2845 Amman +962 (6) 5337669 info@-----group.

com
11181, Jordan.

BUSINESS
PLAN
EXECUTIVE SUMMARY
Decision making is increasingly a technology and data-driven business. Multiple
industries are at a pivotal moment. Technology disruption and consumer shifts
are laying the basis for a new S-curve(S-curve is a graph that plots a relevant
cumulative data field — such as man hours or cost — against time) for banking
business models, and the COVID-19 pandemic has accelerated these trends.
Data analysis is playing critical role across multiple industries now.

Using findings from the Greenwich Digital Transformation Benchmarking Studies across 2019–
2020, we pinpoint the key drivers of ROI for bank technology investments and identify three
areas in which technology (or technology-related) investments consistently deliver attractive
ROI for banks:

1. Client 2. Banker Productivity, which 3. Marketing of Innovation,

Experience, affects bank performance which is often overlooked in
which is highly in both client experience IT planning but can have a
correlated with and sales huge impact on ultimate ROI

With the neck-breaking speed of technology and innovation, no industry has been as critically
affected as the global financial sector. The world of data and information management has
become increasingly complex: business has never moved faster, data has never been more
abundant, and executive decision-making has never had such wide-reaching impacts and
consequences. With intelligent operations, banks can realize the full value of digital banking:
lowering costs, increasing resilience and taking the customer experience to the next level. The
more they thread intelligence into their operations, the better positioned they will be to
outmaneuver uncertainty and meet tomorrow’s performance aspirations. Despite all these
new challenges, the modern banking executive is still expected to make complex, critical
decisions in record time.

In the financial sector, data is both a blessing and a curse: it provides banks and other financial
institutions with more information and potential insights than ever, but it can also lead to
organizational bottlenecking, as well as countless hours wasted on unnecessary information,
misleading statistics, and other potential inefficiencies. Most business intelligence and
performance management solutions lack the insider perspective necessary to make them
truly useful for banks and banking executives.

With ----- Business Intelligence and Performance Management Solutions, the banking industry
can finally harness the potential of its data in a way that translates into meaningful analyses,
actionable insights, and more effective executive management. ----- will utilize the subject
matter expertise from banking industry to address latest business challenges of banking
industry.

3
----- has been in the market since 2016 with a successful track record in closing commercial deals
with different banks in Jordan and across the region. Being a self-funded company, ----- was able
to build the core product that helped the company in generating revenues and cash to sustain
the company’s operation and product development. The company’s banking business
intelligence and performance management solution is built and delivered as a completely
integrated, fully packaged offering that includes the following comprehensive services – each of
which provides financial institutions with valuable insights into their operations:

Target Market

Targeting senior executives and key decision makers through well defined, intuitive and
interactive dashboards. As of 2019, the single largest consumer of business intelligence and
analytics technology is banking at 13.9%. We have shortlisted four countries (1. UAE, 2. Ireland, 3.
USA, 4. South Africa) to increase our presence on global platform. These countries are located at
the centre of some of the world’s most important trade and commerce routes. Historically this
has always been true and remains very much so today, making it a world class trading hub. There
are 26 foreign banks and 23 local banks in the UAE. We choose to set up business in Ireland
because of the competitive corporate tax rates as well as a comprehensive tax treaty network,
along with the advanced infrastructure and the country’s dynamic and highly educated
workforce. The Irish economy entered its 5th year of economic expansion in 2016 with growth in
consumer spending, tax revenue, building and construction and expansion in both manufacturing
and services sectors. We have shortlisted South Africa to expand our reach to African continent.
It is the region’s economic powerhouse, accounting for 30% of total GDP. Our presence in USA
will help us to address the demands of North American market. The North America digital
banking market reached nearly $376.2 Billion in 2019 and should reach $721.3 Billion by 2027, at
a compound annual growth rate (CAGR) of 8.30% for the period of 2019-2027.

Investment opportunity

The global Business Intelligence market size to grow from USD 23.1 billion in 2020 to USD 33.3
billion by 2025, at a Compound Annual Growth Rate (CAGR) of 7.6% during the forecast period.
This is a fantastic opportunity for investors to invest in ----- and be a part of this growth roadmap.
----- invite investors to invest. The capital will be spent on hiring talent across the globe,
equipment/hardware, software license fees, marketing activities, legal and start-up expenses,
and most importantly, employees’ salaries and operating expenses that will cover at least two
years’ worth of operations. The full breakdown of funds is highlighted in the financial section of
this business plan.

4
ABOUT -----

----- was established in 2016 by a group of experienced professionals from across the banking, business,
and IT sectors. With this unique combination of knowledge, expertise, and insights, the ----- team
provides banks and other financial institutions with a comprehensive range of business intelligence and
performance management solutions. Created by bankers, for bankers, -----’s business intelligence and
performance analytics solutions address all key banking business lines and operations, with dedicated
dashboards for executive management, financial control, personal banking, commercial banking, risk
management and compliance, and operations management. Each of these integrated, easy-to-use
solutions are carefully designed to provide performance measures and insights addressing latest banking
challenges, compliance, and legislative requirements.

----- provides state-of-the-art, ready out of the box business intelligence and performance management
solutions designed specifically for bank C-level executives and middle management. With -----’s intuitive,
customizable dashboards – created by bankers for bankers – executives can analyze their bank’s data
with unprecedented ease and efficiency, allowing them to make quicker, more informed decisions that
will ultimately drive long-term growth and success.

The focus of ----- is the banking sector as the main sector given the intensive experience of company’s
founders. Geographically, the company focuses on the MENA region at the first place and then move to
other markets: Africa, Europe, and United States.

5
Key Value Propositions:

Alerts Fast Data Predictive What if

Access analytics scenarios

6
ABOUT -----

MISSION STATEMENT

“ The global business intelligence

software market size was valued at

USD 24.9 billion in 2018 and is
expected to witness a CAGR of 10.1%
from 2019 to 2025.

Mission
To provide intuitive, world-class
business intelligence and
performance management
solutions which is industry
agnostics
Vision
To gain international
recognition as the most trusted
provider of business intelligence
and performance management
solutions, delivering world-class
services across multiple
continents

7
What differentiate us
from competitors?
•

1. Proven Product
Run by a team of highly experienced banking professionals, -----
understands the unique needs and challenges of the banking sector in
a way that no other IT solutions providers can. We provide 90%
business intelligence required at 10% of time and 10% of cost as
compare to our competitors. The remaining 10% are easily actionable.
Our products can be easily implemented in 6 months.

2. Easier streamlining of banking operations

2,000+ KPIs available at the fingertip of C-level bankers and executive
management
• Calculated on daily basis for all users with different access profile
management
• Financial and non-financial KPIs related to different business aspects
• Measured against preset budgets to facilitate performance monitoring
and measurement
• Proven use cases increases profitability and reduce costs to the banks.

3. Data Visualization
-----’s executive banking dashboards are segmented in the same way that
your organization segments its operations – allowing you to conduct
business in a more efficient manner. Segment and streamline your
operations like never before, while also being able to seamlessly stay on top
of the bigger picture. Data visualization helps banks to create competitive
edge over peers by spreading the performance drive culture.

4. Subject Matter Expert

The alerting capabilities of ----- enable users to act immediately when
data anomalies or exception conditions occur. The ability to focus on the
impacted area of the business and take prompt action creates significant
ROI opportunities in terms of cost savings, improved customer
retention, and revenue growth.

8
 MARKET TRENDS

Organizations that achieve a high level of maturity in managing their data become “futureready.”

They are fully focused on digital transformation (i.e. Digital focused) and gain the agility and resilience
needed to thrive amid uncertainty. They also—probably as a result—realize higher market valuations
and derive more profit from their assets. Across the 13 industries we surveyed, banks on average are
less operationally mature than most other organizations. Today, 6% of banks say they have reached
the threshold of future-ready operations and 57% say they have evolved to predictive operations.

Three years ago, no banks identified as future-ready and only 14% described their operations as
predictive. While banks have made some progress toward intelligent operations, they aspire to make
even more. As per below mentioned data, over the next three years, banks want to pull ahead of
other industries: 37% plan to reach a future-ready state, compared to 34% of all organizations. Being
more operationally mature would help banks fulfill requests, acquire customers faster and discover
new streams of revenue growth.

9
INDUSTRY ANALYSIS
As of 2019, the single largest consumer of business intelligence and analytics technology is banking
at 13.9%. Discrete manufacturing makes up 11.3%, professional services and process
manufacturing both take up 8.2%, government uses 6.8%, and a mixture of other industries like
healthcare, education, retail, mining, energy, etc. make up the other 51.6%. As of 2021, the BI
application market is valued at $14.7 billion.

Revenue by industry (source IDC)

6.80%
13.90% Federal/Central government
Banking
Process Manufacturing
51.60% 11.30% Professional services
Discrete manufacturing
8.20% Others
8.20%

The market has been on a steady increase since its inception and boom in the early 2000s, and it is
likely that this trajectory will only continue. Hence, we will focus on banking industry in new
territory and initiate the market penetration for other industries such as manufacturing,
professional services and process manufacturing.

The Business Intelligence (BI) software industry is quickly emerging as one of the top software
categories in terms of market size. The global Business Intelligence market size to grow from USD
23.1 billion in 2020 to USD 33.3 billion by 2025, at a Compound Annual Growth Rate (CAGR) of
7.6% during the forecast period.

1. The BI market in 2020 is valued at $ 14.7 Billion

2. As per Dresner Advisory Group, 72% of organizations consider business intelligence
important, very important or critical to their daily operations
3. In 2020, We have produced 44 zetabytes of data every day
4. Banking makes up 13.9% of the total revenue for the BI market.
5. 48% of all organizations consider BI either “critical” or “very important” to their operations.

According to the report published by Allied Market Research, the global predictive analytics in
banking market generated $1.20 billion in 2018, and is estimated to reach $5.43 billion by 2026,
registering a CAGR of 20.8% from 2019 to 2026.

The Business Intelligence Platform are integrated various industry verticals including the retail
industry, travel industry, media industry, and more. The Business Intelligence Platform have
helped the team leader find solutions to optimize the day-to-day business, with the help of
dashboards and data visualization.

10
 INDUSTRY TRENDS
A. Invest on Technology

The explosive growth that the last decade has seen in the amount of structured and
unstructured data available with the banks, combined with the growth of cloud computing
and machine learning technologies has created a perfect storm for Artificial Intelligence to be
used across the spectrum of banking and financial services landscape.

Business needs and capabilities of AI implementations have grown hand-in-hand and banks
are looking at Artificial Intelligence as a differentiator to beat down the emerging
competition. ----- is focus on enabling banking industry to use AI and business intelligence
more efficiently through set of products. Artificial Intelligence allows banks to use the large
histories of data that they capture to make much better decisions across various functions
including back-office operations, customer experience, marketing, product delivery risk
management, and compliance.

11
B. Focus on predictive analytics

During the coronavirus outbreak, the

demand for predictive analytics has been
increased in banking sector across the
globe to determine financial uncertainty
and measures to be taken to deal with the
economic turbulence.

Harnessing cognitive technology with

Artificial Intelligence (AI) brings the
advantage of digitization to banks and helps
them meet the competition posed by
FinTech players. In fact, about 32% of
financial service providers are already using
AI technologies like Predictive Analytics,
among others, according to a joint research
conducted by the National Business
Research Institute and Narrative Science.

Banking Analytics, or applications of data mining in banking, enhances the performance of the banks
by improving how banks segment, target, acquire, and retain customers. Furthermore, improvements
in risk management, customer understanding, and fraud empower banks to maintain and grow a
profitable customer base.

The application of data mining and predictive analytics to extract actionable insights and quantifiable
predictions can help the banks to gain insights that comprise of all types of customer behavior,
including channel transactions, default, fraud, and customer departure. Cognitive systems that think
and respond like human experts, provide optimal solutions based on available data in real-time. These
systems keep a repository of expert information in its database called knowledge database. Bankers
use these cognitive systems to make strategic decisions.

To keep up with customer demands at a pace that they expect, it has become essential to incorporate
data science in banking for on-demand customer intelligence and insights. This allows for better
decision-making and the capabilities to transform asset and facility management.
Banks may already have substantial insights from descriptive and diagnostic analytics with beautiful
visualizations, however it is now critical to go beyond and adopt advanced analytical methods like
predictive analytics.

Areas in banking where Analytics has the maximum impact

1. Consumer and marketing analytics

2. Risk, Fraud, and AML/KYC Analytics
3. Product and portfolio optimization modelling
4. Increase credit analyst productivity and free up valuable time by applying the bank’s knock-
out rules and taking the application through the approval or investigating paths.
5. Segment large homogenous market into clearly identifiable segments having similar needs,
wants, or demand characteristics
6. Predicting churn rate
12
Banks Objectives accomplished after adopting AI

Retail and non-retail banks used the AI

technology to improve process, customer
experience and enhance transaction efficiencies
and achieved significant results.

The banking market and consumers who utilize

finance products generate an enormous amount
of data on a daily basis. Analytics software has
changed the way this information is processed,
making it possible to identify trends and patterns
which can then be used to inform business
decisions at scale. While one piece of data is a
single data point, multiple pieces of information
can create a larger picture that can be used to
recognize patterns in customer behavior,
purchasing choices and other key insights.

The aggregate potential cost savings for banks from AI applications is estimated at $447 billion by 2023,
with the front and middle office accounting for $416 billion of that total, per Autonomous Next research
seen by Business Insider Intelligence.

1. Banks are leveraging AI on the front end to smooth customer identification and authentication,
mimic live employees through chatbots and voice assistants, deepen customer relationships, and
provide personalized insights and recommendations.

2. AI is also being implemented by banks within middle-office functions to detect and prevent
payments fraud and to improve processes for anti-money laundering (AML) and know-your-
customer (KYC) regulatory checks.

3. AI is used to prepare the application score card. It is a statistical predictive tool that defines a set
of variables and their significance to the probability of the default of customers at the moment of
loan application.

4. AI can optimize the whole collection procedure and specify the right structure for it and which
debts should go to legal, or to be handled by the collection team.

13
 INDUSTRY TRENDS
We have shortlisted 4 countries to setup offices to address the demands coming from Gulf, Asia, Africa,
Northern America, Europe and Eastern Europe.

1. UAE (To address demands from Gulf & Asia)

The UAE is located at the centre of some of the world’s most important trade and commerce routes
across Gulf and Asia. Historically this has always been true and remains very much so today, making it a
world class trading hub. The UAE Government offers attractive tax incentives to businesses doing
business in the country. The UAE’s economy has seen a great deal of diversification in the past few
years. There are specialised free trade zones in different parts of the UAE. These free trade zones were
established to attract foreign investors and entrepreneurs into the country.

There are 26 foreign banks and 23 local banks in the UAE. Even though there are 49 total banks in the
country, the five largest banks account for about 60% of the banking sector assets.

As per Moody’s, the banking system in the UAE is stable. A banking system is at resilient capital levels
and has enough liquidity buffers to absorb the shock.

2. Ireland (To address demands from Europe & Eastern Europe)

We choose to set up business in Ireland to address customer demands from Europe and Eastern
Europe because of the competitive corporate tax rates as well as a comprehensive tax treaty network,
along with the advanced infrastructure and the country’s dynamic and highly educated workforce.

Ireland’s economy performed very well in 2019, with the Gross Domestic Product (GDP), up 5.6% year-
on-year in terms of volume. At the end of 2019, there were 58 banks operating in Ireland. These
included 24 credit institutions authorised in Ireland, 32 branches of banks authorised in other
European Economic Area countries that were operating in Ireland. 18 of the credit institutions were
headquartered in Ireland or had more than 20% of their business with domestic customers.

Ireland's banking sector includes approximately 60 credit institutions. The Irish economy entered its
5th year of economic expansion in 2016 with growth in consumer spending, tax revenue, building and
construction and expansion in both manufacturing and services sectors. Foreign businesses are not
restricted in Ireland and can be found in most sectors of the economy. The World Economic Forum
ranks Ireland as 23rd out of 138 countries in the Global Competitiveness Index with indicators such as
institutions, infrastructure, macroeconomic environment, financial market development and market
size scoring highly to enhance performance of the country globally.

14
3. South Africa (To address demands from Africa)

South Africa It is Africa’s economic powerhouse, accounting for 30% of total GDP. here is strong growth
in private security industry technology, such as closed-circuit television and digital surveillance
equipment, sophisticated access control systems (smart card technology), and IT systems. In South
Africa, there were 42 banking institutions, excluding registered foreign bank representatives,
registered with the Prudential Authority in May 2019, an increase from 36 institutions a year earlier.
There are 30 foreign banks with approved representative offices in South Africa. South Africa is the
financial hub in African continent.

Total assets of all types of registered banks stood at R5.74-trillion in May, a year-on-year increase of
11.1%. South Africa's banking sector is still highly concentrated with the five largest banks holding over
90% of total assets in February 2019. Capitec Bank's customer base and market capitalisation continue
to grow ahead of its large competitors. Total banking sector assets grew by 16.36% year on year, to
R6.6 trillion at the end of March 2020 (March 2019: R5.7 trillion).

4. USA (To address demands from North America)

The North America digital banking market reached nearly $376.2 Billion in 2019 and should reach
$721.3 Billion by 2027, at a compound annual growth rate (CAGR) of 8.30% for the period of 2019-
2027. Several Leading banks in the US are betting on technology as a key driver of their future
business, in one form or another. According to Industry Sources, there had been 259 bank mergers
among regional banks and thrifts in the US during 2016 and 2018.

There is strong growth in private security industry technology, such as closed-circuit television and
digital surveillance equipment, sophisticated access control systems (smart card technology), and IT
systems.

Geography Expansion

15
 S.W.O.T OVERVIEW

•
STRENGTHS
Readymade product with
w • The
OPPORTUNITIES
global Business
T
turnkey implementation Intelligence market size to
• Product roadmap is ready grow to 33.3 billion by
2025

s •
WEAKNESS
New entrants
o •
THREATS

Developing a brand
• Industry expertise is image may take longer
limited than anticipated

STRENGTHS WEAKNESS OPPORTUNITIES THREATS

1. Readymade product with 1. The global Business Intelligence 1. Developing a brand

1. Local geography specific
Turnkey Implementation market size to grow from USD image may take longer
knowledge will be limited
2. ~2,000+ KPIs available at the 23.1 billion in 2020 to USD 33.3 than anticipated
2. Sales and marketing
fingertip of C-level bankers billion by 2025, at a Compound 2. Inclination towards
3. Product completeness
and executive management Annual Growth Rate (CAGR) of western solutions
4. Product packaging
3. Customized to 7.6% during the forecast period 3. New Entrants
banking industry 2. Organizations that achieve a 4. Lack of technical staff
4. Online, actionable analysis high level of maturity become 5. Emerging technologies
5. Improved business “futureready.” 6. Central board of
understanding and hence 3. MENA region has almost 450 regulators
bottom line small to medium size banks
6. Covers every single area
within the bank
7. Built by bankers, for bankers
8. 2.5 Million USD actual
revenue

16
BUSINESS PROBLEM
1. Large banks have a sheer volume of transactional and customer data and analysing
this information is no easy task using conventional reporting methods, in addition, the
results would be far from calling it intelligent information.

2. Business Intelligence solutions across banking industry such as banking,

manufacturing, aviation, logistics have become more of a necessity recently rather
than a nice to have in the past few years.

3. No customised banking intelligence solutions are available dedicatedly working for

banking industry. The large firms like Oracle, SAP, Microsoft and others offer strong
databases, Extraction and Loading tools (ETL) and front dashboarding tools like Cognos,
PowerBI and Tableau. So, banks through IT department and external vendors have to build
their business intelligence systems using these tools which takes time, a lot of
management team dedication and cost a lot of money with no guarantee of success.

17
SOLUTIONS

Currently, over 2.5 billion gigabytes of data is generated globally on a

daily basis. With financial companies putting their data to work, they
can gain actionable insights for a competitive advantage. In addition,
with business intelligence tools being leveraged, bringing disparate
data from various applications creates a unified source of
information that anyone in the company can utilize.

18
SOLUTIONS BY
MISSION STATEMENT

-----

BFSI domain faces the challenges of rising

competition, risk management, and
changing customer demands. ----- tools
aid them to leverage customer data for
deriving useful insights. They help with
analyzing trends, identifying patterns,
and equipped with real-time reporting. BI
offers them a flexible and transparent
approach to make better financial
operations and decisions.

19
PRODUCT PORTFOLIO

1 Banking Business Intelligence Consulting

Aiming at providing a banking business intelligence

solution that will deliver results and create value,
preparing the data that fuels a business intelligence
solution is key to its success.

2 Specialized Banking Business Intelligence Dashboards

To bridge the gap between data sources and data

utilization, our banking dashboards are intelligently
designed to provide the highest standards in data
representation.

3 Data modelling and ETL Service

Our business intelligence solution provides

multidimensional analysis, facilitating business analysis
and planning through the high level of consistency in
the approach and terminology.

4 Banking Business Intelligence Training

Our team will deliver comprehensive training to

business users on the content and usability of the
solution and provide continuous support.

20
 PRICING
MODEL

----- has adopted mainly two business models as the core strategy to make the company
profitable as shown in below table:

Sr. Business Model Revenue Stream Value

1. Licensing Model • One-time selling cost ~ USD 250,000 per transaction

• Professional Fees ~ 6 months’ implementation charges
• Annual Maintenance ~ 20% of one-time selling cost

2. Recurring Model Recurring fees per annum with ~ 5 years’ ~ USD 80,000 per annum
time commitment

21
 GROWTH STRATEGY

A. Product Growth plan

Enhancement Details
New Modules Customer 360, Investment, Operations, Point Of Sales, and many others
Dashboards Builder Enable the end-user to define new customized dashboards
New Features What-If analysis, drill down, alerting, and scenario building.
Artificial Intelligence AI • Introducing banking use cases built around the AI and predictive modeling
and machine learning • Introducing Prescriptive analysis to suggest different actions to be done by
the bank
ML
Customer Lifetime Predictive analysis on the customer level, which reveals the customers’ value
Analysis depending on their future relationship with the bank

Mobile Version Creating a mobile version of all ----- products

Cloud Version • Future of computing is that it will all work on cloud.

• Develop a business model and pricing
• Develop a strategy an implementation methodology for ----- on Cloud

22
Budgeting and Planning • Automating budgeting and planning process is a big win for ----- specially
Tool that budgeting process is challenge and chore in every banking
Organization.
• Budgeting system will complete ----- Offering
• It is an added tool/module that can be sold separately

Voice Interactive System Future is not touch its voice with artificial intelligence. ----- is looking to have voice
recognition feature within its offering

Separation of ----- • Packaging ----- Modules into separate products

Modules into • Develop pricing model
• Set up marketing literature for each product
individually marketable
• This will allow banks penetration at lower costs and increase our relations for
products future business and growth.

Integration with Other BI Users of the future will be so savvy, they will all know tools like Power BI, Tableau,
Tools, i.e. Power BI and They will have access to clean databases and will be able to build slowly but surely
Tableau dashboards. We believe that our whole dashboard system might be converted to
PowerBI one day and we have to be ready and soon.

Leverage on Banking KPI Showing the value of our existing banking KPI library by:
Library • Creating KPI database and Glossary for each KPI
• Adding Help on each KPI
• Documenting the value from each KPI

23
LEADERSHIP

24
COUNTRY WISE ORGANIZATION
STRUCTURE

25
GO TO MARKET STRATEGY
Below mentioned plan will be implemented separately for each country. The strategy relies on capturing
a growing percentage of market share across different geographies through digital sales. Goals and
objectives will be achieved by developing and implementing marketing communication to convince a
broad customer base and increase the company's brand image. The tactical plan horizon is categorized
into near term (1-3 months), mid-term (3-6 months), long-term (6-12 months) and future/next stage
(after 12 months/market response). Tactical and current state activities can be implemented in the near
Term, while strategic/newer channel marketing should be considered in mid to long term. A rolling 30-
60-90 plan will be created to continuously monitor and update the marketing plans based on progress
and outcomes.

Tactical plan - Country wise

I Near Term (0-3 months)
1 Develop ----- Online Identity

1.1 ----- local domain and website cross-referencing

1.2 Define SEO/SEM strategy for -----

1.3 Define social media handles and redirection for -----
Identify digital platform to promote our content

1.4 (Major focus will on Facebook, Linkedin, and Youtube in initial few months)
2 Add Intro/Marketing Material for -----
2.1 Revamp the Branding and design
2.2 Brochure/Flyer for Start-up
2.3 Contact existing users of ----- and invite them to use our services
2.4 FAQ on website
2.5 Live interactive chatbot for ----- on the platform
2.6 ----- Sales Script (Focus on key value propositions of our services)
3 Initial Planning for Service Positioning
3.1 Community Research
3.2 Detailed GTM strategy including cross-sell and upsell
4 ----- Focused Lead Generation
4.1. Online and offline campaign
4.2. Use Affiliated marketing channels
4.3 Identify leads by Geography (Current and new)
Use Facebook, Youtube, Linkedin, Google ads as critical platforms to identify the
4.4 prospects
II Mid Term (3-6 months)
5 New platform Market Planning
5.1 Online and offline publicity
Create a Partnership platform other than Facebook and Youtube and start
5.2 promoting services in other countries
Initiate the referral program and expand it further through discounts and
5.3 commissions

26
 Tactical plan - Country wise
6 Add Marketing Materials
6.1 Sample content on other platforms
6.2 Publish YouTube videos in partnership with other YouTubers
6.3 User Experience/Journey
7 Content launch on other platforms
7.1 Identify analyst and validate different platforms
7.2 Content intro launch on other platforms
7.3 Marketing material in the form of advertisements
7.4 Event planning (tradeshows, expos, online forums) within Startup
7.5 Feedback and improvements
8 Expand Online and Offline Marketing
8.1 List on trade Directories and Forums
8.2 Contact Management and follow-up for ----- leads
III Long Term (6-12 months)
9 Start-up specific content Branding
9.1 Use service-based branding
9.2 The customized sales pitch for each prospect
10 New Channel Market Launch
10.1 Online and offline launch in different cities of target geographies
10.2 National level sales partners allocated based on geographies
IV Future (12+ months)
11 Strategic Alliance GTM
Identify potential alliances from the digital transformation industry with
11.1 complementing capabilities such as network equipment providers, startups
11.2 Alliance and Joint GTM strategy
11.3 Marketing plan for joint/partnership proposition
12 New Product Capabilities
12.1 Marketing plan for new product capabilities
Updated Marketing collateral based on platform expansion, client base, case
12.2 studies

27
 SALES & MARKETING STRATEGY
The online strategy elements are best suited for all prospects and not limited to any physical
constrain. To develop a Go to market strategy for our products, below mentioned
framework will be used:

A. Customer Engagement Strategy

B. Key Channels to focus on

28
Search Engine Optimization

Internet searches are by far the most common activity on the Internet. Therefore, we should
focus on implementing an aggressive search engine optimization strategy, whereby we will
optimize content using keywords related to our product offerings. By optimizing our content,
we will organically aggregate higher on Google, Bing and Yahoo search engines and become
more visible to potential users. We may consult an SEO expert as well as exploring and testing
SEO presence on Google in 2021. Search frequencies for terms such as data analytics, artificial
intelligence, predictive analytics etc. have increased through the years so efforts should be
put on Search Engine Optimisation by including certain keywords such as “data analytics”,
“predictive analytics”, “artificial intelligence to manage data”, etc in the social media posts
and website to improve search result rankings when searched by customers. Apart from this,
customer reviews on Google and Facebook also serve as keyword mines by picking up
adjectives describing the service.

Once the website or social media pages start getting hits, the objective now shifts to getting
them to ‘act’ and encourage interaction which may include offering them free trial of the
offering or giving them some specific number of consultations for free. Articles with respect
to Christian online dating maybe posted frequently to engage users. Once a user has
undertaken a trial of the offering, they should be further contacted to obtain feedback and
the opportunity should be used to convert the lead into revenue.

----- will also utilize search engine marketing campaigns to target potential users from nearby
region. This will include pay-per-click ad campaigns that target high search volume terms
relevant to the business to drive traffic to the Company’s website.

PPC (Pay-Per-Click Campaigns)

----- will also utilize search engine marketing campaigns to target potential clients. This will
include pay-per-click ad campaigns that target high search volume terms relevant to the
business to drive traffic to the Company’s website. We will analyse and opt for keywords that
effectively drive traffic to the website, enhancing the Company’s visibility on the market and
increasing the number of clients reaching out through its website.

Our PPC strategy will vary based on industry and geography.

29
C. Go to Market Strategy through online Platform

Options Proposed Action Plan Suggested Platforms/Channels

SEM (Search Engine • Focus on search engine platform to
Marketing) identify prospects (Google Ads,
Linkedin)
SEO • Strong keyword related to data
visualization and
• SEO for all search engines
Keywords to be used:
1. Predictive analytics
2. Data analytics in the BFSI
sector
3. Artificial intelligence
4. Data visualization
5. Big data
6. Data reporting
Target Region: USA, Dubai, Ireland,
South Africa
Search engine optimization (SEO) and
pay-per-click (PPC) ads support our
website/linkedin handle and our name
to get ranked in the search engine
results. Our preference is to stay
competitive on Google search engines.
SEO helps us remain competitive and
effective as a business entity in the
virtual market. We will develop our
Linkedin page using all the popular
methods that fulfill organic traffic
generation needs by using strong
content and keywords. Our website
will be optimized to rank on page one
in all popular search engines such as
Google, Yahoo, Bing, etc. This is a long-
term strategy as search engine
optimization (SEO) takes time with on-
site and off-site search engine
optimization techniques with regular
keyword updates, building backlinks,
and establish authority in the digital
information arena.

Impact Video • Company Introductory Video Whether we are looking for a way to
introduce our company on the Home
Page of our website or use on social
media as a recruitment tool, video
delivers our message quickly. Creating
just one video can provide us with a
marketing tool that website, in our
social media posts and emailed out in
our newsletter.
Online Publications • Online Ads/campaigns related with Target audience specific websites
(Media) pipeline construction, maintenance, Use existing website and customer
services base to promote product and services

Blogs on other • This will help us to enhance SEO Use our company website as a
websites related to strategy platform to promote our blogs:
BFSI industries • Blog with SEO and keywords
• Guest blogs on authority sites and Additional platform to promote
other bogs branding:

1. Linkedin
2. StumbleUpon
3. Digg
4. Reddit
5. Pinterest
6. Scoop.it

30
 Options Proposed Action Plan
Online Directories • List on online local startup and
small-scale companies
Online Associations • Identify online digital associations
related with data analytics industry
and join them to promote services
Social Media • Actively post on social media
Marketing platforms and engage with
followers/visitors
• Identify key benefits of all
ingredients and publish them on the
different social media platform
• Promote industry knowledge and
platform highlights
• Social industry insights
Linkedin, Instagram,
Twitter, Youtube
Newsletter Generate monthly newsletter to
highlight:
1. Updates on key projects
2. New acquisitions
3. Company level development
4. New partnerships
5. Overview on new services
Use https://mailchimp.com to set up a
newsletter
Social Media • Similar to web ads. However, these
Advertising/Targeted should be more campaign oriented
Advertising for tradeshows and industry events
Online Product • Covered under online directories
Review/Ecommerce but also have peer/external
Sites reviewers review the solution
• Ask customer feedback
• Build-in more user engagement in
the form of the user community,
forum etc. on the website.
Email Marketing • Use email marketing tools such as
Mailchimp
• Create relevant content about
various ingredients about our
services
Suggested Platforms/Channels
Platform will be used based on
geographies
Cross-selling:
Having a LinkedIn presence will help us
connect with decision-makers seeking
proposal submissions for large
projects. It will help us to build a great
referral network with vendors. The key
is to make sure your LinkedIn Profile
and Page is attention-getting,
informative and professional. Use the
posting of articles to establish our
company as a knowledgeable leader in
the industry.
Google and Twitter have tied up, which
is important because tweets could start
showing up in search results. So focus
on Twitter also as one of your social
media channels.
Newsletters are an amazing tool for
email marketing. Once a month is the
ideal base marketing schedule. Use a
newsletter to highlight projects we are
working on or have completed. Share
our community outreach and company
member highlights. Newsletters are
the perfect tool for introducing our
services and maintaining a relationship
with your existing customers.
Small and middle scale companies
According to the Econsultancy/Adestra
Email Marketing Industry Census 2014,
two-thirds of marketers (66%) state
that email delivers excellent or good
ROI, with 8% of businesses achieving
more than half of their sales through
31
 Options Proposed Action Plan Suggested Platforms/Channels
• Introduce our services to all our this channel. The great thing about
existing users email is that it's straightforward to
measure and track marketing ROI.
Online Publicity Connect with online publications to post
(Interviews, Q&A/interview
Evangelization)
Affiliate marketing • Focus on industry experts and
affiliate with them to promote the
service

Strategic Partnerships

We will explore strategic partnerships with

1. Banks
2. Airlines
3. Large Retail stores
4. Utility companies

The list of target companies will be divided in industry-wise.

Additionally, these strategic partnerships are expected to create a seamless referral process that
incentivizes the potential clients and businesses.

Go to Market What Suggested

Proposed Action Plan
Strategy methods/tools Platforms/Channels
Print Publications Print flyer to 1. Run print ads in data Short list the key print
handout, analytics industry related magazines based on
exhibition magazines Geography
2. Print ads and articles in
industry association
newsletters 1.

Tele sales/Cold HubSpot / Zoho Get leads from the contact

Calling / Salesforce / database to promote our
Other similar services
Customer
Relationship
Management
Platform
Existing Customer Phone call/email 1. Reach out to existing Trade shows:
Outreach/Demos customers to arrange A. Gartner Data & Analytics
company update Summit
presentations. We
B. Data Summit Connect
should focus on
highlighting new services (Database Trends and
such as consultancy Applications)
services. C. Alteryx Inspire
•

32
 Go to Market What Suggested
Proposed Action Plan
Strategy methods/tools Platforms/Channels
Trade Shows Target BFSI and • Target key CXO team and D. Marketing and Data
other industry decision-makers from list Analytics Conference West
specific of prospect companies E. Data 2021
conference/eve F. International Conference
nts in next one on Machine Learning and
year Data Mining
G. Real Business Intelligence
Conference

Partnerships: Spreading Signed partnership agreements in different countries to help in sales and
promoting ----- solutions efforts.

----- is currently having existing partnerships with the following companies:

Company Location About

ITG Holding Lebanon Information Technology Group (ITG) is a Lebanese holding company. We combine
an array of autonomous affiliates dedicated to providing a large portfolio of
solutions and services in the MENA region, in the areas of hardware, system
software, and application software, in addition to building automation and office
solutions. Being a highly diversified group, ITG’s professionals are specialized in
numerous technological fields and business sectors. Strong with our established
reputation, proven track-record, and solid partnerships with leaders in the ICT
industry, we can offer the full spectrum of solutions to most businesses, ranging
from office furniture to the full-fledged data center, in addition to Cloud-based
services. ITG derives additional strength and reach thanks to its affiliation with the
HOLCOM group of companies which has a 50-year history in diligently serving
clients in the EMEA region with its 5,700 professionals. For more info:
www.itgholding.com. ITG AFFILIATES are: 460 The Multimedia E-Store Allied
Computer Services Cirrus Ecosystem Image Systems IMS Interlink ITB Macshop
MDSL Mideast Energy Solutions (Offshore) Mideast Power Systems Midware Data
Systems PC DealNet PrimeWare SYSPRO TeleSupport International Xtreme
Logistics
MDSap UAE MDSap has a strong focus on banking and financial services, insurance, telco and
the government sectors. They are currently serving over 400 large organizations in
the emerging EMEA region.

Their major customer references are listed in the top 25 largest enterprises in each
respective country and regions such as Emirates NBD, ADIB, UAE Exchange, ADCB
and NBAD in UAE; SAMA, SAMBA, Riyadh Bank, Saudi Credit Bureau and SACO in
Saudi Arabia; KFH, NBK, SCB, Boubyan bank and Ministry of Education in Kuwait;
Ministry of Finance, TZ SKOK, mBank, Orange, Polkomtel and PGNiG in Poland; DHL,
KBC Banking Group, Komerční Banka, ERSTE in Czech; Orange, Postova Bank and
VUB Bank in Slovakia; Akbank, IsBank, Ministry of Finance and Yilport in Turkey.
Advanced Bahrain Advanced Financial Solutions (AFS) is a software & consulting company
Financial established in 2000 as a subsidiary of Midis Group, one of the largest technology
Solution AFS companies in the region.

33
 With over 20 years of proven track record, their objective is to be the partner of
choice for the implementation of Risk, Finance & Compliance solutions. To
achieve this high level of specialization, they are constantly investing in our
growing team of experts, forging international alliances with individuals or
companies with key knowledge and expertise, and exploring new opportunities to
maintain our leading position in the segments they cover.

Alternative Alternative International Management Services or “AIMS” is a consultancy services

International and is licensed by the Dubai Economic Department, Dubai, United Arab Emirates.
Management AIMS has a single ambition to be a boutique Islamic advisory partnership that
Services AIMS services the global Islamic finance market. AIMS is led by highly experienced and
reputable team of senior Islamic experts with proven track records who have
successfully established numerous Islamic initiatives around the world.
Presently, AIMS operates from its offices in Dubai and is also in the process of
establishing its presence in London and Kuala Lumpur to give it a global footprint
from these main and leading Islamic finance hubs.
AIMS focus to connect the Socially Responsible Investment, US$25 trillion industry
with the real economy and enhance the experience of customers using Islamic
finance.
AIMS aspire to draw upon its professionals and partner’s experience to service
its customers to add value to their overall business strategy. With extensive
knowledge of local, regional and international Islamic markets, AIMS can access the
key decision markers. Additionally, it can establish key strategic alliances and drawn
upon synergies of alliance partners to service all types customers.

FP Networth Lebanon FPn (FP netWorth) is a member of FP Consilium, a multi-family office. It was
incorporated in 2010 to answer specific consolidation and reporting needs for the
group’s clients and developed a proprietary owned web application for wealth
consolidation.

Deriving from the merger of the sectors of Finance and Information Technology, it
combines a team of professionals enjoying the values, principles and technical
skills of both industries.

As a full-fledged IT company, it interferes before, during or after a solution has

been provided. It aims to deliver the best possible reliable solutions to help clients
improve IT efficiency and business profitability.

Tie ups / Payment Companies: ----- actively strives to sign an agreement with payment
companies to sell cards, ATM, and POS modules through these companies to their clients.

34
Tie ups / Core Banking: As major data custodians to the banks, ----- is looking to work with
core banking solutions companies to integrate and sell our solution. The following potential
core banking systems where ----- is looking forward to build partnership with:

Company Credentials About

Temenos (T24) Over 3,000 Banks T24 is considered as The World’s #1 Banking Platform.
in 150 Countries  41 of top 50 banks run Temenos
Partner with  #1 best-selling core banking system in the IBS League Table
Temenos for the last 14 years
 $2 billion USD cumulative R&D investment 1990-2018
 330 successful deployments in 2019
 $19 trillion USD in assets managed by Temenos software

The Integrated ICBS runs in more The Integrated Computerized Banking System (ICBS) is a modular
Computerized than 50 banks in banking system owned by BML Istisharat, the software covering
Banking System Europe and the Branch, International and Back Office activities of a Bank. It includes
(ICBS) Middle East Retail, Wholesale, Corporate, Trade Finance and other functions. First
version was developed in 1978 upon the request of two North
American banks. It has been continuously updated since then to meet
new market requirements and technological changes.
ICBS is now available in two versions:
• Oracle / Windows
• IBM AS/400 (native).

----- benefits from partnership with core banking systems:

• Integrate with their core banking model

• Setup a revenue sharing model

Tie ups / Big 4: Combining the consulting and advisory part with tangible solution to implement
data transformation strategy as a real use case is definitely something appealing to the Big 4 and
other consulting firms. ----- is planning to sell its solution through these firms by recommending it
to their customers based on revenue sharing model

Firm Details

Deloitte With over 150 years of hard work and commitment to making a real difference
more than 225,000 people in 150 countries, providing audit, tax, legal, financial advisory, enterprise
risk, and consulting services.
PwC With offices in 158 countries and more than 236,000 people.
PwC firms provided services to 419 companies in the Fortune Global 500 and more than 100,000
entrepreneurial and private businesses FY17
EY 28 Regions are grouped under four geographic Areas: Americas; Europe, Middle East, India and
Africa (EMEIA); Asia-Pacific; and Japan
KPMG KPMG member firms can be found in 152 countries

35
D. Account Management Strategy
Go to Market Strategy
Assigned dedicated strategic
account manager territory and
industry wise
Existing user base
Create a comprehensive customer
profile
How do you target leads
(size/region/vertical/all)
How do you generate leads (contact
databases, marketing sources -
online, offline)
Do you source external
Lead/Contact Database e.g. LinkedIn •
Suggested
Proposed Action Plan
Platforms/Channels
• assign dedicated account Follow customer
managers who are separate from interactions through
sales and focus on strategic Customer Relationship
management. Management tools
(Salesforce, Zoho,
Hubspot)
• Allocate account managers to each
account
Investigate and assess the company's:
1. Business and markets
2. Goals and initiatives
3. Stakeholder roles and
responsibilities
4. Key decision-makers
5. Analyst reports
6. Competition
• Include lead analysis and We should start BFSI
qualification process. events, conferences
• Promote ----- as a brand from the local market
• Business unit wise marketing and expand to other
channels after six
Consider:
months.
• What are the organization's
1. Gartner Data & Analy
pain points?
tics Summit.
• Where do your needs or goals 2. Data Summit Connect
overlap and how can you help (Database Trends and
each other progress? Applications)
• Are there any problems 3. Alteryx Inspire
looming that you can 4. Marketing and Data
anticipate and address for Analytics
them? Conference West
• Access contact databases, contacts 5. Data 2021
from clients, industry directories 6. International Confere
• Scan competitor clients as nce on Machine
prospective leads. Learning
Jointly solicit leads from partners and Data Mining
and suppliers.
36

Go to Market Strategy
Is there a Referrals process
(Online/Offline)
Do you capture leads from online
sources e.g., product registrations,
demo registrations, contact forms,
etc.
How do you follow-up to convert
prospects to leads (promotion, free
trial, call, demo, appointments etc.
Use of Customer Relationship
Management (CRM) system
Suggested
Proposed Action Plan
Platforms/Channels
7. Real Business Intellig
ence Conference
• Join referrals programs available
with online publications and
directories from BFSI industries
• Get additional reference from
existing customers
• Attract userbase from banking
communities and networking
events
• Attract users from other digital
platforms such as online forums
and virtual events
• Sign-up website visitors for
ongoing engagement e.g. free
analyst reports, design letters,
etc.
• Set-up formal lead qualification Use Customer
and conversion process. Relationship
• Have an engagement plan such as Management (CRM) tools
a demo. More practical, a
Zoho, Salesforce,
demonstrable test
product/souvenir (more HubSpot to monitor the
expensive). user database
• Use appointment setting and
process to capture all feedback for
analysis and improvement.
• Set up Customer Relationship Use Customer
Management (CRM) process for Relationship
customer lifecycle from Management (CRM) tools
qualification, closure to ongoing
Zoho, Salesforce,
management and service.
HubSpot to monitor the
user database
37
E. Scorecard for account managers

38
 FINANCIAL SUMMARY
General assumption

Revenue Projections

1. Average ticket size for the licensing model is projected to start at USD 225 K for the first year and
reaches USD 325 K at year 5
2. Annual maintenance fees projected at 20% of licensing price of the deal. Market price is around
18% - 22%
3. Average ticket size for the recurring model is projected to start at USD 60K per annum for the first
year and reaches 80K at year 5
4. Implementation fees per project projected at USD 80K. The is the cost of around 6 months
implementation with an amount of USD 10K per month. The fees also projected to grow by 10%
year over year
5. The number of new banks on the next five years projected to be as following:

2022 2023 2024 2025 2026

Licensed banks 4 5 9 15 18
Recurring banks 1 9 15 24 29

Acquiring a total of 51 banks on the licensing model and 78 banks on the recurring model in the next 5
years can be achieved given that the company has the following:

1. Advanced and effective Innovative product

2. Proper sales and BD team
3. Reach and presence in the new markets
4. New partnerships and Tie-ups agreements with big firms in (banking software companies and
consulting firms)

Expenses Projections

1. The operating expenses projected to grow by 250%, 70%, 40 %, 30%, and 15% for the next 5 years.
2. There is considerable growth in the operating expenses in the first three years to accommodate
the expected growth plans of the company

NPV Projections

1. Exit value after five years project to be 8 multiples of the net profit in year 5
2. The discount rate used to discount the future cash flows (net profit) is 12% which entails for risk
free investment and other risk premiums of the company

39
FINANCIAL SUMMARY
General assumption

General Assumptions

Description 2022 2023 2024 2025 2026

Ticket Size - Licensing 225,000 225,000 250,000 300,000 325,000
AMC % 20% 20% 20% 20% 20%
Implementation Fees per 80,000 88,000 96,800 106,480 117,128
Project
Ticket Size - Recurring / Year 60,000 66,000 72,000 80,000 80,000
Other Revenues % of Total 8% 8% 8% 8% 8%
Revenues
Exit Value Multiple 8
Discount Rate 12%
Investor Share 20%
Expenses Growth % 250% 70% 40% 30% 15%
Accounts Receivable % 15% 10% 8% 5% 5%
Software (IP) Capitalization % 10% 10% 10% 10% 10%
Amortization % 5% 5% 5% 5% 5%
New Fixed Assets - 20% 20% 20% 20% 20%
Depreciation %
Partners Account Debt Pay 20% 20% 20% 20% 20%
Back %

Headcount Summary

Description 2022 2024 2025

Jordan Headcount 97 2021 (Carry Forward) 13
UAE Headcount 9 2022 44
Africa Headcount 8 2023 35
US Headcount 8 2024 26
Europe Headcount 8 2025 8
Total 130 2026 4

40
FINANCIAL SUMMARY

14,000,000

12,000,000

10,000,000 5.5 Mn
8,000,000 NET INCOME
6,000,000

4,000,000

2,000,000

0
2022 2023 2024 2025 2026
-2,000,000

Revenue Operating Expenses Profit

2022 2023 2024 2025 2026

Revenue 1,244,842 2,251,357 4,552,995 8,432,243 12,127,569
Operating Expenses - 1,900,436 3,419,077 4,758,002 5,441,116 6,276,168
Bottom Up
Depreciation & 1,07,584 144,455 173,410 224,363 252,619
Amortization
Net Income (763,177) (1,312,175) (378,417) 2,766,764 5,598,781

KEY DETAILS

Exit Value After 5 years 4,47,90,251

Company Value (Based on Net Income Projections) 2,56,30,547
Investment Share 51,26,109

41
 INCOME STATEMENT

2022 2023 2024 2025 2026

# Of New Entities 4 5 9 15 18
# Of New Entities - 1 9 15 24 29
Recurring
# Of Entities - Cumulative 12 26 50 89 136
Licensing Fees 675,000 747,500 1,400,000 2,550,000 2,897,500
Maintenance Fees 280,132 432,543 632,293 1,002,293 1,512,043
Implementation Fees 160,000 380,000 655,600 1,234,200 1,852,752
Recurring Fees 37,500 528,250 1,535,250 3,032,250 4,981,750
Other Revenues 92,211 163,063 329,851 613,499 883,524
Total Revenues 1,244,842 2,251,357 4,552,995 8,432,243 12,127,569

Payroll Expenses 1,505,600 2,934,192 4,126,959 4,878,604 5,395,332

Office Rent 91,483 119,200 131,460 159,033 189,035
Marketing and Advertising 70,000 76,100 91,600 110,600 139,600
Travel and 78,000 90,000 119,400 119,400 119,400
Accommodation
Research & Development 100,000 100,000 150,000 15,000 250,000
Other 55,352 99,585 138,583 158,479 182,801
Operating Expenses - 1,900,436 3,419,077 4,758,002 5,441,116 6,276,168
Bottom Up
Income before (655,594) (1,167,720) (205,007) 2,991,127 5,851,401
Depreciation &
Amortization
Depreciation & 1,07,584 144,455 173,410 224,363 252,619
Amortization
Net Income (763,177) (1,312,175) (378,417) 2,766,764 5,598,781

Revenue
14,000,000
12,127,569
in USD

12,000,000
10,000,000 8,432,243
8,000,000
6,000,000 4,552,995
4,000,000 2,251,357
2,000,000 1,244,842
0
Revenue
2022 2023 2024 2025 2026

42
BALANCE SHEET

2022 2023 2024 2025 2026

Current Assets
Cash & Cash Equivalents (1,263,114) (2,998,049) (3,920,842) (1,732,134) 3,264,181
Accounts Receivable 186,726 225,136 364,240 421,612 606,378
Other Current Assets 48,435 48,435 48,435 48,435 48,435
Total Current Assets (1,027,953) (2,724,478) (3,508,167) (1,262,087) 3,918,994
Non Current Assets
Fixed Asset 267,000 287,826 230,932 238,678 118,744
Intangible Assets 729,864 969,002 1,306,783 1,695,334 2,108,582
Total Non Current Assets 996,864 1,256,829 1,537,715 1,934,013 2,227,327
Total Assets (31,089) (1,467,650) (1,970,452) 671,925 6,146,321
Liabilities and Owners Equity
Current Liabilities
Account Payable 7,529 7,529 7,529 7,529 7,529
Unrealized revenues 47,974 47,974 47,974 47,974 47,974
Other Current liabilities 18,459 18,459 18,459 18,459 18,459
Total Current Liabilities 73,962 73,962 73,962 73,962 73,962
Loan - - - - -
Partners Accounts 497,544 373,158 248,772 124,386 -
Owner Equity
Capital 155,148 155,148 155,148 155,148 155,148
Retained Earnings (757,742) (2,069,917) (2,448,334) 318,430 5,917,211
Total Owners Equity (602,594) (1,914,769) (2,293,186) 473,578 6,072,359
Total Liabilities & Owners (31,089) (1,467,650) (1,970,452) 671,925 6,146,321
Equity

43
CASH FLOW

Cash Flow Statement 2022 2023 2024 2025 2026

Income Before Dep & Amort. (655,594) (1,167,720) (205,007) 2,991,127 5,851,401
Accounts Receivable (134,291) (38,409) (139,104) (57,373) (184,766)
Other Current Assets - - - - -
Fixed Asset (326,900) (111,000) (41,600) (132,800) (6,400)
Intangible Assets (150,560) (293,419) (412,696) (487,860) (539,533)
Account Payable - - - - -
Unrealized revenues - - - - -
Other Current liabilities - - - - -
Loan - - - - -
Partners Accounts (124,386) (124,386) (124,386) (124,386) (124,386)
Capital - - - - -
Change in Cash (1,391,731) (1,734,935) (922,793) 2,188,708 4,996,315
Beg. Cash 128,617 (1,263,114) (2,998,049) (3,920,842) (1,732,134)
Net Cash (1,263,114) (2,998,049) (3,920,842) (1,732,134) 3,264,181
Fixed Assets Schedules
Fixed Asset 2022 2023 2024 2025 2026
Fixed Asset, Cost 12,970 339,870 450,870 492,470 625,270
Fixed Asset, Additions 326,900 111,000 41,600 132,800 6,400
Fixed Asset, Net Cost 339,870 450,870 492,470 625,270 631,670
Fixed Asset, Depreciation 4,896 72,870 163,044 261,538 386,592
Beg.
Fixed Asset, Depreciation 67,974 90,174 98,494 125,054 126,334
Expense
Fixed Asset, Depreciation End 72,870 163,044 261,538 386,592 512,926
Net Fixed Asset 267,000 287,826 230,932 238,678 118,744
Intangible Assets
Intangible Assets, Cost 641,638 792,198 1,085,617 1,498,313 1,986,174
Intangible Assets, Additions 150,560 293,419 4,12,696 487,860 539,533
Intangible Assets, Net Cost 792,198 1085,617 1,498,313 1,986,174 2,525,707
Intangible Assets, Amort. 22,724 62,334 116,615 191,531 290,839
Beg.
Intangible Assets, Amort. 39,610 54,281 74,916 99,309 126,285
Expense
Intangible Assets, Amort. End 62,334 116,615 191,531 290,839 417,125
Net Intangible Assets 729,864 969,002 1,306,783 1,695,334 2,108,582

44
EXIT STRATEGY

It is the management’s intention to run this business until they are ready to retire. ----- is
targeting to achieve US $ 100 million of company with US $ 10 milion in revenue every year with
portfolio of more than 100 banks.

The success of the business will be monitored monthly in the first year and quarterly in
subsequent years. The management team is aware that it usually takes new businesses three
years to start turning a profit and that the business could operate at a loss during that time. The
investors will keep this in mind when evaluating the state of the business, and make adjustments,
when possible, to keep the business running with a positive cash flow.

In the event the proposed plan is not successful and based on the geography the management
will implement necessary measures to exit the business endeavor with minimal damage to the
owners and investors. All Intellectual property rights of product and software will be sold to cover
any outstanding debts if any. Any remaining debt will be paid by the owners in the form of
monthly payments until all debts are paid in full. Definitions of “successful” and time limits for
achieving milestones will be defined by founders.

Acceptable loss has been determined; if the business exceeds this amount and is unable to
compensate the owners, we will begin the process of closing the business and paying back debt.

45
 Annexure

A. Detail description of Payroll Projections (in USD)

Monthly
Role Hiring Country Salary 2022 2023 2024 2025 2026
Total Operating Expenses - USD 1,900,436 3,419,077 4,758,002 5,441,116 6,276,168
Total Payroll Expenses - USD 1,505,600 2,934,192 4,126,959 4,878,604 5,395,332

CEO Salary Existing Jordan 20,000 240,000 259,200 279,936 302,331 326,517

Existing Staff Existing Jordan 21,000 252,000 272,160 293,933 317,447 342,843

Managing Partner New UAE 20,000 - 160,000 259,200 279,936 302,331

Personal Assistant New Jordan 1,500 12,000 19,440 20,995 22,675 24,489
Chief Strategy and
Innovation Officer New Jordan 7,000 56,000 90,720 97,978 105,816 114,281
Product Manager -
Insurance New - - - - -

Product Manager - Retail New - - - - -

Product Manager -
Manufacturing New - - - - -
Product Manager -
Telecom New - - - - -

Data Scientist New Jordan 2,500 20,000 32,400 34,992 37,791 40,815

Data Scientist New Jordan 2,500 - 20,000 32,400 34,992 37,791

Financial Analyst New Jordan 2,500 20,000 32,400 34,992 37,791 40,815

Financial Analyst New Jordan 2,500 - 20,000 32,400 34,992 37,791

Customer Experience
Specialist New Jordan 3,500 - - - 28,000 45,360
Research & Development
Officer New Jordan 1,400 - - - 11,200 18,144
Sales & Business
Development Manager New Jordan 5,000 40,000 64,800 69,984 75,583 81,629
Sales & Business
Development Manager New UAE 11,000 88,000 142,560 153,965 166,282 179,585
Sales & Business
Development Manager New Africa 5,500 - 44,000 71,280 76,982 83,141
Sales & Business
Development Manager New US 10,000 - - 80,000 129,600 139,968
Sales & Business
Development Manager New Europe 6,000 - - 48,000 77,760 83,981
Sales & Business
Development Officer New Jordan 2,000 - 16,000 25,920 27,994 30,233

46
 Monthly
Role Hiring Country Salary 2022 2023 2024 2025 2026
Sales & Business
Development Officer New UAE 4,000 - 32,000 51,840 55,987 60,466
Sales & Business
Development Officer New Africa 2,000 - - 16,000 25,920 27,994
Sales & Business
Development Officer New US 4,000 - - 32,000 51,840 55,987
Sales & Business
Development Officer New Europe 2,500 - - 20,000 32,400 34,992

Chief Marketing Officer New Jordan 5,000 40,000 64,800 69,984 75,583 81,629

Marketing Officer New Jordan 1,500 12,000 19,440 20,995 22,675 24,489

Digital Marketing Officer New Jordan 1,500 12,000 19,440 20,995 22,675 24,489

Marketing Designer New Jordan 1,500 12,000 19,440 20,995 22,675 24,489
Communication
Specialist New Jordan 2,500 - 20,000 32,400 34,992 37,791

Website Content Officer New Jordan 1,500 12,000 19,440 20,995 22,675 24,489

Copywriter Specialist New Jordan 2,000 - - 16,000 25,920 27,994

Chief Technology Officer New Jordan 7,000 56,000 90,720 97,978 105,816 114,281

Solution Architect New Jordan 3,500 28,000 45,360 48,989 52,908 57,141

Cloud Solution Architect New Jordan 3,500 28,000 45,360 48,989 52,908 57,141

Senior DWH Engineer New Jordan 3,500 28,000 45,360 48,989 52,908 57,141

DWH Engineer New Jordan 2,500 - - 20,000 32,400 34,992

Head Of Software
Department New Jordan 5,000 40,000 64,800 69,984 75,583 81,629
Development Team
Leader (Back End) New Jordan 3,000 - 24,000 38,880 41,990 45,350

Sr. Developer (Back End) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Sr. Developer (Back End) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Sr. Developer (Back End) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Developer (Back End) New Jordan 1,500 12,000 19,440 20,995 22,675 24,489

Developer (Back End) New Jordan 1,500 - 12,000 19,440 20,995 22,675

Developer (Back End) New Jordan 1,500 - 12,000 19,440 20,995 22,675
Development Team
Leader (Front End) New Jordan 3,000 - 24,000 38,880 41,990 45,350

Sr. Developer (Front End) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Sr. Developer (Front End) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Sr. Developer (Front End) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Developer (Front End) New Jordan 1,500 12,000 19,440 20,995 22,675 24,489

47
 Monthly
Role Hiring Country Salary 2022 2023 2024 2025 2026

Developer (Front End) New Jordan 1,500 - 12,000 19,440 20,995 22,675

Developer (Front End) New Jordan 1,500 - 12,000 19,440 20,995 22,675
Development Team
Leader (ETL
Programming) New Jordan 3,000 - 24,000 38,880 41,990 45,350
Sr. Developer (ETL
Programming) New Jordan 2,250 18,000 29,160 31,493 34,012 36,733
Developer (ETL
Programming) New Jordan 1,500 - 12,000 19,440 20,995 22,675
Developer (ETL
Programming) New Jordan 1,500 - 12,000 19,440 20,995 22,675
Quality Assurance
Manager New Jordan 3,000 24,000 38,880 41,990 45,350 48,978

Quality Assurance Officer New Jordan 1,400 11,200 18,144 19,596 21,163 22,856

Quality Assurance Officer New Jordan 1,400 - 11,200 18,144 19,596 21,163

Quality Control Officer New Jordan 1,400 11,200 18,144 19,596 21,163 22,856

Quality Control Officer New Jordan 1,400 - 11,200 18,144 19,596 21,163

Documentation Manager New Jordan 2,000 16,000 25,920 27,994 30,233 32,652

Documentation Officer New Jordan 1,000 - 8,000 12,960 13,997 15,117

DevOps Manager New Jordan 3,000 24,000 38,880 41,990 45,350 48,978

Software Designer New Jordan 1,500 - 12,000 19,440 20,995 22,675

Business Analyst New Jordan 2,250 18,000 29,160 31,493 34,012 36,733

Business Analyst New Jordan 2,250 - 18,000 29,160 31,493 34,012

Business Analyst New Jordan 2,250 - - 18,000 29,160 31,493

Power BI Developer New Jordan 2,000 16,000 25,920 27,994 30,233 32,652

OLAP Developer New Jordan 2,000 - 16,000 25,920 27,994 30,233

Head of Solution
Implementation &
Delivery New Jordan 5,000 40,000 64,800 69,984 75,583 81,629

Head of PMO New Jordan 3,500 28,000 45,360 48,989 52,908 57,141

Project Manager New Jordan 2,200 - 17,600 28,512 30,793 33,256

Project Manager New Jordan 2,200 - - 17,600 28,512 30,793

Project Manager New UAE 2,200 - 17,600 28,512 30,793 33,256

Project Manager New Africa 2,200 - - 17,600 28,512 30,793

Project Manager New US 2,200 - - - 17,600 28,512

Project Manager New Europe 2,200 - - - 17,600 28,512

Sr. Data Integration
Manager New Jordan 3,000 - 24,000 38,880 41,990 45,350

48
 Monthly
Role Hiring Country Salary 2022 2023 2024 2025 2026
Sr. Data Integration
Officer New Jordan 1,400 11,200 18,144 19,596 21,163 22,856
Sr. Data Integration
Officer New Jordan 1,400 11,200 18,144 19,596 21,163 22,856
Sr. Data Integration
Officer New UAE 2,500 - 20,000 32,400 34,992 37,791
Sr. Data Integration
Officer New UAE 2,500 - - 20,000 32,400 34,992
Sr. Data Integration
Officer New Africa 1,400 - - 11,200 18,144 19,596
Sr. Data Integration
Officer New Africa 1,400 - - - 11,200 18,144
Sr. Data Integration
Officer New US 2,500 - - 20,000 32,400 34,992
Sr. Data Integration
Officer New US 2,500 - - 20,000 32,400 34,992
Sr. Data Integration
Officer New Europe 2,000 - - 16,000 25,920 27,994
Sr. Data Integration
Officer New Europe 2,000 - - 16,000 25,920 27,994
Solution Delivery
Manager New Jordan 3,500 28,000 45,360 48,989 52,908 57,141

Solution Delivery Officer New Jordan 2,500 20,000 32,400 34,992 37,791 40,815

Solution Delivery Officer New UAE 6,500 52,000 84,240 90,979 98,258 106,118

Solution Delivery Officer New Africa 2,500 - 20,000 32,400 34,992 37,791

Solution Delivery Officer New US 4,500 - - 36,000 58,320 62,986

Solution Delivery Officer New Europe 3,500 - - 28,000 45,360 48,989

Customer Support
Manager New Jordan 3,500 - 28,000 45,360 48,989 52,908
Sr. Customer Support
Officer New Jordan 2,250 - 18,000 29,160 31,493 34,012
Sr. Customer Support
Officer New Jordan 2,250 - - 18,000 29,160 31,493
Sr. Customer Support
Officer New Jordan 2,250 - - - 18,000 29,160
Sr. Customer Support
Officer New Jordan 2,250 - - - - 18,000
Sr. Customer Support
Officer New Jordan 2,250 - - - - 18,000

Customer Support Officer New Jordan 1,400 - - 11,200 18,144 19,596

Customer Support Officer New Jordan 1,400 - - - 11,200 18,144

Customer Support Officer New Jordan 1,400 - - - 11,200 18,144

Customer Support Officer New Jordan 1,400 - - - - 11,200

Customer Support Officer New Jordan 1,400 - - - - 11,200

IT Administrator New Jordan 2,000 - 16,000 25,920 27,994 30,233

HR Manager New Jordan 2,500 20,000 32,400 34,992 37,791 40,815

49
 Monthly
Role Hiring Country Salary 2022 2023 2024 2025 2026

HR Officer New Jordan 1,200 - - 9,600 15,552 16,796

Recruitment Officer New Jordan 1,500 - 12,000 19,440 20,995 22,675

Travel Coordinator New Jordan 1,000 8,000 12,960 13,997 15,117 16,326

Finance Manager New Jordan 3,000 - 24,000 38,880 41,990 45,350

Financial Controller New Jordan 1,500 - - 12,000 19,440 20,995

Receptionist New Jordan 800 6,400 10,368 11,197 12,093 13,061

Receptionist New UAE 2,500 - 20,000 32,400 34,992 37,791

Receptionist New Africa 800 - 6,400 10,368 11,197 12,093

Receptionist New US 2,000 - - 16,000 25,920 27,994

Receptionist New Europe 1,500 - - 12,000 19,440 20,995

Office Boy New Jordan 600 4,800 7,776 8,398 9,070 9,796

Office Boy New UAE 1,200 9,600 15,552 16,796 18,140 19,591

Office Boy New Africa 600 - 4,800 7,776 8,398 9,070

Office Boy New US 1,000 - - 8,000 12,960 13,997

Office Boy New Europe 1,000 - - 8,000 12,960 13,997

Total 1,505,600 2,934,192 4,126,959 4,878,604 5,395,332

#of Employees 57 92 118 126 130

#of New Employees 44 35 26 8 4

50
B. Fixed Asset projection

PROJECTIONS ( in USD)
2022 2023 2024 2025 2026

New Fixed Assets - USD 326,900 111,000 41,600 132,800 6,400

Country
Furniture & Fixture UAE 73,000 - - - -
Furniture & Fixture Jordan 177,500 - - - -
Furniture & Fixture Africa TBD - 30,000 - - -
Furniture & Fixture Europe - - - 60,000 -
Furniture & Fixture US - - - 60,000 -
Hardware Equipment Jordan 54,400 38,500 28,600 8,800 4,400
Software Jordan 22,000 17,500 13,000 4,000 2,000
Vehicles Jordan - 25,000 - - -

Total 326,900 111,000 41,600 132,800 6,400

51
 C. Revenue Projection

Bottom Up Projections
2022 2023 2024 2025 2026
# Of New Entities 4 5 9 15 18
# Of New Entities - Recurring 1 9 15 24 29
# Of Entities - Cumulative 12 26 50 89 136

Licensing Fees 675,000 747,500 1,400,000 2,550,000 2,897,500

Maintenance Fees 280,132 432,543 632,293 1,002,293 1,512,043
Implementation Fees 160,000 380,000 655,600 1,234,200 1,852,752
Recurring Fees 37,500 528,250 1,535,250 3,032,250 4,981,750
Other Revenues 92,211 163,063 329,851 613,499 883,524

Total Revenues 1,244,842 2,251,357 4,552,995 8,432,243 12,127,569

Licensing Cost ( in USD)

Pricing
Banking Products Factor 2022 2023 2024 2025 2026

----- Full Solution 100% 450,000 450,000 750,000 1,500,000 1,625,000

----- Data Modeling, ETL, and KPIs 40% - - - - -
----- AI Use Cases System 30% - - - - -
Credit Card Module 8% - - - - -
Branch 360 Module 30% - - - - -

Retail Banking System 50% 225,000 225,000 500,000 750,000 812,500

Risk Analytics System 13% - - - - -
Banking Service Quality Performance
Analytics 25% - - - - -

Retail Sales Budgeting System 10% - 22,500 50,000 150,000 260,000

Total 675,000 697,500 1,300,000 2,400,000 2,697,500

Other Products' Revenues

----- Full Solution - Insurance 100,000 - - - - -

----- Full Solution - Retail 90,000 - - - - -

----- Full Solution - Manufacturing 80,000 - - - - -

----- Full Solution - Telecom 200,000 - - - - -

Banking Benchmarking System 10,000 - - - - -

----- Academy Training 1,000 - 50,000 100,000 150,000 200,000

Total - 50,000 100,000 150,000 200,000

Grand Total 675,000 747,500 1,400,000 2,550,000 2,897,500

52
 Maintenance Fees ( in USD)
Banking Products 2022 2023 2024 2025 2026

----- Full Solution 232,882 385,293 505,293 730,293 1,042,793

----- Data Modeling, ETL, and KPIs - - - - -
----- AI Use Cases System - - - - -
Credit Card Module - - - - -
Branch 360 Module - - - - -

Retail Banking System 45,000 45,000 117,500 242,500 398,750

Risk Analytics System - - - - -
Banking Service Quality Performance
Analytics - - - - -

Retail Sales Budgeting System 2,250 2,250 9,500 29,500 70,500

Total 280,132 432,543 632,293 1,002,293 1,512,043

Other Products' Revenues
----- Full Solution - Insurance - - - - -
----- Full Solution - Retail - - - - -
----- Full Solution - Manufacturing - - - - -
----- Full Solution - Telecom - - - - -
Banking Benchmarking System - - - - -
----- Academy Training - - - - -
Total - - - - -

Grand Total 280,132 432,543 632,293 1,002,293 1,512,043

53
 Implementation Charges ( in USD)
Banking Products 2022 2023 2024 2025 2026

----- Full Solution 80,000 168,000 233,200 411,400 559,020

----- Data Modeling, ETL, and KPIs - - - - -
----- AI Use Cases System - - - - -
Credit Card Module - - - - -
Branch 360 Module - - - - -

Retail Banking System 80,000 168,000 281,600 459,800 559,020

Risk Analytics System - - - - -
Banking Service Quality Performance
Analytics - - - - -

Retail Sales Budgeting System - 44,000 140,800 363,000 734,712

Total 160,000 380,000 655,600 1,234,200 1,852,752

Other Products' Revenues
----- Full Solution - Insurance - - - - -
----- Full Solution - Retail - - - - -
----- Full Solution - Manufacturing - - - - -
----- Full Solution - Telecom - - - - -
Banking Benchmarking System - - - - -
----- Academy Training - - - - -
Total - - - - -

Grand Total 160,000 380,000 655,600 1,234,200 1,852,752

Recurring Model( in USD)

Banking Products 2022 2023 2024 2025 2026
----- Full Solution - - - - -
----- Data Modeling, ETL, and KPIs - - - - -

----- AI Use Cases System 37,500 187,500 450,000 787,500 1,162,500

Credit Card Module - 27,000 99,000 216,000 378,000

Branch 360 Module - 33,750 101,250 168,750 236,250

Retail Banking System - - - - -

Risk Analytics System - 30,000 105,000 225,000 420,000

Banking Service Quality Performance
Analytics - - 30,000 135,000 285,000
Retail Sales Budgeting System - - - - -

Total 37,500 278,250 785,250 1,532,250 2,481,750

Other Products' Revenues
----- Full Solution - Insurance - - - - -

54
----- Full Solution - Retail - - - - -
----- Full Solution - Manufacturing - - - - -
----- Full Solution - Telecom - - - - -

Banking Benchmarking System - 250,000 750,000 1,500,000 2,500,000

----- Academy Training - - - - -

Total - 250,000 750,000 1,500,000 2,500,000

Grand Total 37,500 528,250 1,535,250 3,032,250 4,981,750

Professional Services & Consulting (in USD)

Banking Products 2022 2023 2024 2025 2026

----- Full Solution 61,031 80,263 119,079 211,335 258,145

----- Data Modeling, ETL, and KPIs - - - - -

----- AI Use Cases System 3,000 15,000 36,000 63,000 93,000

Credit Card Module - 2,160 7,920 17,280 30,240

Branch 360 Module - 2,700 8,100 13,500 18,900

Retail Banking System 28,000 35,040 71,928 116,184 141,622

Risk Analytics System - 2,400 8,400 18,000 33,600

Banking Service Quality Performance
Analytics - - 2,400 10,800 22,800

Retail Sales Budgeting System 180 5,500 16,024 43,400 85,217

Total 92,211 143,063 269,851 493,499 683,524

Other Products' Revenues
----- Full Solution - Insurance - - - - -
----- Full Solution - Retail - - - - -
----- Full Solution - Manufacturing - - - - -
----- Full Solution - Telecom - - - - -

Banking Benchmarking System - 20,000 60,000 120,000 200,000

----- Academy Training - - - - -

Total - 20,000 60,000 120,000 200,000

Grand Total 92,211 163,063 329,851 613,499 883,524

55
D. Marketing Expenses

PROJECTIONS (in USD)

2022 2023 2024 2025 2026

Marketing & Advertising - USD 70,000 76,100 91,600 110,600 139,600

Sales & Marketing
Online Marketing
Digital Campaigns
Press Releases and Magazines
Subscriptions 3,000 3,000 5,000 7,000 10,000

Webinars 2,000 2,000 4,000 5,000 6,000

Corporate Videos (20 videos) 4,000 6,000 8,000 10,000 12,000

Social Media Awareness Campaign
(Twitter, Linkedin, etc..) 2,500 3,500 5,000 7,000 10,000
Website Revamp and Enrichment
(Design, Development, and Content) 8,000 1,600 1,600 1,600 1,600

Total Online Marketing 19,500 16,100 23,600 30,600 39,600

Offline Marketing
Roadshow events with the banks in the
MENA Region 20,000 40,000 40,000 40,000 40,000
Conferences (Exhibitions min 2 per
Year) 12,000 12,000 18,000 25,000 35,000
Sponsorship of Banking and Fintech
Events (1-2 events) 5,000 8,000 10,000 15,000 25,000

Total Offline Marketing 37,000 60,000 68,000 80,000 100,000

Other

Case Study (2 per year) 7,000 8,000 8,000 10,000 10,000

Giveaway and printing gifts 3,000 5,000 7,000 8,000 10,000

Search Engine Optimization (SEO) 3,500 3,500 3,500 3,500 3,500

Total Other 13,500 16,500 18,500 21,500 23,500

Total 70,000 76,100 91,600 110,600 139,600

56
E. Travelling Expenses

PROJECTIONS ( In USD)
2022 2023 2024 2025 2026
Travel & Accommodation Expenses -
USD 78,000 90,000 119,400 119,400 119,400
CEO Traveling

# of Trips 40 40 44 44 44

Average Price of Ticket 1,200 1,200 1,200 1,200 1,200

Cost of Tickets 48,000 48,000 52,800 52,800 52,800

Average Price per Night at Hotel 150 150 150 150 150

Average # of Days per trip 2 2 2 2 2

Accommodation Cost 6,000 6,000 6,600 6,600 6,600

Per Diem Cost Per Day $ - - - - -

Per Diem Cost $ - - - - -

Total 54,000 54,000 59,400 59,400 59,400

Staff Traveling

# of Trips 24 36 60 60 60

Average Price of Ticket 500 500 500 500 500

Cost of Tickets 12,000 18,000 30,000 30,000 30,000

Average # of Days per trip 2 2 2 2 2

Average Price per Night at Hotel 150 150 150 150 150

Accommodation Cost 7,200 10,800 18,000 18,000 18,000

Per Diem Cost Per Day $ 100 100 100 100 100

Per Diem Cost $ 4,800 7,200 12,000 12,000 12,000

Total 24,000 36,000 60,000 60,000 60,000

Grand Total 78,000 90,000 119,400 119,400 119,400

57