services, markets and opportunities. This business plan consolidates the
three sub-divisions of the JTB business plan into a well-balanced offering of high quality
customer service, branded, well-ac cepted industrial products, and our own lines of specialty
products and secondary services to compliment eac h division's efforts. JTB can begin
operations within 45 days of funding, as a corporation under the Laws of the Commonwealth of
Louisiana. The current plan calls for opening eac h subcorporation and the holding company all
within the same loc ation, to fac ilitate employee and management training, ac counting
proc edures, and inventory management.
JTB Industrial Sales Division will distribute high-quality Industrial-related products and services
to loc al and national clients in the Automotive and Aerospac e Industries, Primary Metals and
Machining Industries, Mining and Contrac tor Industries, and in the Military and Governmental
proc urement sector.
JTB Products and Services Division will design custom tools tailored to the Automotive, Auto
Repair, Sports Service, and Commercial Drilling Industries. Additionally, this division will also
provide re-conditioning services to clients using our quality products from the JTB product line.
To maximize the equipment and output of the loc ation, this division will be situated within the
same building as the other divisions, making it able to service the distributorship's clients.
JTB Integrated Technologies Division will develop and support a full line of P.C. and
Internet-based business (software) applications. Additionally, JTB will develop and support ad-
based Internet marketplac es, on-line magazines, custom-developed commercial websites, and
other hosted business products tailored to the Industrial marketplac e.
To maximize profitability, JTB Technologies, Inc. will consolidate all of its operations into one
loc ation. JTB's divisions will be loc ated in Richfield, Louisiana. This loc ation is very close to the
I-82 corridor, providing excellent ac cess to the Mississippi, Arkansas and Texas industrial
markets. JTB's management ac quired its roots in the industrial marketplac e while
managing RL&I Tool and Machine, Inc., a privately held corporation that operated in Missouri
for over twenty-five years.
Special points of interest about this corporation include:
· High percentage of minority ownership will allow the business to participate in spec ial-
interest contrac t bids, special employee-training grant proc urement, and state offered
business development bond offerings.
· The ability of management to work towards developing other avenues of business,
including Military and other governmental proc urement fulfillment.
Based on the current prices in the Industrial Products and Services market, JTB Technologies,
Inc has the potential of making sales of $1,008,798 by year two of the plan. With good
management, a revenue growth of 29% annually is expec ted.
The equity for eac h investor will be based on his or her investment.
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1.1 Mission
JTB will develop and offer only the highest quality products and services.
· Our products will reduce customers' c osts, and have a longer life than the competitors'
products.
· Our re-manufacturing services will also offer the client a solid, value-based purchase
bac ked by a 100% quality commitment and effort by our employees and management.
Using JTB's own manufacturing fac ility as a model and test bed for our products, JTB will
provide the mid-sized corporate market with new and exciting ways to cost effectively manage
all external vendor and customer transactions, yielding continual savings for the users of our
products and services. Our manufacturing partners will also add value to our offering of services,
further allowing JTB to grow into a high-quality, long-term growth c orporation.
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1.2 Keys to Success

1. Seasoned management with over twenty years of business experience in Industrial
Distribution and Metalworking.
2. Foc used and well-defined long-range goals for longevity. Our plan has been developed
to allow flexibility and growth.
3. Strong project-management staffing with extensive prior Engineering experience,

providing clients with product and service support in an industrial setting.
4. Strong marketing goals with niche products and services; targeted services and
products delivered with unique marketing approaches.
5. Very low internal development costs at startup. Management is well-suited to oversee

and develop all projects described in this business plan, limiting pre-production
expenses by utilizing industry partnerships to lower the initial costs to bring its services
and products to market.
6. Previous base of high-quality external support vendors available to build on, with over
twenty years of industry contac ts to work with, in both the purchasing of quality
products, and also in the marketing of our own products.
7. Previous successful business plans and experience to draw from. Management's

previous business plan helped in c losing an SBA pac kage valued at $240,000 for the
ac quisition of C.N.C manufacturing equipment. Management will implement and perfect all
aspec ts of the business plan, expec ting that a great deal of its own c reativity, positive
attitude, and energy will be brought into all of the required projects.
1.3 Objectives
Our primary objectives are to:
1. Integrate our products and services into the desired marketplac es.
2. Utilize our technology products to gain market share.
3. Resell this technology and its required support services.
4. Provide our clients with high-quality products and services while maintaining high
profitability.
2.0 Company Summary

JTB Technologies is a holding company for the following three sub-corporations:
· JTB Industrial Sales Division (Sales and Distribution)

· JTB Products and Services Division (Engineering and Manufac turing)
· JTB Integrated Technologies (Marketing Technologies)
JTB Technologies, Inc. will be loc ated in Richfield, Louisiana. This loc ation is very close to the I-
Page 3
82 corridor, providing excellent ac cess to the Mississippi, Arkansas and Texas industrial
markets. JTB's management ac quired its roots in the industrial marketplac e while
managing RL&I Tool and Machine, Inc., a privately held corporation that operated in Missouri
for over twenty-five years.
Further experience was also ac quired while managing RL&I's industrial supply division of RL&I Tool
and Machine. In late 1999 the Missouri corporation was closed and the management shown in
this plan reloc ated here to Louisiana. Prior to leaving Missouri, Technical Marketing
Technologies LLC, a spin-off of the Missouri based corporation was established, and operates
as a sole proprietorship here in Louisiana. With our roots firmly planted in the Industrial
marketplac e, JTB will provide Industrial and Commercial Tools, Safety Products, and Engineered
Sales expertise.
The primary partners in this plan are responsible for all phases of business and product
development with spec ial emphasis on bringing the latest in c omputer design into the
business. With our roots firmly planted in the Industrial Products and services market JTB will
provide Industrial and Commercial Tools, Re-manufacturing Services and engineering expertise
ac quired over the last twenty-five years while working with the following business types:
1. Automotive - Automotive repair, and Auto body industry.

2. Automotive - Auto Makers, and their support industries.
3. Primary Metals - Machining Industry - Turbine, Valve, Specialty Manufac turers, and
Machining industries.
4. Sporting Goods Industry - Sporting Goods manufacturers, and Services industries.
5. Mining and Contrac tor Industry - Hole drilling and Utility service providers
In addition to providing these clients with industrial products, JTB's sub-divisions will also provide
technical expertise, engineering assistance and all types of outsourced industrial services.
JTB's services division will be utilized for these services in many cases.
2.1 Start-up Summary

Initial startup will consist of moving Technical Marketing Technologies, LLC from its present
loc ation into a nearby 3,500 sq. ft. commercial fac ility. 1,000 sq. ft. of sales office area, and
2,500 sq. ft. of production space with provisions for further expansion when needed.
Once this is done, Mr. Jeremy will re-establish all of his previous industrial business contac ts to
develop a well-rounded offering of products for immediate resale. This will include several catalog
offerings with over 50,000 products eac h. A stoc k list will also be compiled of the major items
to be offered adding more customer support value to the business.
In the production area, approximately $125,000 of mac hinery allowing the firm to produce its
products and services will be added. We will include both manually-operated and computer-
controlled equipment, depending on availability. At present, the mac hine tool market has an
excess of available equipment which is driving down the costs to purchase these items down
considerably.
During this time (within the initial 60 days of startup), several contrac t-based developers will
be added to begin develop of the internet based software, to later drive the inventory-sharing
and customer-interac tivity aspec ts of the business.
We anticipate that within 18 months, the business will be at a level to attrac t further
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investment, and will be able to buy out its initial investors.
To ac hieve our objectives, we are seeking $253,150 in loan financing, and an additional $455,000
of investment. These loan will be paid from the cash flow of the business, and will be secured by
the assets of the company, and bac ked by the charac ter, experience and personal guarantees
of the owners. Investors will receive dividends as outlined in the plans for eac h sub-corporation.
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Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $5,400
Stationery etc. $1,600
Brochures $11,500
Headhunter Fees (IT Div.) $2,000
Consultants $9,000
Insurance $2,250
Rent $2,250
Research and Development $18,000
Patent Process $18,000
Computers, Office Equipment, Software $18,700
Accounting System $3,500
Demo Models $1,200
Office Supplies $2,500
Total Start-up Expenses $95,900
Start-up Assets
Cash Required $496,250
Start-up Inventory $22,000
Other Current Assets $17,000
Long-term Assets $79,500
Total Assets $614,750
Total Requirements $710,650
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Table: Start-up Funding

Start-up Funding
Start-up Expenses to Fund $95,900
Start-up Assets to Fund $614,750
Total Funding Required $710,650
Assets
Non-cash Assets from Start-up $118,500
Cash Requirements from Start-up $496,250
Additional Cash Raised $0
Cash Balance on Starting Date $496,250
Total Assets $614,750
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $253,150
Accounts Payable (Outstanding Bills) $2,500
Other Current Liabilities (interest-free) $0
Total Liabilities $255,650
Capital
Planned Investment
Investment- Industrial Sales Div $0
Investment- Ind Products and Services Div $230,000
Investment- Integrated Tech Div $225,000
Additional Investment Requirement $0
Total Planned Investment $455,000
Loss at Start-up (Start-up Expenses) ($95,900)

Total Capital $359,100
Total Capital and Liabilities $614,750
Total Funding $710,650
2.2 Company Locations and Facilities

JTB will initially work from its Richfield, Louisiana loc ation, After year 5 of this plan, it may be
advantageous for JTB to open 3 additional marketing and support offices in the U.S to help
expand its services and product support. These offices can be situated as SOHO businesses
providing very low costs of operations for JTB, while still doing a proper job in supporting our
products.
If the right individuals are sough out, there also may be additional opportunity for them to sell
our services and build customer bases of their own allowing our manufacturing and distribution
divisions the ability to pursue these new clients as well.
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2.3 Company Ownership

JTB will be a privately held corporation co-owned by Rac hel L. Jeremy and her husband,
Mitchell R. Jeremy. Rac hel Jeremy has 10 years experience in production management, and
customer services ac quired while she worked with RL&I Tool and Machine, Inc where she was
also the Secretary for that corporation. Rac hel will also add a large percentage to the minority
owned shares, allowing the firm to participate in larger contrac ts requiring minority involvement.
Mitchell R. Jeremy owns and operates Technical Marketing Technologies LLC, a technology and
marketing consulting firm. Mr. Jeremy is an innovator with over 25 years of technical experience
in the Industrial market with an additional 15 years of integrating computers and other
technologies into the manufacturing and distribution of industrial products. Mr. Jeremy has a
proven trac k record of success in launching new business projects and directing operations for
a previous Missouri-based corporation as President of RL&I Tool and Machine, Inc.
A percentage of the stoc k and royalties from our products will be offered to the initial investors.
3.0 Products and Services

Over the last five years, Rac hel and Mitchell Jeremy have been foc using on customer relation
management issues pertaining spec ifically to how small- to medium-sized industrial distributors,
manufacturers, and service related industries interac t with their clients via the Internet. For
many years, we have also seen a niche in helping the above-mentioned businesses with their
product presentations, internal customer management, and external job costing.
One primary objective is to develop P.C.- based marketing and order proc essing systems, that
allow compatibility with our clients' existing ac counting systems. When c ompleted, their sales
and order proc essing will be available online, and function as it did internally without interruption.
In many cases, larger corporations are providing EDI services; with high end software and
servers in plac e, these businesses can easily extend larger clients Inventory, Order Trac king, and
Engineering Information. Our objective is to bring our version to market, making it possible for the
smaller corporations to participate in larger contrac t bids.
JTB Technologies is a holding company for the following three sub-corporations:
A. JTB Industrial Sales Division (Sales and Distribution)
Providing Industrial clients with spec ialty technical services:
· Specialty Engineering to reduce the clients production costs through new Tool
Applications.
· Reselling quality Industrial products to fulfill clients engineered production needs.
· Contrac t Bid services, and Contrac t Servicing.
B. JTB Products and Services Division (Engineering and Manufacturing)
· Manufac turing patented products from the JTB line of Automotive Tool products.
· JTB's - Max-Drill line of specialty hole producing cutting tools.
· JTB's - Max-Kut Commercial waterline hole cutting tools.
· JTB's - Maxi-Kut Insert style drill system for the Sports service Industry.
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· Providing reconditioning for the JTB Commercial hole cutter line.
· Providing reconditioning for the JTB drill system for the Sports service Industry.
C. JTB Integrated Technologies (Marketing Technologies)
· Developing Purchasing and Vendor management software.

· Supporting and Hosting of the JTB Server Software Applications.
· Web Portal Development, Industrial Web Site Development.
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3.1 Product and Service Description

JTB Industrial Sales Division (Sales and Distribution)
The Industrial Sales Division provides the corporation with the reseller status nec essary to
participate in regional distribution and products support of the industrial sales division's
intended product lines. As a distributor with experienced engineering skills, the industrial sales
division can also work closely with c ustomers, providing expertise in manufacturing and
outsourcing.
· Industrial and Commercial Tools and related products and services.

· Multiple catalog resale program of up to 300,000 products
· Safety products, Raw materials such as metals and hard metal products, and MRO
maintenance repair items
· Specialty made to print items: mac hined components, items requiring project management
and sub-contrac ted items.
JTB Products and Services Division (Engineering and Manufacturing)

The Products and Services Division provides the corporation with a stable base of our own
products, and further utilizes the equipment with a full array of services to bac k up our
product offering, and the products offered by the industrial sales division, as well.
· Manufac turing of patented products from the JTB line of Automotive Tool products.
· Manufac turing of patented JTB - Max-Drill commercial waterline hole cutting tools.
· Manufac turing of patented JTB - Max-Kut Insert style drill system for the Sports
service Industry.
· Providing reconditioning for the Max-Kut Commercial hole cutter line.
· Providing reconditioning for the Max-Kut drill system for the Sports service Industry.
· Providing reconditioning of industrial tools sold by JTB's Industrial Sales Division.
JTB Integrated Technologies (Marketing Technologies)
The Integrated Technologies Division will provide the corporation with profitable, internet-
based marketing media and spec ially-developed business- growth applications, to create a unique
customer service environment. All of the developed applications will be licensed for resale to
individual businesses, and web developers. The division will also develop specialty applications to
unite groups of businesses to provide larger clients with a strong systems- contrac t-style of
purchasing.
· Web Content
· Industra - Industrial and commercial website system.
· Industrial search engine technology.
· Industrial and Commercial Web development.
· Industrial and Commercial Hosting and Marketing support.
· Data management applications.
3.2 Competitive Comparison

We have a unique advantage in our combination of complimentary sub-corporations.
Management has ac quired a very unique skills set when it comes to its business perspective
and interests. The unique combination of I.T., Distribution, and Manufac turing provides for a
Page 10
unsurpassed test environment which gives the marketing department an almost instant feel for
which avenues of marketing work and how they are performing.
JTB's Industrial Sales Division will purchase goods and services for resale from many sources
throughout the U.S. Our distributor relationships with our suppliers will be a key fac tor in our
sales proc ess. Our many years of mac hining and engineering bac kground will lend credibility to
our sales proc ess. An order could be as simple as filling a customer requirement for a specified
manufacturer's EDP number, to getting faxes with requests to provide spec ialty tools for the
manufacturer, so they can complete their manufacturing proc ess.
JTB's internally manufactured products are developed to perform better than the competition.
Our products are developed with the goal of providing our clients a good, value-based
purchase that will help them be more profitable in their day-to-day operations. Our commitment
to high quality and consistency in our products and services is what sets us apart from others.
3.3 Fulfillment
In addition to direct reselling of products from affiliated manufacturers, our mix of nearly 300,000
industrial and safety products available through our catalog will allow us to compete against
the much larger catalog suppliers.
JTB Products and Services fulfillment proc ess includes developing our own product offering
combined with well-managed secondary services which c ompliment our products, and post-
sales services for the industrial sales division's clientele as well.
JTB's Integrated Technologies Division will fulfill its clients' needs by developing its own media
to support our Web-based products. This media will handle customer support and download
capabilities for clients to ac cess our products. Boxed CD versions of our products will be
available in our inventory, and shipped as needed. Further fulfillment comes when our staff, or an
outsourced engineer, travels to a client to make a hardware or software installation.
3.4 Technology
Computer-Controlled Equipment
With the proper mix of equipment, JTB can work as both a manufacturer and a service provider,
repairing its own products, and it's competitors products as well. Additionally, the equipment
gives the business an opportunity to sell itself at the production managers level, as well as at
the shop level, forging solid ties with production and engineering managers.
P.C.-based business applications
JTB will develop its own P.C.- based sales and marketing help systems for its employees to use
during the sales proc ess. Our applications will have extensions to our Internet sites to aid the
customer relations and sales proc ess. Our goal is to have extensive in-house Web development
capabilities via our Integrated Technologies Division. Additional plans include multiple industrial
portals for our advertising needs, and custom sales applications for licensing.
3-D Prototype Technology
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Our prototype service will be handled via the Internet. A client sends a CAD file to our secure
dedicated servers, we download the CAD file into the 3-D prototype equipment, and the
proc ess of developing a tangible prototype begins. This new technology ac tually builds a 3-
dimensional model of the customer's intended part; depending on the material, some components
are durable enough for field test-fitting. This type of technology will bring JTB much c loser to the
Aerospac e and Automotive industry. This proc ess can also help JTB develop additional products
for different markets.
3.5 Future Products and Services

JTB will do what comes naturally to us as we build our marketplac e. We will methodically seek
out additional products to match our customers requirements while working closely on
customer applications to provide our clients with a better overall result in their manufacturing
proc ess. Through carefull analysis and testing at our loc ation we will add target market
solutions new clients will benefit from.
In particular, we will add products to complement our own lines, and develop a sales strategy
around eac h product. The additional products and services will likely come from our distributor
partners as they will be hand picked for their strengths, allowing us to develop high- quality
product and service offerings. Our distributor partners can also produce additional private label
products for us to incorporate into our lines without adding additional equipment and internal
overhead.
Further development on this strategy will come from our engineering software applications; co-
developed by our Integrated Technologies Division, these applications will allow us to work with
application engineers to fine-tune products to maximize the products' life, yielding the best
possible results.
4.0 Market Analysis Summary

The national market for JTB consists of 314,555 potential clients in the following categories:
1. Aerospac e Industry - High Tech Manufacturers, and supporting sub-industries

2. Automotive - Automotive repair, and Auto body industry.
3. Automotive - Auto Makers, and their support industries.
4. Primary Metals - Machining Industry - Turbine, Valve, Specialty Manufac turers, and
Machining industries.
5. Sporting Industry - Sporting Goods manufacturers, and Services industries.
6. Mining and Contrac tor Industry - Hole drilling and Utility service providers
The Louisiana market consists of 4,553 potential clients in the same categories.
These industries represent our intended target market. Our sales goal is to integrate our
Industrial Products and Services into the above markets. Our sales approach is simple, utilizing
a well-trained, inside sales staff to approach new clients, and to respond to well-plac ed ads in
industrial publications. Our P.C.- based server applications will make it possible for these
businesses to interac t closely with JTB and its distributor partners.
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4.1 Market Segmentation

We have divided our potential customers into industry groupings. However, their needs are
quite similar:
· Our customers are seeking cost reduction in their daily operations. As JTB will function
as a distributor and a service provider, we can deliver custom specialty products
faster, with fair, competitive prices.
· All of the above markets are seeking longer product life, resulting in higher profitability.
Our overall experience in mac hining, grinding, and production management can provide our
clients with actual measurable results.
· All market segments purchase similar products and services, consolidating our internal
purchasing and marketing costs, maximizing long range profitability, while reducing
external costs as we gradually implement our order plac ement systems.
· All market segments can be serviced via existing modes of transportation (UPS, Fedex,
DHL).
Table: Market Analysis

Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Aerospace, High-Tech 3% 25,587 26,355 27,146 27,960 28,799 3.00%
Manufacturing
Automotive Repair and 9% 61,228 66,739 72,746 79,293 86,429 9.00%
Autobody
Automotive Makers and support 2% 4,000 4,080 4,162 4,245 4,330 2.00%
Primary Metals and Machining 7% 210,000 224,700 240,429 257,259 275,267 7.00%
Industry
Sporting Goods and related 7% 6,058 6,482 6,936 7,422 7,942 7.00%
services
Mining and Contractors 9% 3,149 3,149 3,149 3,149 3,149 0.00%
Total 6.97% 310,022 331,505 354,568 379,328 405,916 6.97%
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4.2 Target Market Segment Strategy

Our marketing strategy for eac h target market segment will vary slightly. We will foc us our direct
marketing efforts on the Aerospac e, Automotive, and Primary Metals and Machining industries,
introducing these clients to our products and services. In particular, our combination of over
300,000 c atalog items, and our industrial services, providing re-manufacturing and secondary
services, will allow us to sell ourselves in many different ways. Also, our base of sub-contrac t
service providers will allow us to offer many different programs via our distributorship.
4.2.1 Market Trends

Online use in our market has changed over the last five years. Business sites are gradually
bec oming more informational, where originally, businesses were impressed with a more graphical
presentation. What has driven this is the search engines, and how they analyze a site's
content for ranking. Additionally, trade magazine ads are now much more likely to contain a
business' Web address, further fortifying JTB's argument for better marketing solutions. As
buyers visit the larger manufacturers' sites, they bec ome spoiled by the advanced features of
the site; upon returning to the smaller business' site, they may be turned off by its less
advanced features. Our niche market is small- to mid-sized corporations. Larger firms like
Peoplesoftware, Profit2100, Dimasystems, and Net2soft have targeted larger clientele developing
very expensive software and netware pac kages starting at $10,000 and up.
Over the last five years, we have been working with a limited budget to ac quire as much
knowledge as possible about sc ript proc essing to drive user/owned, user/developed site
content management systems that incorporate many of the features found in higher-end
programs. JTB will bring these products to market for 1/10th of the cost, while earning additional
Page 14
revenues with paid support services.
4.2.2 Market Needs

JTB's market is serviced by many types of media, marketing, and business applications
development companies. Traditionally these developers dictate to the clients what it is exac tly
they can offer, or a potential client has seen a product they have produced that offers some
features they like. In JTB's case, all of our applications will utilize Web technologies to allow full
customization and personalization of our products to exac tly match the businesses marketing
theme. Our view is simple: the market is made up of businesses looking for work, businesses
wanting to sell or distribute products, and a large offering of Web-based sites bac ked by large
trade magazines. Ad rates for the industry are also very high, with most companies except the
very large relying on other avenues to develop new clients. Caught in the mix is a large group
of small- to mid-sized manufacturers using all types of low-end marketing.
JTB's management has been working in this marketplac e for the last 5 years, collecting
information, and talking to businesses about their needs. As I was, most businesses are unhappy
with the Web development aspec ts of marketing, and many of the businesses in this group
have not had great success with attrac ting additional business via their sites. Sites tend to
stagnate and are not utilized effectively by the businesses as they are at the mercy of the
site developers demanding fees for continual changes. In most cases the developers do nothing
in the way of marketing the sites, and I have seen in some cases, sites are not even
registered with the search engines.
JTB will develop interac tive, Web-based products to replac e older technology sites, or work
with their existing site. As intended, we will develop our P.C.- based sales and marketing
products, to work interac tively with the businesses' sites, providing real-time inventory and
other customer-demanded interac tivity.
4.3 Service Business Analysis

JTB products and services are foc used on some rather unique markets. As such, these markets
are supported by niche products and services providers all over the U.S.
Industry by count:
· Auto Body clients available: 62,361

· Commercial utilities and drilling services available: 3,200
· Sporting Good Service Centers: 6,164
· Metalworking and Manufac turing: 238,764
The above client numbers are based on data available from Hugo Dunhill Mailing Lists, Inc., our
preferred database provider. Larger firms like Peoplesoftware, Profit2100, Dimasystems, and
Net2soft have developed very expensive software and netware pac kages starting at $10,000 -
$50,000 and up. Our cost analysis has shown that there are many cost competitive options
available for businesses to choose from, in many cases they are simply unaware they are
available. As a service business that will utilize our own products, we can market and demo our
products simultaneously, further reducing our costs per solicitation.
JTB's integrated technologies services business consists of developing customized business

Page 15
growth and customer services solutions. As our clients will be throughout the U.S, most if not
all of our work will be done online, via the Internet. JTB will offer distributed software products
from well known names in the Ac counting, CAD, Engineering, and Shop management software
fields, along with our own software titles as well. Our support services will help our clients
implement their installations.
As our niche market is small to mid-sized corporations, these potential clients can benefit from
our industrial sales division's distributed products. Once the potential client bec omes an
established client of any JTB division, eac h c an be reviewed by the internal staff for further
potential. JTB's product and services division will compete for market share with a high-quality
offering of products and services that foc us on providing the customer with longer operation life,
and select product lines tailored to eac h c ustomers specific needs.
4.3.1 Distributing a Service

JTB's integrated technologies division will distribute our services online. As mentioned in the
fulfillment section 3.3, there are also plans for 3 additional satellite offices to further the
growth of our business.
4.3.2 Competition and Buying Patterns

Automotive clients: These clients are made up of individual auto repair businesses. They
purchase supplies via loc al suppliers and catalogs. Our products for this market are specialized
time savers, and will be marketed as such. Also, our industrial sales division can sell to these
clients via catalogs and through our online sales proc ess. Competition in this marketplac e is
well developed as loc al suppliers providing standard products, our unique lines will be directly
marketed to the shops, along with information about our industrial supply services.
Commercial Utilities and Drilling clients: These clients are made up of individual commercial
service providers and contrac tors providing hole drilling services. Our proc ess for re-
manufacturing / re-building their drilling units will better the OEM's efforts to make and sell a
quality tool. The base cost index for these tools is very high, typically in excess of $2675 per
unit. These clients generally pay a minimum of 50% for a rebuild. Competition in this
marketplac e is developed as commercial plumbing supply houses; typically, the client is on their
own in terms of technical help. Our unique cost saving rebuild proc ess will be directly marketed
to them, also our industrial sales division can service these clients as well.
Sporting Good Service Centers: These clients are made up of bowling suppliers. Our
patented products will out-perform any available products, and create a large re-conditioning
market for JTB, as our patented products can only be reproduced by us. Competition in this
marketplac e is not very strong, as no one has developed a product for this proc ess, nor has
there been any standardization for this proc ess. Our Max-Drill product line re-defines the proc ess
giving the shops a plac e for technical help, good service, and a product that provides ease of
use, and a very cost-effective proc ess.
Metalworking and Manufacturing: These clients are made up of Machine shops, Aerospac e
Manufac turers, and other specialty manufacturers requiring industrial products and services.
Our services department will add value and services to JTB's industrial sales division, as it can
utilize the services division's equipment to provide its clients with c ustom solutions. Competition
is strong, as these clients work with both loc al suppliers, and catalog companies. As JTB has a
Page 16
very marketable mix of industrial sales, and industrial services, this will provide the added edge
to ac quire clients.
4.3.3 Main Competitors

JTB Technologies, Inc., as a whole, is a holding corporation, rather than a single competing
entity in one marketplac e. Foreseeing the need for a variety of goals to fulfill a more rounded
offering of services, our sub-divisions do have competition both loc ally, and nationally.
Locally, we will be up against well-established industrial distributorships providing many

products and services to the loc al customer base. These competitors are forced to outsource
most of their services. Our business concept will be much more beneficial, cost effective, and
expeditious for our clients.
The loc al distributorships in size compare to our Third, Fourth and Fifth year projections in
terms of their size. There are also mega catalog distributorships with sales up to 50 Million
annually.
5.0 Strategy and Implementation Summary

Our strategy and implementation will be a very straightforward approach to extending our
products and services to potential clients via every cost-effective approach possible. Our
combined services offering is very unique, and allows for more profitability while staying ahead of
other industrial distributors and services providers in terms of delivery and competitive
pricing. The combination of our distributorship's solid inventory, and the ability of the service
area to provide re-conditioning and spec ial services to industrial products quickly, allows for
faster shipments with fewer logistical problems. For our customers, this means lower costs.
Presently, the loc al industrial suppliers and service providers do not really provide an effective
combination of supplying a cost-effective service strategy that yields the customer any real
savings. The loc al distributors must also rely heavily on outsourcing for many of their
services, which drives up the shipping costs to the customer dramatically.
This business plan allows for low-cost implementation of Internet-based customer ac cess, as
well as direct marketing where needed. The plan also foc uses on the needs of our clients,
working within particular parameters that permits the business to respond to small and large
clients equally efficiently.
5.1 Value Proposition

JTB's value proposition is very simple: providing quality and service that meets the customers'
requirements. Our value proposition happens naturally within the JTB divisions; whenever
possible, we attempt to utilize our own in-house skills to meet our customers needs.
When ac complished in-house, the value turns into a quality product or service for a reduced
overall cost to the customer. Simpler logistics means faster overall services at a reduced cost.
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5.2 Competitive Edge

JTB's combined competitive edge is an overall approach to marketing our goods and services
to many different industries. Our unique approach of developing our own branded sales and
marketing applications will strengthen our ties to our manufacturing partners and direct clients.
As computer networking is a strong area for me personally, I see the benefits to businesses
that have solid, network-based sales and marketing tools in plac e. Overall, our goal is to utilize
our own applications and developed credibility to share our inventory and other services. When
completed, JTB will be able to offer much larger clients an extremely large variety of products
and services. When presented to these clients in the form of a Web-based purchasing system, it
will offer easy integration into their purchasing needs at little or no cost to them, ac cessible 24
hours a day, 7 days a week.
All of the JTB divisions will benefit from the marketing, strategic ad plac ement and direct
marketing products offered by eac h of the JTB divisions.
5.3 Marketing Strategy

Key Goals to our marketing plans are as follows:
1. Develop a high-profile sales environment, to bring our products to new and existing
clients.
2. Develop new ways to market our products to potential clients via our branded
applications and credibility.
3. Develop manufacturing partnerships utilizing our Web-based applications.
4. Develop and maintain a high-quality customer service and follow-up program for all of
the JTB divisions.
5. Develop and utilize an ongoing automated marketing system to contac t potential clients.
6. Carefully target marketing expenditures to maximize returns on the campaigns.
5.3.1 Pricing Strategy

The industrial sales division will index its pricing against the well-known industrial product
catalogs as a benchmark for pricing references. While it is true that these giant catalog
companies enjoy better distributor disc ounts when they make their purchasing arrangements
with suppliers, it's also possible to use their printed prices as a benchmark for our clients to make
comparisons with, when they purchase from us. Unless the item is a complete spec ial, or a
special standard, it may be found in a catalog somewhere providing us with a good reference
index to work from while calculating our disc ounts on list prices.
In general, it is usually fairly easy to compete in both the catalog business and the industrial
sales business in terms of percentages, but we will not structure our pricing to give the house
away. What will set us apart is the services offering following the sale. We will generate
additional revenues by servicing the distributed products, thus another sales point to be made as
well. "Not only can we sell you the new products you need, we can service them in-house as
well."
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5.3.2 Promotion Strategy

JTB Industrial Sales will promote sales and specials via the Internet, faxing, mailed sales
literature, and printed media sent to the customers with our boxed shipments. Our integrated
marketing systems will e-mail buyers about current promotions. Our system will also match these
promotions with our clients' previous purchases customizing our promotions for returning
purchasers. Our other divisions' customer databases will be ac cessible by the industrial sales
division's staff as well, allowing further solicitations into new markets and clients. With tailored
promotions, we hope to gain a large promotion-based clientele, that hopefully yields many return
customers to further develop our long-term return c ustomer base.
All of our media marketing products and custom-developed applications can be offered on a
trial and demonstration arrangement. Promotional strategy will include a 100% performance
guaranty with a money-bac k offer. Part of our strategy is to develop the products in such a way
that modules can be added when the client would like additional features. All of our products
will have a help and support area with 24 hour ac cess. This will also allow a no-cost, Web-based
demonstration and product marketing environment.
5.3.3 Distribution Strategy

JTB will implement a distribution system developed by our Integrated Technologies
Division, which provides the nec essary real-time ability to share our inventory online with other
suppliers and customers. With the real-time capabilities mixed into our Web-based
applications, we will be able to work very closely with our manufacturing partners to fill orders,
receive orders, and proc ess requests for a quote. With the ability to extend ourselves with these
customized applications, we can ac tually develop partnerships with any vendor who wants to
share their inventory.
With order fulfillment as the major priority behind developing this system, we will work to
integrate our clients needs with our abilities, and the abilities of our distributor partners to
fulfill our clients' requirements.
5.3.4 Marketing Programs

1. Internet based industrial website banner Ads. As we develop our industrial Internet
marketplac es, we will plac e ads into our sites and many other industrial products' sites as
well.
2. Promotional, e-mail-based product e-flyers. As we collect users at our sites, we will
build a sales proc ess of delivering e-mail-based promotions to our visitors, highlighting our
products and services.
3. Catalog supplemental flyer programs delivered with all shipments. Our shipping department
will include inventory specials with all boxed shipments to our clients, saving much of
the mailing costs.
4. Fax-based spec ial promotions. When allowed, we hope to target purchasing agents and
buyers with our spec ials. In all cases and methods of delivery, we can build a promotional
special to target our clients' purchasing history.
5. Direct telephone solicitation while taking orders. Our sales staff will close all order calls
with a quick overview of our sales specials.
Page 19
5.3.5 Positioning Statement

Our positioning strategy combines our individual divisions' strengths, directly marketing eac h
division's capabilities in an overall fashion to our intended clientele. Further development on
this will be implemented through cross marketing our services to established divisional clients.
Our integrated technologies will plac e our business directly into the individual marketplac es,
allowing for direct ac cess when potential clients are seeking products and services.
Additionally, our catalog program will also keep the business in direct competition with the
larger catalog businesses; our highly-respec ted products and services will generate a large
long-term customer base.
5.4 Strategic Alliances

JTB will develop and implement many strategic alliances to build its product and services offering.
Alliances to manufacture our higher volume products will aid in keeping our internal costs in
chec k, while allowing unlimited growth potential by utilizing our distributor partners production
capabilities. Further development will include purchasing on a contrac tual basis, to help loc k in
pricing on our product offering. Our distributor partners will allow us to offer additional products
and services that we could not otherwise offer, also reducing our investments in additional
personnel and equipment while maximizing profits.
JTB's Integrated Technologies division will develop long-term relationships with many media
developers, to provide our clients with a broad offering of products and services. Our
developer partners and technology suppliers will be hand-picked for their products and
capabilities. Our main goal while developing our strategic alliances is to select the best possible
providers we can loc ate. When developed, JTB will utilize our business development
applications to network with our clients, and distributor partners to create a unique collaborative
environment capable of providing the needed input to fulfill and complete our media projects.
5.5 Sales Strategy

JTB's Industrial Sales Divisions strategy is summed up in three words: Marketing, Engineering,
and Sales. Our unique marketing environments will allow established and potential customers
cost-free ac cess to our products and services via Phone, Fax, EDI, and the Internet.
Customers can ac cess their ac counts via the Internet to review purchases, request quotes,
and plac e orders. Pre-sales engineering will be available when consultation is needed. JTB will
develop online databases about the products we represent; the same database will be
available to our staff when conversing with c lients about projects. CAD and other engineering
software will work out potential issues on spec ialty projects prior to ordering. After the pre-
sale proc ess is complete, the staff will generate a formal quote to be sent to the client in the
format they prefer.
The most prominent components of our sales proc ess are ease of use and a knowledgeable
staff to promptly fulfill orders. Having purchased from all types of businesses, including cutting
Page 20
tool manufacturers, industrial distributors, and industrial catalog houses, JTB will blend the best
features from our purchasing experiences into a comfortable, customer-oriented purchasing
environment.
Page 21
5.5.1 Sales Forecast

JTB's Industrial Sales Division's forecast highlights the key products to be initially offered.
Remaining flexible, management will be seeking additional avenues of business to develop, adding
further sales capability. We feel strongly about developing a very good loc al customer base,
allowing quick growth and establishment of cash flow. Additionally, we anticipate better
margins as we bec ome established as direct distributors for many of the lines we would initially
offer from catalogs, and through out-of-state purchases from other distributors.
Our sales forecast has an average margin of 36%. As an established direct or stoc king distributor
we previously had disc ount arrangements of up to 68% off list pricing these changes would
result in an additional 15 - 30% reduction in our direct costs of goods picture.
JTB's Products and Services Division: Many of the services provided are billable hourly at
nearly $60.00 per hour for service work. In c omparison, some products manufactured internally
will need to be at a lower shop rate to provide for more competitive pricing to break into the
different markets. We will work to have many of the patented products manufactured
externally, allowing our equipment to be utilized on more profitable work. Contingencies need to
be in plac e to bac kup all products and services offered in the event of personnel issues, or
equipment failure. These fac tors all affect the break even analysis as well. If we were
producing only one or several product lines you could show controlled costs vs products
manufactured. This plan however provides additional and substantially more profitable services to
all of the clients utilizing our products and services. The services are both fixed price list
services, and billable hourly for special work.
With potential clients and distributor partners numbering near 330,000, the sales forecast for
JTB's Integrated Technologies Division looks strong. As we are developing our own products
and services for resale, and in the form of renewable subsc ribed services there is a substantial
amount of market available. With the average business spending approximately $3,000 or more
annually, this quickly bec omes a $990 Million marketplac e.
Our sales forecast table uses the following assumptions:
1. Metal Tools average growth rate of sales 29.5% annually.

2. Commercial, Contrac tor, Utilities average growth rate of sales 25% annually.
3. Safety Products average growth rate of sales 66% annually.
4. Work Holding Products average growth rate of sales 49.3% annually.
5. Precision Measuring Products average growth rate of sales 49.3% annually.
6. Catalog Industrial Products average growth rate of sales 34.3% annually.
7. Specialty Purchased Components average growth rate of sales 66.7%
8. Tool related Services average growth rate of sales 34.5% Annually.
9. Industry Analysis Compound Annual Growth Rate of 7.02%.
The sales growth is affected by numerous fac tors including:
1. JTB's ability to quickly develop its internal sales staff.

2. JTB's ability to rapidly redevelop management's previous industry-relations channels.
3. The development of the JTB Products and Services Division's services.
4. The development of JTB's Business Development Division's marketing products.
Page 22
Table: Sales Forecast

Sales Forecast
Sales
Industrial Sales Division $206,525 $347,300 $433,420 $542,963 $674,518
Products and Services Div $354,705 $461,550 $601,569 $729,944 $902,842
Integrated Technologies Div $23,204 $199,948 $268,330 $331,797 $443,411
Total Sales $584,434 $1,008,798 $1,303,319 $1,604,704 $2,020,771
Direct Cost of Sales Year 1 Year 2 Year 3 Year 4 Year 5

Industrial Sales Division $128,259 $212,185 $263,461 $315,420 $407,383
Products and Services Div $199,051 $229,974 $279,739 $342,839 $419,700
Integrated Technologies Div $8,448 $35,795 $55,219 $66,051 $90,527
Subtotal Direct Cost of Sales $335,758 $477,954 $598,419 $724,310 $917,610
Page 23
5.6 Milestones
Secure Leasing, Banking, and Attorney Arrangements - Long term arrangements to secure
the equipment financing, banking relations, and general and patent attorney needs.
Setup JTB's Industrial Services Location - Prepare working area for incoming equipment,
wiring, shipping and receiving areas, networked ac counting systems, and develop a work flow
methodology for the entire shop.
Complete the equipment selections and installation - Equipment will be selected from
various mac hine tool dealers throughout the U.S. These mac hine tools will be inspec ted closely
for quality, selecting the best possible pieces while working within our budget.
Contractor selection for outsourced manufacturing - Competing contrac t manufacturers

will be providing sample parts and quotations for our products. In particular, contrac tors will be
quoting on the Automotive and Sporting Goods lines, as they have the highest potential
volume and will require substantially more manufacturing capacity than we will have available.
Contracted Application Developer selection - JTB will contrac t for a long-term relationship
partner seeking a progressive, well-established multi-talented individual to create the desired P.
C.- based business applications we plan to develop as part of our product offering. This individual
will work closely with management in a hands- on fashion to custom-develop the base code
needed for our application.
Re-establishment of Business Contacts - Our sales manager will personally work to re-
establish all of his previous business relationships in the industry, working to build both c lient and
vendor relationships.
JTB Service associate selection and training - Service Associates will be from a production
Page 24
bac kground, familiar with manufacturing and general mac hining; training will be ongoing for at
least 1 year. Management will work with these individuals on a one- on-one basis to ac complish
this, and minimize training costs while still completing orders as needed.
Selection of Sales Associates - JTB's Industrial Sales division will be seeking bright, sales-
oriented individuals to fulfill our internal needs for customer support, sales and marketing
initiatives, and long-term goals.
Begin Catalog Program - Initially, we will order 250 sets of custom catalogs. We anticipate
developing up to 1,200 c atalog clients during the 4 years projected in the plan, with 300,000
to 400,000 industrial items available for resale.
Applications development begins - JTB application developer will begin development of our
sales, marketing and engineering applications for integration with the corporations' websites,
as an aid for staff members to manage customer requests, engineering help, and exporting
sales and engineering information about our products and services offering. When c ompleted,
these P.C.- based tools will interac t with our Internet-based sites, and will bec ome part of our
applications offering of customer support products.
JTB Industrial Services Marketing Campaign - Our marketing campaign will initially target
the loc al market with an initial letter to the key personnel within the target businesses. This
introduction will be a combination letter marketing the JTB Industrial Sales Division as well;
alternately, the Industrial Sales Divisions sales personnel will be following up on these ac counts.
Marketing Sites are established - JTB will develop and manage multiple marketing sites
dedicated to target market JTB's entire line of industrial products and services. These sites will
also generate revenue with additional product marketing from our channel partners.
Revenue Sites are established - JTB will develop and manage multiple industry specific sites
dedicated to matching buyers with suppliers. These sites will be a pay-per-ad situation,
allowing businesses to highlight their products and services. The JTB media groups logo will
allow visitors to ac cess our product and service sites. In some cases, JTB will be a vendor in
these sites as well.
Distributorship Partnership Development Begins - JTB will implement its distributor

partnership program to expand its client base throughout the U.S. Utilizing our custom-developed
networking applications, we will be able to share inventory and ac cess other partners'
inventory and services as well.
Page 25
Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department

Secure Leasing and Banking 2/1/2005 2/15/2005 $1,500 M.Jeremy Management
Arrangements
Set up JTB's operating facility 2/1/2005 3/1/2005 $6,500 M.Jeremy Management
Equipment selections and 2/1/2005 6/15/2005 $125,000 M.Jeremy P&S Div
installation
Outsourced manufacturers 2/15/2005 3/15/2005 $3,500 M.Jeremy P&S Div
selections
Hire application developers 2/15/2005 3/15/2005 $3,500 M.Jeremy IT Div
Selection of Sales Associates 2/15/2005 3/1/2006 $2,000 M.Jeremy IS Div
Begin industrial services 3/1/2005 1/30/2006 $3,500 R.Jeremy P&S Div
marketing campaign
Re-establishment of business 3/1/2005 3/1/2006 $2,500 M.Jeremy IS Division
sources
Selection of Service Associates 3/10/2005 10/1/2005 $15,000 R.Jeremy P&S Div
Revenue sites are established 4/14/2005 12/15/2006 $9,000 M.Jeremy IT Div
Begin Applications Development 4/15/2005 8/15/2005 $12,000 M.Jeremy IT Div
Marketing sites are established 4/15/2005 9/15/2005 $7,500 M.Jeremy IT Div
Begin Sales and Catalog 4/15/2005 12/15/2006 $4,500 M.Jeremy IS Division
Campaign
Distributor Partnerships 6/1/2005 5/30/2007 $5,000 M.Jeremy IT Div
development begins
Totals $201,000
6.0 Web Plan Summary

JTB's Web-based marketing plan is essentially the same for all of the JTB divisions, with the
exception of how eac h division targets its clients. As JTB will be able to add its services
Page 26
offering into the marketplac es to be developed, we will get day-to-day information and feedback
from the various paid ads we plac e in industrial trade magazines, and with other websites as
well. The Web plan is to link our products and services with as many affiliate sites as possible.
When established, these marketplac es and affiliate sites will serve as a very cost-effective
marketing tool for all of the JTB divisions, again keeping in mind that eac h division's approach
to this will be tailored towards its intended potential clients. Each division will have dedicated
websites operating under the JTB logo. With a trac k record available at all times via our
servers, we can easily show others seeking a better marketing system, order proc essing, Web-
based marketing, or special applications that JTB products perform as intended, providing
affordable long term growth results for our clients.
6.1 Website Marketing Strategy

JTB will develop and manage as many industrial marketplac es as possible, seeking out niche
marketing that drives customers to our industrial products and services sites. Also JTB will embed
itself into many other sites utilizing search engine technology, affiliate marketing programs, and
paid banner ads.
As JTB will develop all of its sites and Internet based applications, this will be done at a
considerably lower overall cost that our competitors would spend to develop the same type of
Web-based applications.
Page 27
7.0 Management Summary

President and Sales Manager
Mitchell R. Jeremy
Mr. Jeremy will work with the managers and staff of the industrial sales division to train staff,
and ac t as the project manager on bigger projects requiring an engineered sales bac kground.
Additionally, Mitchell will train the staff on the technical aspec ts of the products, and the use
of the corporate intranet to further train the sales staff. Mr Jeremy will develop all of the
internal and external sales and marketing programs to train and orientate staff and customers
with our products and services. New products and programs will be added in layers as they are
developed.
Intranet: Mitchell Jeremy will continually develop our company intranet as new products and
services are added. Staff will be able to quickly search for items in our inventory, or in our
network of distributor partners, our catalog offering will be indexed in the intranet as well. One
key training goal for our staff is to make the associates self-sufficient as quickly as possible on
our base inventory. Working from standardized product lists and promotions containing many of
our base products will expedite the training proc ess.
Additionally, he will be solely responsible for the development, testing, creation, and patenting all
of the JTB tool products and services to be offered by the products and services division.
Vice President, Production Manager and Secretary

Rachel L. Jeremy
During year one of the plan, Rac hel will ac t as the Service Team Manager. She will oversee order
proc essing, sc heduling of outsourced orders, and ac t as the general business manager in Mr
Jeremy's absence. After year one, the service team members and service team manager will be
fully trained to handle the day-to-day workload in their area. Rac hel will then continue to
maintain the ongoing day-to-day work schedule, trac k time and billing issues, and remain in c lose
contac t with the clients to ensure that JTB is meeting its required deliveries and all that is
required by the customer.
7.1 Middle Management Team

Sales Team Leader
Sales Team Leaders will work in both a sales and marketing role, providing customer support
while
continually training to market new products and services.
Customer Support Associate/Manager
The customer support assoc iate/manager will work in all areas of sales, marketing and
customer support, providing customer support while continually training to market new products.
Service Team Manager
This manager will keep trac k of all services offered and products supported, train service
Page 28
personnel, and be responsible for maintaining a quick response time to customer service needs
and inquiries.
7.2 Personnel Plan

Sales Associates
Sales Assoc iates will work in both a sales role, providing customer support while continually
training to support new products and services offered.
Shipping and Receiving
Responsible for shipping, inventory, and receiving incoming goods. Packing orders for shipment,
and misc ellaneous jobs throughout the business.
Customer Support Associate/Manager
The customer support assoc iate/manager will work in all areas of sales, marketing and
customer support, providing customer support while continually training to market new products.
Customer Support Associate
The customer support assoc iate will be available to cover the operating hours of the office when
the manager is unavailable. This role will foc us more on developing new clients while also
providing customer support when needed.
Sales and Marketing Associate (Shared)
The Sales and Marketing Assoc iate will work in a sales role, new customer development and
follow up marketing.
Three Developer Positions:
Application Developer
2nd, Part-time App Developer/QA Tester
Web Developer
These employees are foc used spec ifically on developing our products. These
developers will also create updates and provide any additional custom work when needed.
Service Team Manager
The service team manager is a working manager position requiring complete knowledge of all
the manufacturing proc esses. This position will answer directly to the Operations Manager.
Service Team Member
TBA. Service Associates will perform the manual labor required in the service and production
department.
Page 29
Table: Personnel
Personnel Plan
Production Personnel
Shipping and Receiving $9,600 $9,600 $14,400 $18,800 $22,500
Application Developer $48,000 $50,000 $50,000 $50,000 $50,000
Part-time App Dev/QA $10,800 $14,000 $14,000 $14,000 $14,000
Web Developer $36,000 $10,800 $10,800 $10,800 $10,800
Service Team Manager $35,200 $24,000 $28,000 $29,500 $31,500
Service Team Member $8,800 $21,000 $23,000 $25,000 $28,000
Subtotal $148,400 $129,400 $140,200 $148,100 $156,800
Sales and Marketing Personnel

Sales Team Leader $30,000 $30,000 $31,000 $31,000 $31,000
Sales Associate $9,000 $14,000 $16,500 $19,000 $22,500
Customer Support Manager $7,800 $33,000 $34,000 $34,000 $34,000
Customer Support Associate $3,600 $14,000 $16,000 $18,000 $20,000
Sales and Marketing Assoc (shared) $4,450 $7,000 $21,000 $27,000 $31,000
Subtotal $54,850 $98,000 $118,500 $129,000 $138,500
General and Administrative Personnel

Vice President, Production Manager and Secretary $43,200 $43,500 $44,000 $45,000 $45,000
President/Sales Manager $15,800 $19,000 $20,000 $22,000 $24,000
Subtotal $59,000 $62,500 $64,000 $67,000 $69,000
Other Personnel
Name or Title $0 $0 $0 $0 $0
Name or Title $0 $0 $0 $0 $0
Name or Title $0 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $0
Total People 13 13 13 13 13
Total Payroll $262,250 $289,900 $322,700 $344,100 $364,300
Page 30
8.0 Financial Plan

J-Tech's financial plan is based on raising $445,000 (USD) by way of private equity
to develop JTB Technologies, Inc. Additionally, the plan calls for $253,150 (USD) for
equipment; these funds will be obtained via a long-term loan. Each division's requirements are
shown below:
1. To develop the Industrial Sales Division of the corporation, JTB's financial plan is
based on receiving $181,000 (USD) in long-term loans. To maintain Gross Margins of
36% or better, the Industrial Sales Division will also help develop and create Internet-
based industrial sales applications and portals in c onjunction with our Integrated
Technologies Division.
2. To develop the Products and Services Division of the corporation, JTB's financial plan
is based on raising $230,000 (USD) by way of private equity to set up the products and
services division of the corporation. An additional $45,000 for equipment will be
obtained as a long-term loan. These operational costs are shown in the operating
statements projected in this plan. Management expec ts to ac hieve a small but stable
net profit on sales in just over two years.
3. To develop the Integrated Technologies Division of the corporation, JTB's financial

plan is based on raising $225,000 (USD) by way of private equity and $27,150 in long-
term loans. To maintain Gross Margins of 36% or better, the business development
technologies division will develop, market and support P.C.- based industrial sales
applications, and marketing portals.These products or business modules will be
developed in c onjunction with our industrial sales and industrial products' divisions
input, using our other divisions as a model and test bed. Our unique customer applications
will help to speed the quotation and purchasing proc ess of the 300,000
industrial products offered in our industrial division's catalogs.
The consolidated financial plan combines all divisional operating costs, including personnel,
equipment, loc ation costs, depreciation etc. For ac curac y and organizational reasons, we
have developed three related sub-plans, as eac h provides exac t details of eac h sub-division
goals and position within the corporation. JTB Technologies, Inc. will behave more like a holding
company. For this overall plan, the industry profile selected for comparison purposes was an
automotive parts and supplies manufacturer, since our combined companies are very similar to
this in terms of developing, manufacturing, servicing, and marketing tangible mac hinery
products for end-users. After year five of the plan, management hopes to develop or purchase
other divisions.
By the end of FY 2 of this plan, JTB will have developed sales revenue of $1,008,798 (USD) with
a Gross Margin on sales of 39.35%. By the end of FY 3 of this plan JTB will have developed
sales growth of 29% over year one, and sales of $1,303,319 (USD), while the Gross Margin on
sales has increased as the corporation improves on overall performance.
The exit for this plan has been left open; this can be disc ussed in detail after the plans' review. I
would provide a full recalculated version based on the investors' requirements. Further disc ussion
on the patented products' ac tual values, and expec ted percentages of the investors'
ownership are left open as well.
Page 31
8.1 Important Assumptions

As this main plan is comprised of 3 sub-plans providing details of eac h business segment for more
ac curate projections, the main plan is used to show the overall development and growth of the
business. The key fac tor in the assumptions is the ability of the business to be developed in its
entirety in one loc ation. This greatly reduces operating costs, and provides a more flexible
staff situation for cross-training and other issues. We suggest that eac h plan is reviewed, as
eac h is quite different.
All Profit and Loss tables in this main plan include the numbers from the sub-plans, and take
into consideration all of the operating expenses.
Key assumptions around which we have developed this plan are as follows:
1. Current business, banking, and economic trends continue to be stable.

2. Customer buying trends and orders remain strong.
3. Overhead and other external operating cost grow as projected.
4. External outsourced costs grow as anticipated.
5. Internet buying trends continue to grow in the industrial sector.
The General Assumptions table below is utilized by the business plan to perform calculations on
the expec ted conditions in the business plan. These fac tors also play heavily into the business'
long-term plan, assuming the business can be developed in its entirety in one loc ation. This
greatly reduces operating costs, and provides a more flexible staff situation for cross- training
and other issues.
Upon reviewing the plan, you may have noticed management has mentioned expansion through
use of its online marketing system via numerous channel partners throughout the U.S. The
possible revenues from this have not been added into any projections. Management's position on
the plan's assumptions is that we can make better long-term arrangements, which should
better the projected cash position shown.
Table: General Assumptions

General Assumptions
Plan Month 1 2 3 4 5
Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00%
Tax Rate 0.00% 30.00% 0.00% 30.00% 0.00%
Other 0 0 0 0 0
8.1.1 Assumptions Notation

Additional comments regarding the business plan assumptions, Break-even analysis, and the
Projected Profit and Loss and our intended ac counting system implementation: Management
has selected a high-quality, networked ac counting system with c apabilities of having multiple
businesses running while still offering full consolidation of the business for ac counting purposes.
This system is complete with project management capabilities and budgeting; as such,
Page 32
management will implement a budgeted approach for the projects while adjusting costs in JTB's
favor wherever possible.
All Profit and Loss tables in this plan include all of the projections from JTB's three divisions. We
suggest that eac h plan is reviewed, as eac h is quite different.
8.2 Key Financial Indicators

As this plan includes three sub-divisions, the corporations overall financial health is comfortably
averaged out between the three divisions during the first two years of business.
The key financial indicators include:
1. Sales growth in this plan does extremely well, as the business offers a broad range of
products and services. Growth of approximately 37% per year can also be attributed to
the unique marketing products that we will develop and use in our marketing proc ess to
reac h c ustomers all over the U.S.
2. Gross Margins in this plan average 38% annually, and are attributed to our products
and services selections and how they apply to their individual markets. Our intranet-
based inside sales and marketing products provide our sales staff with the ability to
calculate the margins per order plac ed while proc essing orders. Product and Vendor
selections play a key role in profitability as well.
3. Operating Expenses in this plan remain stable as the projected personnel plan, and
operating expenses are essentially fixed during the first five years of the plan.
4. Inventory Turnover in the business plan shows good control over the planned
inventory, and short and JIT ordering is not a problem. In many cases, we will
implement vendor drop shipments, further lessening the need for additional inventory.
Some inventory lag could oc cur if a client wants inventory on hand for special
products; we would then be required to stoc k these products.
5. Collection Days are set to average 45 days. One key goal will be for the business to
target financially healthy businesses. We also anticipate a very large market of small
order purchases plac ed with c redit card or e-chec k via the internet.
Page 33
Page 34
8.3 Break-even Analysis

As a start-up, JTB's break-even analysis is difficult to project, as our industrial products are
mixed with product development lead times, and the initial time to market. The major fac tor in
our break-even point is the long lead-time for JTB's software development. We expec t to reac h
break-even for the entire corporation early in the second year.
The initial goal is to bring the hard products to market within 60 days from startup along with the
addition of numerous well-ac cepted industrial products for resale. What will set JTB apart from
the other industrial entities is its ability for flexibility, expansion, and its individual divisions with
key individuals all under one roof targeting eac h market segment JTB will pursue.
With this in mind, the goal is to build a solid base for the corporation with our primary products
and services while continuing the development phase of our distribution software.
Table: Break-even Analysis

Break-even Analysis
Monthly Revenue Break-even $49,492
Assumptions:
Average Percent Variable Cost 57%
Estimated Monthly Fixed Cost $21,059
Page 35
8.4 Projected Profit and Loss

Please be sure to read note 8.1.1 in the Important Assumptions, section 8.1 regarding our
Ac counting system and methodology.
The Projected Profit and Loss table takes into consideration all of the basic operating costs for
the entire corporation and all of its divisions. The P&L in this business plan also includes a full
depreciation sc hedule while remaining profitable. When management produced the table, we
would have preferred to project a softer startup with more of a gradual expense growth as we
added equipment and services.
Management's goal is to work with a leasing company that will provide a construction type loan/
lease situation allowing us time to hand-select the best possible equipment while minimizing the
cash outlay during this proc ess. For the purposes of this plan, and to maintain a conservative
approach, we have expensed this equipment in the start-up table. With this considered, the long
term goal has not changed and is reflected in year 2006.
With c onsideration given to note 8.1.1, management still feels it can produce a better-
structured corporation than what is shown in the existing business plan. Other considerations
not included in the P&L are the burden of management, and management's output. Please
remember when you do review the P&L, that the 3 JTB divisions will ac tually be operating
under one roof. As such, management's role will be to fill in, in all areas of production wherever
needed to complete orders.
Management's operating schedule will also be overlapped to "keep our doors open" more
operating hours than any of the other 9 to 5 operations. Management anticipates running at
least 50 hours per week allowing us to develop more business on the west coast' which is also
not calculated in the P&L.
Page 36
Table: Profit and Loss

Pro Forma Profit and Loss
Sales $584,434 $1,008,798 $1,303,319 $1,604,704 $2,020,771
Direct Cost of Sales $335,758 $477,954 $598,419 $724,310 $917,610
Production Payroll $148,400 $129,400 $140,200 $148,100 $156,800
Contracted Graphics Development $4,500 $4,500 $4,500 $4,500 $4,500
Total Cost of Sales $488,658 $611,854 $743,119 $876,910 $1,078,910
Gross Margin $95,776 $396,944 $560,200 $727,794 $941,861

Gross Margin % 16.39% 39.35% 42.98% 45.35% 46.61%
Operating Expenses
Sales and Marketing Expenses

Sales and Marketing Payroll $54,850 $98,000 $118,500 $129,000 $138,500
Advertising/Promotion $13,800 $18,000 $24,300 $25,300 $26,300
Other Sales and Marketing Expenses $0 $0 $0 $0 $0
. $0 $0 $0 $0 $0
Total Sales and Marketing Expenses $68,650 $116,000 $142,800 $154,300 $164,800
Sales and Marketing % 11.75% 11.50% 10.96% 9.62% 8.16%
General and Administrative Expenses

General and Administrative Payroll $59,000 $62,500 $64,000 $67,000 $69,000
Sales and Marketing and Other Expenses $8,400 $14,700 $23,500 $25,000 $30,200
Depreciation $10,696 $10,700 $10,700 $10,700 $10,700
Rent (consolidated) $26,400 $26,400 $26,400 $26,400 $26,400
Utilities (consolidated) $14,300 $15,000 $15,800 $16,200 $16,700
Equipment lease Ind Prod Div $35,988 $35,988 $35,988 $35,988 $35,988
Prototype and Printing Equipment $10,710 $12,852 $12,852 $12,852 $12,852
Insurance (consolidated) $12,000 $18,000 $20,000 $22,000 $24,000
Payroll Taxes (consolidated) $0 $0 $0 $0 $0
CPA - Accounting and Payroll $4,200 $4,400 $4,600 $4,600 $4,600
Off-site secure backup storage $360 $400 $400 $400 $400
Computer maintenance and software $2,000 $3,000 $4,000 $5,000 $6,000
upgrades
Total General and Administrative $184,054 $203,940 $218,240 $226,140 $236,840
Expenses
General and Administrative % 31.49% 20.22% 16.74% 14.09% 11.72%
Other Expenses:
Other Payroll $0 $0 $0 $0 $0
Consultants $0 $6,000 $6,000 $6,000 $6,000
Other Other Expenses $0 $0 $0 $0 $0
Total Other Expenses $0 $6,000 $6,000 $6,000 $6,000
Other % 0.00% 0.59% 0.46% 0.37% 0.30%
Total Operating Expenses $252,704 $325,940 $367,040 $386,440 $407,640
Profit Before Interest and Taxes ($156,928) $71,004 $193,160 $341,354 $534,221
EBITDA ($146,232) $81,704 $203,860 $352,054 $544,921
Interest Expense $24,425 $22,849 $21,202 $19,556 $17,909
Taxes Incurred $0 $14,447 $0 $96,539 $0
Net Profit ($181,353) $33,709 $171,958 $225,259 $516,312

Net Profit/Sales -31.03% 3.34% 13.19% 14.04% 25.55%
Page 37
Page 38
Page 39
8.5 Projected Cash Flow

The projected cash flow comfortably reflects the businesses position to repay the initial
investors near year 4 and 5 of the plan; please remember when you review this table, it is for
the entire corporation. When reviewing the projected cash flow, its important to note the largest
growth in sales is from outsourced manufacturing as this is not really segmented for review.
Additional segmentation information can be found in the market segmentation table in section
4.1.
The outsourced manufacturing allows the company to have the product lines it desires while
utilizing its internal personnel on the more profitable services to be offered. The outsourced
products operate under a fixed cost situation, while the services area will for the most part be
working in a cost plus situation filling special and rush requests that carry a much higher shop
rate. As the cash flow projects only the base products described in the business plan,
its highly probable JTB will be involved with more outsourced products in years two through
five, furthering our potential profitability.
Please review section 8.1 regarding the Important Assumptions to get a better feel for the
explained projected cash flow.
Page 40
Table: Cash Flow

Pro Forma Cash Flow
Cash Received
Cash from Operations

Cash Sales $146,109 $252,200 $325,830 $401,176 $505,193
Cash from Receivables $329,424 $677,524 $922,609 $1,147,369 $1,438,049
Subtotal Cash from Operations $475,532 $929,723 $1,248,439 $1,548,545 $1,943,242
Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0
New Investment Received $0 $0 $350,000 $0 $0
Subtotal Cash Received $475,532 $929,723 $1,598,439 $1,548,545 $1,943,242
Expenditures Year 1 Year 2 Year 3 Year 4 Year 5
Expenditures from Operations

Cash Spending $262,250 $289,900 $322,700 $344,100 $364,300
Bill Payments $449,376 $701,593 $792,628 $1,015,100 $1,146,492
Subtotal Spent on Operations $711,626 $991,493 $1,115,328 $1,359,200 $1,510,792
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0 $0 $0
Long-term Liabilities Principal Repayment $16,428 $16,466 $16,466 $16,466 $16,466
Purchase Other Current Assets $0 $0 $0 $0 $0
Purchase Long-term Assets $0 $0 $0 $0 $0
Dividends $0 $0 $320,000 $70,000 $160,000
Subtotal Cash Spent $728,054 $1,007,959 $1,451,794 $1,445,666 $1,687,258
Net Cash Flow ($252,522) ($78,236) $146,644 $102,879 $255,984

Cash Balance $243,728 $165,492 $312,137 $415,015 $670,999
Page 41
Page 42
8.6 Projected Balance Sheet

JTB's projected balance sheet shows a strong cash development capability over the projected
5 year plan. The projected balance sheet, like the rest of the business plan, assumes the
business remains at its startup loc ation during the first five years of operations, keeping costs
relatively fixed for the projections. Again, as mentioned in the Important Assumptions section
8.1, management still feels it can develop a stronger situation than what is reflected here.
The business will build its cash position while also developing a strong net worth. Total
assets exceed $1 Million by year 5 as well. A full depreciation schedule and payment schedule is
included to depreciate the long-term assets.
During the life of the plan, inventory requirements may change as we offer our clients different
purchasing options and build our inventory of used products. Any differences in c ash flow and
inventory would show that the cash is tied up in inventory. With this in mind, we would try to
keep the required inventory down to reasonable levels wherever possible.
The products and services division is a service oriented segment of the business. Many of the
services offered are tied to particular product lines offered, allowing the business to create
multiple income streams throughout the development of the plan. For segmentation purposes,
some products have both labor and materials to manufacture a product, some have labor only
when providing a service. The segmentation shown in the plan does not break the finer details of
this down. This is also the case with the other two divisions as well; both c an provide labor-
based services with their product offering as well.
The overall projected balance sheet reflects a strong corporation capable of fully repaying the
original investors, and a corporation that can attrac t further investors later in the plan if desired.
The long-term plan for the corporation looks good as the continued growth of our distributor
partner program is beginning to show good growth as well.
Page 43
Table: Balance Sheet

Pro Forma Balance Sheet
Assets
Current Assets
Cash $243,728 $165,492 $312,137 $415,015 $670,999
Accounts Receivable $108,902 $187,977 $242,857 $299,017 $376,546
Inventory $65,223 $68,090 $74,983 $87,737 $116,340
Other Current Assets $17,000 $17,000 $17,000 $17,000 $17,000
Total Current Assets $434,854 $438,559 $646,977 $818,769 $1,180,885
Long-term Assets
Long-term Assets $79,500 $79,500 $79,500 $79,500 $79,500
Accumulated Depreciation $10,696 $21,396 $32,096 $42,796 $53,496
Total Long-term Assets $68,804 $58,104 $47,404 $36,704 $26,004
Total Assets $503,658 $496,663 $694,381 $855,473 $1,206,889
Liabilities and Capital Year 1 Year 2 Year 3 Year 4 Year 5
Current Liabilities
Accounts Payable $89,189 $64,952 $77,178 $99,477 $111,047
Current Borrowing $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0
Subtotal Current Liabilities $89,189 $64,952 $77,178 $99,477 $111,047
Long-term Liabilities $236,722 $220,256 $203,790 $187,324 $170,858

Total Liabilities $325,911 $285,208 $280,968 $286,801 $281,905
Paid-in Capital $455,000 $455,000 $805,000 $805,000 $805,000

Retained Earnings ($95,900) ($277,253) ($563,545) ($461,587) ($396,328)
Earnings ($181,353) $33,709 $171,958 $225,259 $516,312
Total Capital $177,747 $211,455 $413,413 $568,672 $924,984
Total Liabilities and Capital $503,658 $496,663 $694,381 $855,473 $1,206,889
Net Worth $177,747 $211,455 $413,413 $568,672 $924,984
Page 44
8.7 Business Ratios

For comparison, we have used the industry profile for an automotive parts supplier and
manufacturer. JTB Technologies is very similar with distribution as a supplier (Ind sales
division), and manufacturing automotive products (products and service div), with the
exception of our marketing division JTB Integrated Technologies.
The averaged ratios of the 3 divisions reflect a strong growth with regards to its Gross Margins
as these margins are made up of many elements combining distribution, products, and services in
this plan. Initially we are slightly lower on the Gross margin in c omparison to the industry profile
partially due to new equipment debt load, and the training period to reac h full capacity.
Our long-term assets will dec line below industry profiles as equipment is paid down, but our
overall Debt to Asset ratios are much better than the industry in overall results as leaner
manufacturing and better coordinated use of our channel partners come into play allowing for
more growth without incurring additional expense.
Our General and Administrative ratios are initially higher than the industry, but this personnel
plays an essential role as the business grows towards its growth and outsourcing goals. Also
the industry standard profile could reflect more automation than we have at this point, their
requirements could reflect less personnel.
Our sales growth is substantially greater as we are adding new products and services eac h
year to the plan, and our Gross average margins are also higher than the profile, due to the
high profitability in our marketing products and services.
Overall our ratios are better than the industry as we have maximized our marketing budgets
and marketing avenues while keeping costs in c hec k. Further maximization comes in the form of
training the sales staff on maintaining profit per order levels when proc essing orders. Our
unique order proc essing Intranet, and Internet pac kage makes for streamlined repeat ordering by
customers further allowing our staff to proc ess orders more efficiently, while reducing the
internal costs of proc essing orders.
Page 45
Table: Ratios
Ratio Analysis
Year 1 Year 2 Year 3 Year 4 Year 5 Industry Profile
Sales Growth n.a. 72.61% 29.20% 23.12% 25.93% 2.95%
Percent of Total Assets

Accounts Receivable 21.62% 37.85% 34.97% 34.95% 31.20% 24.07%
Inventory 12.95% 13.71% 10.80% 10.26% 9.64% 46.47%
Other Current Assets 3.38% 3.42% 2.45% 1.99% 1.41% 15.56%
Total Current Assets 86.34% 88.30% 93.17% 95.71% 97.85% 86.10%
Long-term Assets 13.66% 11.70% 6.83% 4.29% 2.15% 13.90%
Total Assets 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Current Liabilities 17.71% 13.08% 11.11% 11.63% 9.20% 45.21%

Long-term Liabilities 47.00% 44.35% 29.35% 21.90% 14.16% 15.13%
Total Liabilities 64.71% 57.42% 40.46% 33.53% 23.36% 60.34%
Net Worth 35.29% 42.58% 59.54% 66.47% 76.64% 39.66%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Gross Margin 16.39% 39.35% 42.98% 45.35% 46.61% 19.32%
Selling, General & Administrative Expenses 47.42% 36.01% 29.79% 31.32% 21.06% 11.47%
Advertising Expenses 2.36% 1.78% 1.86% 1.58% 1.30% 0.31%
Profit Before Interest and Taxes -26.85% 7.04% 14.82% 21.27% 26.44% 0.58%
Main Ratios
Current 4.88 6.75 8.38 8.23 10.63 1.76
Quick 4.14 5.70 7.41 7.35 9.59 0.67
Total Debt to Total Assets 64.71% 57.42% 40.46% 33.53% 23.36% 64.48%
Pre-tax Return on Net Worth -102.03% 22.77% 41.59% 56.59% 55.82% 1.69%
Pre-tax Return on Assets -36.01% 9.70% 24.76% 37.62% 42.78% 4.75%
Additional Ratios Year 1 Year 2 Year 3 Year 4 Year 5

Net Profit Margin -31.03% 3.34% 13.19% 14.04% 25.55% n.a
Return on Equity -102.03% 15.94% 41.59% 39.61% 55.82% n.a
Activity Ratios
Accounts Receivable Turnover 4.02 4.02 4.02 4.02 4.02 n.a
Collection Days 42 72 80 82 81 n.a
Inventory Turnover 9.99 7.17 8.37 8.90 8.99 n.a
Accounts Payable Turnover 6.01 10.43 10.43 10.43 10.43 n.a
Payment Days 31 42 32 31 33 n.a
Total Asset Turnover 1.16 2.03 1.88 1.88 1.67 n.a
Debt Ratios
Debt to Net Worth 1.83 1.35 0.68 0.50 0.30 n.a
Current Liab. to Liab. 0.27 0.23 0.27 0.35 0.39 n.a
Liquidity Ratios
Net Working Capital $345,665 $373,607 $569,799 $719,292 $1,069,838 n.a
Interest Coverage -6.42 3.11 9.11 17.46 29.83 n.a
Additional Ratios
Assets to Sales 0.86 0.49 0.53 0.53 0.60 n.a
Current Debt/Total Assets 18% 13% 11% 12% 9% n.a
Acid Test 2.92 2.81 4.26 4.34 6.20 n.a
Sales/Net Worth 3.29 4.77 3.15 2.82 2.18 n.a
Page 46
Dividend Payout 0.00 0.00 1.86 0.31 0.31 n.a
Page 47
8.8 Long-term Plan

The long-term outlook for JTB Technologies, Inc. looks strong with c ontinued growth in all areas.
Our long-term goals for the corporation after year five of the plan would be to consider how to
better position the business in its marketplac e. Year five of our plan does include the addition
of several satellite offices. We will monitor their performance closely and consider developing
more of these highly profitable arrangements.
With our base firmly established here, our loc ation can serve as the master model and training
fac ility for developing other loc ations in the U.S. The logistical problems sometimes
encountered with our products and services could also be improved with regional loc ations,
making our offerings more attrac tive to potential clients.
Page 48
Appendix
Table: Sales Forecast
Sales Forecast
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Sales
Industrial Sales Division 0% $2,100 $3,740 $5,600 $10,255 $12,895 $15,375 $19,375 $22,725 $24,975 $27,545 $29,865 $32,075
Products and Services Div 0% $1,000 $1,915 $6,220 $12,270 $18,500 $26,920 $34,300 $39,320 $45,400 $51,520 $55,520 $61,820
Integrated Technologies Div 0% $0 $0 $0 $0 $0 $600 $600 $1,200 $1,800 $4,444 $5,810 $8,750
Total Sales $3,100 $5,655 $11,820 $22,525 $31,395 $42,895 $54,275 $63,245 $72,175 $83,509 $91,195 $102,645
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
Industrial Sales Division $1,295 $2,314 $3,500 $6,389 $8,023 $9,546 $12,046 $14,121 $15,501 $17,098 $18,525 $19,901
Products and Services Div $490 $1,050 $3,340 $6,066 $9,587 $14,537 $18,654 $21,262 $24,573 $29,723 $32,721 $37,048
Integrated Technologies Div $0 $0 $0 $0 $0 $384 $384 $768 $1,152 $1,577 $1,838 $2,345
Subtotal Direct Cost of Sales $1,785 $3,364 $6,840 $12,455 $17,610 $24,467 $31,084 $36,151 $41,226 $48,398 $53,084 $59,294
Page 1
Appendix
Table: Personnel
Personnel Plan
Production Personnel
Shipping and Receiving $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800
Application Developer $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
Part-time App Dev/QA $0 $0 $0 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Web Developer $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000
Service Team Manager $0 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200
Service Team Member $0 $0 $0 $0 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100
Subtotal $7,800 $11,000 $11,000 $12,200 $13,300 $13,300 $13,300 $13,300 $13,300 $13,300 $13,300 $13,300
Sales and Marketing Personnel

Sales Team Leader $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Sales Associate $0 $0 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900
Customer Support Manager $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,600 $2,600 $2,600
Customer Support Associate $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,200 $1,200 $1,200
Sales and Marketing Assoc (shared) $0 $250 $250 $250 $250 $250 $250 $250 $250 $500 $500 $1,450
Subtotal $2,500 $2,750 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $7,700 $7,700 $8,650
General and Administrative Personnel

Vice President, Production Manager and $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600 $3,600
Secretary
President/Sales Manager $0 $1,200 $1,200 $1,200 $1,400 $1,400 $1,400 $1,600 $1,600 $1,600 $1,600 $1,600
Subtotal $3,600 $4,800 $4,800 $4,800 $5,000 $5,000 $5,000 $5,200 $5,200 $5,200 $5,200 $5,200
Other Personnel
Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Name or Title $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total People 6 8 9 10 11 11 11 11 11 13 13 13
Total Payroll $13,900 $18,550 $19,450 $20,650 $21,950 $21,950 $21,950 $22,150 $22,150 $26,200 $26,200 $27,150
Page 2
Appendix
Table: General Assumptions
General Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Tax Rate Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss

Sales $3,100 $5,655 $11,820 $22,525 $31,395 $42,895 $54,275 $63,245 $72,175 $83,509 $91,195 $102,645
Direct Cost of Sales $1,785 $3,364 $6,840 $12,455 $17,610 $24,467 $31,084 $36,151 $41,226 $48,398 $53,084 $59,294
Production Payroll $7,800 $11,000 $11,000 $12,200 $13,300 $13,300 $13,300 $13,300 $13,300 $13,300 $13,300 $13,300
Contracted Graphics Development $375 $375 $375 $375 $375 $375 $375 $375 $375 $375 $375 $375
Total Cost of Sales $9,960 $14,739 $18,215 $25,030 $31,285 $38,142 $44,759 $49,826 $54,901 $62,073 $66,759 $72,969
Gross Margin ($6,860) ($9,084) ($6,395) ($2,505) $110 $4,753 $9,516 $13,419 $17,274 $21,436 $24,436 $29,676
Gross Margin % -221.29% -160.64% -54.10% -11.12% 0.35% 11.08% 17.53% 21.22% 23.93% 25.67% 26.80% 28.91%
Operating Expenses
Sales and Marketing Expenses

Sales and Marketing Payroll $2,500 $2,750 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $3,650 $7,700 $7,700 $8,650
Advertising/Promotion $450 $1,100 $1,100 $1,150 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250
Other Sales and Marketing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Expenses
. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Sales and Marketing $2,950 $3,850 $4,750 $4,800 $4,900 $4,900 $4,900 $4,900 $4,900 $8,950 $8,950 $9,900
Expenses
Sales and Marketing % 95.16% 68.08% 40.19% 21.31% 15.61% 11.42% 9.03% 7.75% 6.79% 10.72% 9.81% 9.64%
General and Administrative Expenses

General and Administrative Payroll $3,600 $4,800 $4,800 $4,800 $5,000 $5,000 $5,000 $5,200 $5,200 $5,200 $5,200 $5,200
Sales and Marketing and Other $450 $450 $450 $450 $450 $450 $950 $950 $950 $950 $950 $950
Expenses
Depreciation $891 $891 $891 $891 $891 $891 $891 $891 $891 $891 $891 $891
Rent (consolidated) $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200
Utilities (consolidated) $1,150 $1,150 $1,150 $1,150 $1,150 $1,150 $1,150 $1,250 $1,250 $1,250 $1,250 $1,250
Equipment lease Ind Prod Div $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999 $2,999
Prototype and Printing Equipment $0 $0 $1,071 $1,071 $1,071 $1,071 $1,071 $1,071 $1,071 $1,071 $1,071 $1,071
Insurance (consolidated) $950 $950 $950 $950 $950 $950 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050
Payroll Taxes (consolidated) 15% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
CPA - Accounting and Payroll $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 $350
Off-site secure backup storage 15% $30 $30 $30 $30 $30 $30 $30 $30 $30 $30 $30 $30
Computer maintenance and $0 $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 $0
software upgrades
Total General and Administrative $12,620 $13,820 $14,891 $14,891 $15,091 $17,091 $15,691 $15,991 $15,991 $15,991 $15,991 $15,991
Expenses
Page 4
Appendix
General and Administrative % 407.11% 244.39% 125.98% 66.11% 48.07% 39.84% 28.91% 25.28% 22.16% 19.15% 17.54% 15.58%
Other Expenses:
Other Payroll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Consultants $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Other Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Other Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other % 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Total Operating Expenses $15,570 $17,670 $19,641 $19,691 $19,991 $21,991 $20,591 $20,891 $20,891 $24,941 $24,941 $25,891
Profit Before Interest and Taxes ($22,430) ($26,754) ($26,036) ($22,196) ($19,881) ($17,238) ($11,075) ($7,472) ($3,617) ($3,505) ($505) $3,785
EBITDA ($21,539) ($25,863) ($25,145) ($21,305) ($18,990) ($16,347) ($10,184) ($6,581) ($2,726) ($2,614) $386 $4,676
Interest Expense $2,098 $2,087 $2,075 $2,064 $2,053 $2,041 $2,030 $2,018 $2,007 $1,996 $1,984 $1,973
Taxes Incurred $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Net Profit ($24,529) ($28,841) ($28,112) ($24,260) ($21,934) ($19,279) ($13,105) ($9,491) ($5,624) ($5,501) ($2,489) $1,812
Net Profit/Sales -791.24% -510.01% -237.83% -107.70% -69.86% -44.95% -24.15% -15.01% -7.79% -6.59% -2.73% 1.77%
Page 5
Appendix
Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $775 $1,414 $2,955 $5,631 $7,849 $10,724 $13,569 $15,811 $18,044 $20,877 $22,799 $25,661
Cash from Receivables $0 $1,240 $3,347 $6,707 $13,147 $20,442 $28,146 $36,723 $44,294 $51,006 $58,665 $65,706
Subtotal Cash from Operations $775 $2,654 $6,302 $12,339 $20,996 $31,166 $41,715 $52,535 $62,338 $71,883 $81,464 $91,367
Additional Cash Received

Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $775 $2,654 $6,302 $12,339 $20,996 $31,166 $41,715 $52,535 $62,338 $71,883 $81,464 $91,367
Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Expenditures from Operations

Cash Spending $13,900 $18,550 $19,450 $20,650 $21,950 $21,950 $21,950 $22,150 $22,150 $26,200 $26,200 $27,150
Bill Payments $2,143 $9,885 $11,657 $12,609 $26,776 $35,195 $45,447 $51,159 $54,808 $59,664 $68,545 $71,489
Subtotal Spent on Operations $16,043 $28,435 $31,107 $33,259 $48,726 $57,145 $67,397 $73,309 $76,958 $85,864 $94,745 $98,639
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-term Liabilities Principal Repayment $1,369 $1,369 $1,369 $1,369 $1,369 $1,369 $1,369 $1,369 $1,369 $1,369 $1,369 $1,369
Purchase Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Purchase Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Spent $17,412 $29,804 $32,476 $34,628 $50,095 $58,514 $68,766 $74,678 $78,327 $87,233 $96,114 $100,008
Net Cash Flow ($16,637) ($27,150) ($26,174) ($22,290) ($29,099) ($27,348) ($27,051) ($22,143) ($15,989) ($15,350) ($14,651) ($8,641)
Cash Balance $479,613 $452,463 $426,290 $404,000 $374,901 $347,553 $320,502 $298,359 $282,370 $267,020 $252,369 $243,728
Page 6
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet

Assets Starting Balances
Current Assets
Cash $496,250 $479,613 $452,463 $426,290 $404,000 $374,901 $347,553 $320,502 $298,359 $282,370 $267,020 $252,369 $243,728
Accounts Receivable $0 $2,325 $5,326 $10,844 $21,031 $31,430 $43,160 $55,720 $66,430 $76,267 $87,893 $97,624 $108,902
Inventory $22,000 $20,215 $16,851 $10,011 $13,701 $19,371 $26,914 $34,192 $39,766 $45,349 $53,238 $58,392 $65,223
Other Current Assets $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000
Total Current Assets $535,250 $519,153 $491,640 $464,145 $455,731 $442,702 $434,626 $427,414 $421,555 $420,986 $425,151 $425,386 $434,854
Long-term Assets
Long-term Assets $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500 $79,500
Accumulated Depreciation $0 $891 $1,783 $2,674 $3,565 $4,457 $5,348 $6,239 $7,131 $8,022 $8,913 $9,805 $10,696
Total Long-term Assets $79,500 $78,609 $77,717 $76,826 $75,935 $75,043 $74,152 $73,261 $72,369 $71,478 $70,587 $69,695 $68,804
Total Assets $614,750 $597,762 $569,358 $540,971 $531,666 $517,745 $508,778 $500,675 $493,924 $492,464 $495,737 $495,081 $503,658
Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Current Liabilities
Accounts Payable $2,500 $11,409 $13,215 $14,309 $30,633 $40,016 $51,697 $58,068 $62,177 $67,709 $77,853 $81,055 $89,189
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $2,500 $11,409 $13,215 $14,309 $30,633 $40,016 $51,697 $58,068 $62,177 $67,709 $77,853 $81,055 $89,189
Long-term Liabilities $253,150 $251,781 $250,412 $249,043 $247,674 $246,305 $244,936 $243,567 $242,198 $240,829 $239,460 $238,091 $236,722
Total Liabilities $255,650 $263,190 $263,627 $263,352 $278,307 $286,321 $296,633 $301,635 $304,375 $308,538 $317,313 $319,146 $325,911
Paid-in Capital $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000 $455,000
Retained Earnings ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900) ($95,900)
Earnings $0 ($24,529) ($53,370) ($81,481) ($105,742) ($127,675) ($146,955) ($160,060) ($169,551) ($175,175) ($180,676) ($183,165) ($181,353)
Total Capital $359,100 $334,571 $305,730 $277,619 $253,358 $231,425 $212,145 $199,040 $189,549 $183,925 $178,424 $175,935 $177,747
Total Liabilities and Capital $614,750 $597,762 $569,358 $540,971 $531,666 $517,745 $508,778 $500,675 $493,924 $492,464 $495,737 $495,081 $503,658
Net Worth $359,100 $334,571 $305,730 $277,619 $253,358 $231,425 $212,145 $199,040 $189,549 $183,925 $178,424 $175,935 $177,747
Page 7
Appendix
Table: Long-term
Long-term
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Sales $584,434 $1,008,798 $1,303,319 $1,604,704 $2,020,771 $2,166,942 $2,318,189 $2,411,867 $2,550,497 $2,662,957
Cost of Sales $488,658 $611,854 $743,119 $876,910 $1,078,910 $1,146,672 $1,232,935 $1,283,395 $1,364,157 $1,431,032
Gross Margin $95,776 $396,944 $560,200 $727,794 $941,861 $1,020,270 $1,085,254 $1,128,472 $1,186,340 $1,231,925
Gross Margin % 16.39% 39.35% 42.98% 45.35% 46.61% 47.08% 46.81% 46.79% 46.51% 46.26%
Operating Expenses $252,704 $325,940 $367,040 $386,440 $407,640 $476,693 $478,899 $490,721 $507,339 $517,599
Operating Income ($156,928) $71,004 $193,160 $341,354 $534,221 $543,577 $606,355 $637,751 $679,001 $714,326
Net Income ($181,353) $33,709 $171,958 $225,259 $516,312 $365,827 $408,077 $429,206 $456,968 $480,741
Current Assets $434,854 $438,559 $646,977 $818,769 $1,180,885 $1,348,152 $1,543,406 $1,734,009 $1,949,112 $2,144,024
Long-term Assets $68,804 $58,104 $47,404 $36,704 $26,004 $15,304 $4,604 $0 $0 $0
Current Liabilities $89,189 $64,952 $77,178 $99,477 $111,047 $205,573 $223,916 $229,108 $250,160 $275,017
Long-term Liabilities $236,722 $220,256 $203,790 $187,324 $170,858 $145,230 $119,602 $106,460 $93,744 $81,028
Equity $177,747 $211,455 $413,413 $568,672 $924,984 $1,012,653 $1,204,492 $1,398,441 $1,605,208 $1,787,979
Page 8

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JT B Technologies

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This plan is for a holding company.

There are also plans for each of its three sub-

Copyright © Palo Alto Software, Inc., 1995-2009 All rights reserved.

The undersigned reader ac knowledges that the information provided by

Upon request, this doc ument is to be immediately returned to _________________________.

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

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

1.0 Executive Summary

Special points of interest about this corporation include:

1.2 Keys to Success

3. Strong project-management staffing with extensive prior Engineering experience,

5. Very low internal development costs at startup. Management is well-suited to oversee

7. Previous successful business plans and experience to draw from. Management's

2.0 Company Summary

· JTB Industrial Sales Division (Sales and Distribution)

1. Automotive - Automotive repair, and Auto body industry.

2.1 Start-up Summary

Total Requirements $710,650

Table: Start-up Funding

Liabilities and Capital

Loss at Start-up (Start-up Expenses) ($95,900)

Total Capital and Liabilities $614,750

Total Funding $710,650

2.2 Company Locations and Facilities

2.3 Company Ownership

3.0 Products and Services

JTB Technologies is a holding company for the following three sub-corporations:

A. JTB Industrial Sales Division (Sales and Distribution)

Providing Industrial clients with spec ialty technical services:

B. JTB Products and Services Division (Engineering and Manufacturing)

C. JTB Integrated Technologies (Marketing Technologies)

· Developing Purchasing and Vendor management software.

3.1 Product and Service Description

· Industrial and Commercial Tools and related products and services.

JTB Products and Services Division (Engineering and Manufacturing)

JTB Integrated Technologies (Marketing Technologies)

3.2 Competitive Comparison

P.C.-based business applications

3-D Prototype Technology

3.5 Future Products and Services

4.0 Market Analysis Summary

1. Aerospac e Industry - High Tech Manufacturers, and supporting sub-industries

4.1 Market Segmentation

Table: Market Analysis

4.2 Target Market Segment Strategy

4.2.1 Market Trends

4.2.2 Market Needs

4.3 Service Business Analysis

· Auto Body clients available: 62,361

JTB's integrated technologies services business consists of developing customized business

4.3.1 Distributing a Service

4.3.2 Competition and Buying Patterns

4.3.3 Main Competitors

Locally, we will be up against well-established industrial distributorships providing many

5.0 Strategy and Implementation Summary

5.1 Value Proposition

5.2 Competitive Edge

5.3 Marketing Strategy

5.3.1 Pricing Strategy

5.3.2 Promotion Strategy

5.3.3 Distribution Strategy

5.3.4 Marketing Programs

5.3.5 Positioning Statement