new bussiness plan

Business Plan to Start
IT Company, named:
T3 (T-CUBE) TECH SOLUTIONS CONSULTING
For Development Bank of Ethiopia

November 13, 2023
November 13, 2023
T3 (T-CUBE) TECH SOLUTIONS CONSULTING 1

Development Bank of Ethiopia
Subject: Submission of Business Plan to start an IT company
Sir,
With due respect, this is to inform you that as a part of our Business & summer camp
participation, we have prepared a business plan to start an IT company, named, “T3 (T-CUBE)
TECH SOLUTIONS CONSULTING”.
According to the development bank direction, we have already completed the plan and you are
aware of that. Now the documentation of the said business plan is submitted here by for your
kind consideration.
Sincerely yours,
Group member

List of Figures
(1) Use Case Diagram :

(2) Activity Diagram :
(3) Swimlane Diagram :
(4) Data Flow Diagram :
Table of Contents
T3 (T-CUBE) TECH SOLUTIONS CONSULTING....................................Error! Bookmark not defined.
Acknowledgement.......................................................................................................................................2

List of Figures...............................................................................................................................................3
Executive Summary.................................................................................................................................7
1.0 Introduction....................................................................................................................................7.
1.1 Objectives..........................................................................................................................................8
1.2 Mission..............................................................................................................................................8
1.3 Keys to Success.................................................................................................................................8
2.0 Company Summary...............................................................................................................................9
2.1 Company Ownership.........................................................................................................................9
2.2 Start-up Summary..............................................................................................................................9
2.3 Company Locations and Facilities...................................................................................................11
3.0 Products and Services..........................................................................................................................11
3.1 Sales Literature................................................................................................................................12
3.2 Product and Service Description......................................................................................................12
3.2.1 Hardware Products to be Offered..............................................................................................12
3.2.2 Software Product offerings.......................................................................................................13
3.2.3 Service Products.......................................................................................................................13
3.2.4 Professional Services................................................................................................................13
3.3 Competitive Comparison.................................................................................................................14
3.4 Technology......................................................................................................................................14
3.5 Service and Support.........................................................................................................................15
3.6 Future Products and Services...........................................................................................................15
3.7 Fulfillment.......................................................................................................................................16
4.0 Market Analysis Summary...................................................................................................................16
4.1 Market Segmentation.......................................................................................................................16
Legend: CAGR = Compound Annual Growth Rate, SOHO = Small Office and Home Office.............18
4.2 Target Market Segment Strategy.....................................................................................................18
4.2.1 Market Trends...........................................................................................................................18
4.2.2 Market Growth.........................................................................................................................19
4.2.3 Market Needs............................................................................................................................19
4.3 Service Business Analysis...............................................................................................................20
4.3.1 Competition and Buying Patterns.............................................................................................20

4.3.2 Distributing a Service...............................................................................................................21
4.3.3 Main Competitors.....................................................................................................................21
4.3.4 Business Participants................................................................................................................21
5.0 Strategy and Implementation Summary..............................................................................................23
5.1 Competitive Edge............................................................................................................................23
5.2 Strategy Pyramid.............................................................................................................................24
5.3 Value Proposition............................................................................................................................24
5.4 Sales Strategy..................................................................................................................................24
5.4.1 Sales Forecast...........................................................................................................................25
5.5 Milestones.......................................................................................................................................27
5.6 Marketing Strategy..........................................................................................................................28
5.6.1 Sales Programs.........................................................................................................................28
5.6.2 Positioning Statement...............................................................................................................28
5.6.3 Pricing Strategy........................................................................................................................29
5.6.4 Promotion Strategy...................................................................................................................29
5.6.5 Distribution Strategy.................................................................................................................30
5.6.6 Marketing Programs.................................................................................................................30
5.7 Strategic Alliances...........................................................................................................................30
6.0 Management Summary.......................................................................................................................31
6.1 Organizational Structure..................................................................................................................31
6.2 Personnel Plan.................................................................................................................................31
6.3 Management Team..........................................................................................................................33
6.4 Management Team Gaps.................................................................................................................33
7.0 Financial Plan.......................................................................................................................................34
7.1 Important Assumptions....................................................................................................................34
7.2 Key Financial Indicators..................................................................................................................35
7.3 Break-even Analysis........................................................................................................................36
7.4 Projected Profit and Loss.................................................................................................................37
7.5 Projected Cash Flow........................................................................................................................41
7.6 Projected Balance Sheet..................................................................................................................43
7.7 Business Ratios................................................................................................................................44

8.0 Conclusion and Scope of Future Work:................................................................................................45
9.0 References...........................................................................................................................................46
10.0 Appendix............................................................................................................................................47
Executive Summary
T3 (T-Cube) Tech Solutions and Consulting, is an IT tech startup that will specialize in offering
web based software development and consultancy service by using software as a service (SaaS)

platform. The business will be based its location in Diredawa administrative city – Diredawa city
and we were able to secure a well – positioned and standard office facility.
T3 (T-Cube) Tech Solutions and Consulting, is a client – focused and result driven IT tech
startup company that is into aplication software, consulting, software and hardware maintenance,
networking configuring and installation and other software development. We will provide
desktop and web based software development services, and consultancy including system
support at an affordable fee that will not, in any way put a hole in the pocket of our clients. We
will offer standard and professional services to all to our clients.
At T3 (T-Cube) Tech Solutions and Consulting., our client’s best interest would always come
first, and everything we do is guided by our values and professional ethics. We will ensure that
our group members are all professionals who are experienced in the business analytics and
enterprise software publishing industry in general.
T3 (T-Cube) Tech Solutions and Consulting., will at all times demonstrate its commitment to
sustainability, both individually and as a firm, by actively participating in our communities and
integrating sustainable business practices wherever possible. We will ensure that we hold
ourselves accountable to the highest standards by meeting our client’s needs precisely and
completely.
Our plan is to position the business to become the leading brand in software as a service (SaaS)
platform software production and consulting business in the whole of Ethiopia, and to be
amongst the top 10 IT tech startup companies in the Addis Ababa within the first 8 years of
operation. This might look too tall a dream but we are optimistic that this will surely be realized.
T3 (T-Cube) Tech Solutions and Consulting, will be owned and managed by group of 15
member. Every group member minimum has a Bachelor of Technology and TVET graduate. Our
group member have COC certified and has over 5 years’ experience working in related industry
as a senior software engineer prior to starting T3 (T-Cube) Tech Solutions and Consulting.
By focusing on the strengths, the key customers and the underlying values we need, T3 (T-Cube)
Tech Solutions and Consulting will increase sales steadily in its first three years, while also
maintaining the gross margin on sales, with a focus on cash management and working capital.
This business plan leads the way. It renews our vision and strategic focus: adding value to our
target market segments and reinforcing our ties with businesses in our local markets. It also
provides the step-by-step plan for improving our sales, gross margin and profitability.
This plan includes our company profile, products and services, market focus, action plans and
forecasts, management team and the financial plan.

Figure # 1: Highlights.
1.1 Objectives
 Achieve healthy earnings in the first year of software product and consultancy
service selling
 Maintain a midrange gross margin throughout the entire software production and
consultancy service operation
 Increase sales and service modestly but steadily in the second and third years of
service operation
1.2 Mission
 Our vision is to build an IT tech startup company that will be among the forerunners
when it comes to offering software development, consultancy by using software as a
service (SaaS) platform) in the world.
 Our mission is as an IT tech startup with bias in software development, consultancy by
using software as a service (SaaS) platform) is to help a wide range of clients develop
customized software that will help them simplify their businesses and operations.

1.3 Keys to Success
The keys to our success are:
(1) Building and maintaining strategic alliances with our producers and other industry
related business partners,
(2) Adopting a customer- and market-focused sales and marketing standard, and
(3) Managing the business by implementing and consistently measuring and adjusting the
fundamentals of a Balanced Record:
 Financial Goals vs. Results

 Internal Business Process Goals vs. Results
 Employee Learning and Growth Goals vs. Results
 Customer Satisfaction Goals vs. Results
2.0 Company Summary
T3 (T-Cube) Tech Solutions and Consulting will primarily sell, configure, maintain and
upgrading service of developed application software with a focus on the entire cities of Ethiopia
considering TVET college including Addis Ababa and Diredawa city administration and any
related business community.
2.1 Company Ownership
T3 (T-Cube) Tech Solutions and Consulting, will be privately owned by group business initially,
there will be 15 members and all will own equal shares in the company. New employees will be
given the opportunity to be a part of the Employee Stock Ownership Plan (ESOP) after a suitable
trial period.

2.2 Start-up Summary
Our start-up costs will be ETB 2,771,750.00, which includes ETB 1,171,750.00 for securing an
existing operation whose primary business has been the software production sale and
consultancy service of computer business appliances (software product and consultancy service
etc.) and has operated as a part of the office equipment industry.
The remainder of the funds will be used for:

(1) Initial Inventory : ETB 600,000.00
(2) Initial Capitalization : ETB 1,171,750.00
(3) Legal, Insurance, Rent & Others : ETB 801,750.00
The start-up funding will be financed by loan, and arranged through a Development Bank of
Ethiopia that is supporting small business to grow. Start-up assumptions are shown in the
following table and chart.
1,600,000
1,171,750.
600,000.
0.00
Figure # 2: Start-up.

Table # 1: Start-up Requirements
Start-up Expenses
One-time expenses
Security Deposit 40,000.00
Office Equipment 125,000.00
Licenses and Permits 20,000.00
Research Expenses 40,000.00
Technology and Software 35,000.00
Equipment and supplies 110,000.00
Total One-time expenses 370,000.00
Ongoing Expenses
Marketing 13,500.00
Payroll 47,750.00
Insurance: 55,000.00
Licensing 50,000.00
Stationery 2,000.00
Brochures 5,000.00
Utilities 11,000.00
Consultants 10,500.00
Rent 17,000.00
Software & IT (Web) 140,000.00
Computers or other tech equipment 450,000.00
Total Ongoing Expenses 801,750.00
Total Start-up Expenses (A) 1,171,750.00
Start-up Assets
Cash Required 400,000.00
Start-up Inventory 200,000.00
Other Current Assets 0.00
Long-term Assets 0.00
Total Assets (B) 600,000.00
Total Requirements (A + B) 1,771,750.00
2.3 Company Locations and Facilities
Initially, we will rent a space at Diredawa city administration to commence our business.

3.0 Products and Services
T3 (T-Cube) Tech Solutions and Consulting, Inc. is going to offer varieties of services within the
scope of the business analytics and enterprise software publishing industry in the Ethiopia.
We are well prepared to make profits from the industry and we will do all that is permitted by the
law in the Ethiopia to achieve our business goals, aim and ambition. Our business offerings are
listed below;
 ICT consulting and advisory services

 Software design, development, and implementation services
 Website design, development and hosting services
 Approving ICT infrastructure and network specification
 Computer system installation, configuration and maintenance services
 Network infrastructure installation, configuration and maintenance services
 On-site and remote ICT solution technical support service
 ICT related research and development service for business solution
3.1 Sales Literature
Copies of our service product and sales literature are attached as appendices. Of course, one of
our first tasks will be to change the message of our literature to make sure we are selling the
company, rather than the product.
3.2 Product and Service Description
T3 (T-Cube) Tech Solutions and Consulting, will market and sell brand name business
information distribution systems and offer technical service and support for these products, and
the consulting service that can be used by customer.
After researching our various companies’ offerings and evaluating our core competencies, we
will focus our marketing and sales efforts around the digital products offered by federal
government policy and direction accordingly. As we continue to transition the company into the

digital marketplace and support center, we will form alliances with additional IT companies and
suppliers who can round out our product and services line.
3.2.1 ICT consulting and advisory services
ICT consulting services are advisory services that help clients assess different technology
strategies and, in doing so, align their technology strategies with their business or process
strategies. These services support customers’ IT initiatives by providing strategic,
architectural, and operational and implementation planning. Strategic planning includes
advisory services that help clients assess their IT needs and formulate system implementation
plans. Architecture planning includes advisory services that combine strategic plans and
knowledge of emerging technologies to create the logical design of the system and the
supporting infrastructure to meet customer requirements. Operational
assessment/benchmarking include services that assess the operating efficiency and capacity
of a client’s IT environment. Implementation planning includes services aimed at advising
customers on the rollout and testing of new solution deployments.
3.2.2 Software design, development, and implementation services
Software design and development service encompasses a collection of processes and

methodologies. Developers have a lot to manage and will need guidance on how to handle
different tasks and projects. Brush up on everything from web based manament software app-
dev. approaches such as low code, test- and model-driven development, code refactoring and
management practices.
3.2.3 Website design, development and hosting services
Web design and development is an umbrella term that describes the process of creating a
website. As if the name suggests, it involves two major skill sets: web design and web
development. Web design determines the look and feel of a website, while web development
determines how it functions.

3.2.4 Approving ICT infrastructure and network specification
This service has four objectives:
 To ensure delivery of reliable and robust high-speed high bandwidth communications

services
 To ensure the installation of this network is implemented as cost effectively as possible
and to ensure downward pressure on future ongoing operational and maintenance issues
and new building projects
 To ensure standard meets its obligations under the Ethiopian Telecommunications Act as
regulated by the Ethiopian Communications & Media Authority
3.3 Competitive Comparison
The only way we can hope to differentiate well is to define the vision of the company to be an
information technology partner to our clients. We will not be able to compete in any effective
way with the large mainland-based software developing and consultancy companies by selling
service or products as applications. We need to offer a real alliance to our local customers.
The benefits we sell include many intangibles: confidence, reliability, knowing that somebody
will be there to answer questions and help at the important times. These complex products and
service require serious knowledge and experience to use. Our competitors tend to sell only the
products themselves and very little in the way of after-sale training and support.
Unfortunately, we cannot sell the products at a higher price just because we offer software
package and services; the market has shown that it will not support that concept. We have also
sell the service and software package and charge for them separately. This monthly recurring
revenue is the foundation of our financial stability.
3.4 Technology
New technology has changed almost everything about the traditional office equipment industry,
and for all practical purposes, it no longer exists. The new Information Industry has emerged
because of the technology of convergence. The primary driver of convergence of different forms

of information is technological change, specifically the rapid diffusion of digital technology into
an ever-wider array of information businesses. Beyond digitization, dramatic changes in
computing and telecommunications industries (mainly in faster microprocessors and increasing
bandwidth) are also driving convergence.
T3 (T-Cube) Tech Solutions and Consulting, will make convergence the subject of its vision,
planning and marketing strategies. We will move into the new Information Industry's technology
with the aim of bringing the most efficient workflow solutions to our clients while providing
value-added customer support and service and earning a reasonable profit in the process.
3.5 Service and Support
Our company strategy hinges on providing unparalleled service and support, which is critical to
setting us apart from the competition. We need to differentiate on service and support in order to
become true partners with our clients. Our service offers will include:
 Uptime guarantees: we will include "uptime guarantees" with our all-inclusive service
agreements to insure maximum productivity for our clients.
 Internal training: the "learning and growth" part of our Balanced Scorecard
performance measurement strategy will include the requirement that our Systems
Engineers and sales professionals become network and IT certified by the end of 024.
 Customer training: we will package comprehensive customer training programs with all
of our offerings, to include systematic follow up and refresher training.
 Upgrade analysis: we will periodically assess our client's business processes and
requirements, and offer cost-effective upgrade solutions to meet changing needs.
3.6 Future Products and Services
Beginning at start up, we will explore and research new information technologies for inclusion in
our product offerings. The products, which we choose, will be in line with our vision to
transition the company from being system management application software design, production
and development, to being a provider of total information management solutions. This
convergent information products/service will include:

1. Future System repair and upgrading service
2. Web based Information management systems using SAAS platform development.
3. Communicative capability including Tele-business and E-Commerce system
4. System maintenance and troubleshooting according to customer request.
3.7 Fulfillment
We will have an established relationship with our customer, and we will be able to take
advantage of all discounts and promotions in order to keep our margins at roughly 50%
throughout the operation. We will also implement and employ "just-in-time" inventory strategies
for hardware, software products and support service orders to further strengthen our company
margins.
As we continue to grow the business, we will evaluate other IT companies and product lines to
strengthen our offerings with a view primarily to quality and margin advantages.
4.0 Market Analysis Summary
T3 (T-Cube) Tech Solutions and Consulting, will focus on local markets, including small offices
and home offices (1-9 employees), medium to large businesses (10-99 employees), corporate
houses (multiple locations or 100+ employees) and local government TVET College offices.
4.1 Market Segmentation
Our market segmentation scheme is straightforward and focuses on all Information and
Communication Technology, consultancy and support related businesses. The information
contained in our customer analysis table is directly taken from government directories and
clearly shows that our largest market potential is the small office and home office segment. This
segment largely overlooked by most of our competitors because of its "low end" buying habits,
and a reluctance to compete with the major software developers and IT consultants. We will
target the SOHO market segment with value-added and affordable business solutions customized
to its unique needs, and offer the same quality of service and support as are afforded the larger
businesses.

The next largest market segment is medium to large businesses, and is the arena where we now
focus most of our business product and service sales efforts. We will continue to target this
segment, but with a different approach than our predecessors. The strategy used by former
management has been to bring in selected products, and then attempt to find a buyer. This
resulted in inventory overstock, and uselessness. We will work with the medium to large
businesses to determine their needs, and design customized solutions before ordering the
required systems (Just-In-Time inventory strategy). This segment will remain an extremely
important part of our marketing mix, and contains a large portion of our current clients.
A majority of our systems upgrades opportunities and repeat business will come from this market
segment initially.
Although the Corporate market segment in Divisional Towns is the smallest in numbers, it has
the potential to provide a significant share of our revenues and growth (the 80/20 rule). We have
a scattering of current clients in the Divisional Town’s corporate segment, but we need to do a
better job of penetrating this lucrative end of the market. We will accomplish this by offering
professional services to include workflow and network design, MIS support, and other value-
added support benefits such as "uptime guarantees." We will develop long-term relationships
within this segment, and earn their business.
The local government market segment is unique in that we act primarily as a "middle man" for
our manufacturers due to this segment is fiercely competitive, very price-focused, and buying
decisions are often influenced by "who you know," as well as price. We are fortunate in that we
have some established relationships within the Dhaka City and have some loyal clients in this
segment. We will increase our share of this market segment by offering the same value-added
service and support benefits that we bring to our commercial clients.

Figure # 3: Market Analysis (Pie).
Table # 3: Market Analysis

Year Year
Potential Customers Growth Year 1 Year 3 Year 4 CAGR
2 5
Small/Home office 4% 4,000 4,160 4,326 4,499 4,679 4.00%
Medium/Large Business 4% 2,100 2,184 2,271 2,362 2,457 3.99%
Corporate Houses 3% 140 144 149 153 158 2.91%
Government Offices 2% 1,000 1,020 1,040 1,061 1,082 1.50%
Total 3.69% 10,265 10,644 11,037 11,444 11,866 3.69%
Legend: CAGR = Compound Annual Growth Rate, Small/Home office.
4.2 Target Market Segment Strategy
Developing a market strategy is a departure from the way the company has been managed in the
past. We will change the paradigm of being a product and price-focused sales organization, to
that of becoming a customer and market-focused organization, with all departments sharing
responsibility for customer satisfaction. We will accomplish this paradigm shift through the
implementation of a balanced scorecard philosophy of management, with special attention to
employee learning and growth.
As mentioned previously our market segmentation strategy is straightforward and addresses all
regional Town’s business community. Planning and implementing specific strategies for each of
the four identified segments will be an on-going process and we will consult with marketing
specialists and our manufacturers, to further refine these efforts as we develop our marketing
plan.

4.2.1 Market Trends
The most significant trend in today's business-to-business marketplace is the move from analog
to digital technology and from stand-alone workflow functions to multifunctional platforms,
which is connected to a network. This is true mainly because of their inability to change rapidly
from an "analog mentality" and move forward in applying the emerging convergence of digital
information technologies to the marketplace.
That is the primary reason that T3 (T-Cube) Tech Solutions and Consulting, has chosen
competitor as its preferred benchmark. They have led the way in the industry with its digital
technology innovations, and its ability to bring both the software product, consultancy service
and the concept to the marketplace. We will follow competitor lead and bring this efficient,
productivity-enhancing technology and experience to our business.
4.2.2 Market Growth
As computer prices continue to fall, unit sales increase. The published market research on sales
of personal computers is astonishing, as the Ethiopian market alone is absorbing more than 10
million units per year, and sales are growing at more than 20 percent per year.
This rapid growth rate holds true for productivity systems, which connect to the system
management software being sold. The manual system, which flourishes in the business
marketplace today, will be replaced by web based management systems in the coming months
and years. T3 (T-Cube) Tech Solutions and Consulting, will position itself to be a value-added
provider of this rapidly emerging technology for new businesses, while continuing to maintain
and upgrade our current analog customer base.
4.2.3 Market Needs
All businesses have in common a need to be continuously productive, and they rely on their
service providers and vendors to sustain their productivity. Effectively filling this need requires
that the vendor bring to the table sound planning, quality products, reliable service, and a true
partnership and support relationship.

Specific business needs include the ability to gather, compile, analyze, and distribute information
in various media formats. This is where T3 (T-Cube) Tech Solutions and Consulting’s strengths
will be most beneficial to our clients, both big and small. Anyone can have the service at an
attractive price, but only a true value-added provider can offer the peace-of-mind that comes
from a customer-focused approach to the relationship.
Primarily due to geographic isolation and smaller populations, the Divisional Town’s business
community has an additional common need of being able to rely on other locally based vendors
and suppliers for quick, reliable, customer service and support. Having to call someone, to place
a service call, or to order supplies, or get an answer to a simple billing question, is both an
irritant and a hindrance to most businesses. Our primary goal is to fill this need by bringing true,
pro-active, and total, customer service to the Divisional Town’s business community, and to gain
their confidence and loyalty. This will become one of our underlying strengths.
4.3 Service Business Analysis
T3 (T-Cube) Tech Solutions and Consulting is a part of the Information Industry, and
specializes in providing web based information management systems, consultancy and
technology for business processes. We envision that a converged information industry operating
within the context of an advanced information infrastructure will be a huge boost for Ethiopia
businesses.
Now, an estimated two-thirds of all jobs are information related, and that number will increase as
the shift from manufacturing to service industries continues. The convergence of information
industries will continue because the technological and business imperatives are compelling. If
one company does not see the possibilities, another will.
4.3.1 Competition and Buying Patterns
Business decision makers and finance managers understand the concept and value of service and
support, and are much more likely to pay for it when the offering is clearly stated.

There is no doubt that we compete more against the box pushers than against other service
providers. We need effectively compete against the idea that businesses should buy information
platforms as plug-in appliances that do not need ongoing service, support, and training.
Target market segments think about price, but would buy based on quality service if the offering
were properly presented. They think about price because that is what traditionally presented to
them first. We would rather reduce 10-20% more for a relationship with a long-term client
providing back up and quality service and support. They end up in the box-pusher channels
because they are not aware of the alternatives.
Availability is also very important. The business decision makers tend to want immediate, local
solutions to problems.
4.3.2 Distributing a Service
Medium to large business segment buyers are accustomed to buying from vendors who visit their
offices. They expect the copy machine vendors, office products vendors, and office furniture
vendors, as well as the local graphic artists, freelance writers, or whomever, to visit their office
to make their sales.
Unfortunately, our SOHO (Small Office Home Office) target segment clients may not expect to
deal from us. the Web, and mail order to look for the best price, without realizing that there is a
better option for them for only a little bit more. We will overcome this hurdle through innovative
service offerings, and targeted marketing.
4.3.3 Main Competitors
In our higher-end targeted segments (medium to large businesses, corporate houses, and
government offices), the primary competitors are software designer and developers "low
end" competitors in Addis Abba are Computer Source. Our overall competitive strategy in these
segments will be software designer and developers, and superior value-added service and
support.

In our SOHO target segment, the primary competitors are the superstores: software designer and
developers. While these outlets can offer lower prices, they offer no (or very little) aftermarket
service or support. That is our competitive advantage in this segment, and will differentiate us
from these our competitor.
4.3.4 Business Participants
The traditional office equipment (copier) industry has been dominated by only a few major
manufacturers: competitor (private company that sells - print and digital document and services
in more than 160 countries), Canon (a Japanese company specializing in the manufacture of
imaging and optical products, including cameras, camcorders, photocopiers, steppers, computer
printers and medical equipment) Oce (a Netherlands-based company that develops, manufactures
and sells printing and copying hardware and related software) and Ricoh (a Japanese
multinational imaging and electronics company) and its OEM products - Lanier, Savin, and
Gestetner; and then come the low-end players: Sharp (a Japanese company that designs and
manufactures electronic products), Toshiba (a Japanese company with diversified products and
services include information technology and communications equipment and systems) and
Minolta (a Japanese manufacturer of cameras, camera accessories, photocopiers, fax
machinesand laser printers). With the exception of Xerox, which maintains its own sales force,
the other manufacturers distribute and sell mainly through authorized dealers.
The rapidly emerging Information Industry's digital convergence products will most likely be
dominated by the same participants as described above. While Xerox has been a past leader in
the manufacture and sales of analog products, Canon has emerged as both an innovator, and the
leader, in the new Information Industry with their Image Runner digital products and Image
Platform information distribution systems. Canon has been for many years the front-runner in
color repro-graphic systems, and holds the most patents of any manufacturer in the industry.

5.0 Strategy and Implementation Summary
We must differentiate ourselves from our competitor. We need to establish our business to
offering as a clear and viable alternative for our target markets; the price oriented sales pitch to
which they are accustomed.
From the standpoint of the competitor one the paradigm has been:
 Competitor one – if they are not in the market for a copier, they have not a vision.
 Price, price, price – must save prospect money in order to gain interest.
 Competitor one – selling features.
 Calling on influencers – office managers and purchasing departments.
 30-day sales window – war with competition mainly on price
The industry's cheese has been moved. In order to shift to a more contemporary paradigm, our
marketing and sales efforts will need:
• A new attitude – we are at the beginning of a product/technology convergence

• A new approach – total account management and control
• A new set of behaviors – solution selling, joint prospecting, systems auditing
• A new marketing concept – customer oriented, profit oriented, integrated efforts

5.1 Competitive Edge
No doubt, the competition in the software production and consultancy service business today is
so brutal; you have to develop nothing less than the possible best and most useful or entertaining
multipurpose in order to survive in the industry. The ICT industry is indeed a very prolific and
highly competitive industry. Clients will only purchase your software production and
consultancy service if they know that it can meet their needs
We are quite aware that to be highly competitive in the software production and consultancy
service industry means that you should be able to deliver consistent useful or entertaining
software production and consultancy service. You should be able to get good ratings from users
of your software production and consultancy service and above all your software production
must be users’ friendly and easy to download.
Our competitive advantage lies in the power of our team; our workforce. We have a team of
young techies that are creative and highly proficient in software production and consultancy
service design and development, a team with excellent qualifications and experience in ICT
straight from TVET sector. Aside from the synergy that exists in our carefully selected software
production and consultancy service developers and programmers our products are going be
unique and diverse.
Lastly, all our employees will be well taken care of, and their welfare package will be among the
best within our category (startups software production and consultancy service businesses in the
Ethiopia) in the industry. It will enable them to be more than willing to build the business with us
and help deliver our set goals and achieve all our business aims and objectives.
5.2 Strategy Pyramid
Our main strategy will be placing emphasis on service and support, and our main tactics are
networking expertise, systems training, and implementing a customer relationship management
system (CRM) from e-automate. Our specific programs for networking include mailers and
internal training. Specific programs for end user training include direct mail promotion, and on-

site customer programs. Implementing the CRM software and training will be coordinated with
the e-automate.
Our second strategy is emphasizing relationships. The tactics are marketing the company, more
regular contacts with the customer, and increasing sales per customer. Programs for marketing
the company include new sales literature, and direct mail. Programs for more regular contacts
include call-backs after installation, direct mail, and sales management. Programs for increasing
sales per customer include upgrade mailings and sales training.
5.3 Value Proposition
T3 (T-Cube) Tech Solutions and Consulting will offer its clients peace-of-mind by being a
software developer who acts as a strategic ally, and delivers quality products backed by premium
service and support, at a premium price.
5.4 Sales Strategy
We will sell the company and its ability to act as a supporter. We will sell T3 (T-Cube) Tech
Solutions and Consulting and the reputation of the industry-leading manufacturers it represents.
We will sell our management system software and consultancy support. The software production
is like the razor, and the support, consultancy, installation and configuration, and training, is the
razor blades. We need to serve our customers with total solutions, and not just product features
only. The system software products are a means to arriving at end solutions.
The yearly total sales chart summarizes our conventional sales forecast. We expect sales to
increase from 31 Million in the first year to more than 40 Million in the third year of this plan.
5.4.1 Sales Forecast
The important elements of the sales forecast are shown in the following Chart, and Table # 4.
Service sales increase to almost 20 Million total in the third year, or 47% of total sales.

Figure # 4: Sales by Year.
Figure # 5: Sales Monthly.
Table # 4: Sales Forecast

Sales Year 1 Year 2 Year 3
TVET Management system software 1,080,000 12,56,899.00 14,45,434.00
Consultancy service 69,615 80,057.00 92,066.00
Website design development 142,713 1,64,117.00 1,88,735.00
computer system installation, configuration and
45,252 52,037.00 59,843.00
maintenance services

Approving ICT infrastructure and network specification 29,809 34,279.00 39,420.00
ICT related research and development service 68,271 1,00,072.00 1,15,082.00
On-site and remote ICT technical support service 501,228 5,76,412.00 6,62,874.00
hosting service 243,654 10,88,779.00 12,52,095.00
Other 31,329 2,80,200.00 3,22,230.00
Total Sales 2,211,871 166,373 191,329
Direct Cost of Sales Year 1 Year 2 Year 3

TVET Management system software 677,634 7,72,501.00 8,80,651.00
Consultancy service 45,252 51,585.00 58,807.00
Website design development 88,485 1,00,868.00 1,14,989.00
computer system installation, configuration and
31,677 36,109.00 41,165.00
maintenance services
Approving ICT infrastructure and network specification 14,906 16,990.00 19,369.00
ICT related research and development service 30,459 34,720.00 39,581.00
On-site and remote ICT technical support service 225,552 2,57,130.00 2,93,128.00
Service - Agreements/Repairs 378,705 4,31,724.00 4,92,166.00
hosting service 134,010 1,52,770.00 1,74,158.00
Other 7,836 8,928.00 10,178.00
Subtotal Direct Cost of Sales 1,634,516 148,332 169,100
5.5 Milestones
The following table lists important program milestones, with dates and managers in charge, and
budgets for each. The milestone schedule indicates our emphasis on planning for
implementation.
Table # 5: Milestone Table

Milestone Start Date End Date Budge Department
t
Valuation
Complete Business Plan
Submit Letter of Intent
Choose New Company Name
Secure Startup Funding
Professional Advise (Legal/CS)
Negotiate Purchase Agreement
Set Up Employee Stock Ownership Plan (ESOP)
Set Up New Company
Solicit Board Members

HR Roll-Over Plan
develop e-Automate Software
Account Payable (A/P) & A/R into e-Automate
Trade License
Customers into e-Automate
Inventory into e-Automate
Letter To Vendors/Customers
New Stationary/Brochures
Obtain Insurance
Switch Utilities to T3 (T-CUBE) TECH
SOLUTIONS CONSULTING
Web Site Development
Complete Marketing Plan
OSISL Operations - Day 1
First Board of Directors Meeting
All Company - Kick Off Mtg.
Sales Strategies & Programs
Marketing Strategy & Programs
First Quarter Business Plan (BP) Review
Headcount Review
Quarterly Board of Directors Meeting
Cost IT Training Sources
Second Quarter BP/MP (Marketing Plan) Review
Enroll Team in IT Training
Third Quarter BP/ MP Review
Quarterly Board of Directors Meeting
Fourth Quarter BP/MP Review
Totals
5.6 Marketing Strategy
The marketing strategy is the core of our main strategy:
 Emphasize service and support.

 Build a relationship business.
 Develop specific programs for each target market segment:
1. Small Office Home Office (SOHO): cost effective service /product.

2. Medium to Large Businesses: customer recovery incentives, uptime guarantees,
workflow/process surveys.

3. Corporate Houses: workflow/process surveys, uptime guarantees, LAN
installation and administration.
4. Government Offices: workflow/process surveys, uptime guarantees, incentives.
5.6.1 Sales Programs
Specific sales programs will be included in our Marketing Plan, and will be included in this
Business Plan as they are finalized. In general, however, our sales programs will be centered
around conducting workflow and information distribution analyses, direct mail, and placing an
emphasis on the benefits which T3 (T-Cube) Tech Solutions and Consultingand its
manufacturers will be able to offer its clients through "total care" service and support.
5.6.2 Positioning Statement
For businesses who want to be sure their information distribution systems are always working
reliably, T3 (T-Cube) Tech Solutions and Consulting is a vendor and trusted strategic ally who
makes certain their systems work, their people are trained, and their down time is minimal.
Unlike the product/price oriented vendors, it knows the customer and goes to their site when
needed, and offers proactive support, service, training, and installation.
5.6.3 Pricing Strategy
We must charge appropriately for the high-end, high-quality service and support we offer. Our
revenue structure has to match with our cost structure and the revenue we earn must balance the
salaries we pay to assure good service and support.
We cannot build the service and support revenue into the price of products. The market cannot
bear the higher prices and the buyer feels ill-used when they see a similar product priced
lower with the competition. Despite the logic behind this, the market does not support this
concept.
5.6.4 Promotion Strategy
We will employ the following general promotional strategies for the various market segments:

(1) Small Office and Home Office (SOHO): We will depend on periodic local newspaper
advertising, to reach new buyers in this segment. We will also utilize direct mail and the
resources of the local Chambers of Commerce and other affinity groups to reach this
segment. The message will emphasize service first, and "complete product and service
packaging" as a secondary theme.
(2) Medium to Large Businesses: Direct face-to-face contact (direct sales) will continue to
be our primary strategy for this market segment. Direct selling will be supplemented by
periodic promotional direct mailings and personalized system upgrade opportunities.
(3) Corporate Houses: This segment will be handled by direct contact and relationship
building only. We will make personal presentations to the decision makers in this group,
and stress our service and technical benefits and advantages.
(4) Government Offices: We will utilize a combination of direct mail and face-to-face
promotional strategies with this segment, and the message will be the local service and
technical advantages of One Stop IT Solution Ltd. (OSISL). We will produce an
attractive Request for Quotation (RFQ)/Request for Proposal (RFP) response package to
accompany our submissions.
5.6.5 Distribution Strategy
T3 (T-Cube) Tech Solutions and Consulting, is first a direct sales organization, meaning that we
must present our services and products directly to the majority of our customers and clients.
Having said that, for our planned penetration into the SOHO (Small Office and Home Office)
market, we will need to establish a presence as a Value Added Reseller (VAR) low-end product
line, which do not carry the margins necessary to sustain the costs of direct sales. We will plan
our new locations accordingly.
5.6.6 Marketing Programs
As we work to complete this Business Plan, we need to work simultaneously on our Marketing
Plan. As we can see from the milestones table (Table # 5), we anticipate completion of our
detailed Marketing Plan one month from start-up. Because we are acquiring an on-going
business, the shift to our vision of customer and market-focused strategies will not happen
overnight. We must plan this shift carefully, and implement it judiciously, so as not to disrupt

our immediate operations. We have budgeted for and will utilize, marketing advisors and
consultants in the design of our Marketing Plan.
5.7 Strategic Alliances
Our alliances with our manufacturers and especially software developers in Addis Ababa will be
the most pivotal to our success. We will try to become Authorized helper for the federal and
regional government and continue to enjoy all of the benefits of our client relationship.
We will form alliances with other locally based VARs (Value Added Resellers) and computer
network providers to enable us to provide complete turnkey packages for our clients. These
relationships will be included in our Marketing Plan.
6.0 Management Summary
Our management philosophy is simple and is an integral part of our values: doing right things
right, the first time.
T3 (T-Cube) Tech Solutions and Consulting, will be an employee-owned company and we all
share the same vision of providing our clients with the very best in customer service - period. We
will encourage personal growth, creativity, and enable individual empowerment to achieve this
goal. We will manage the business by setting achievable Balanced Scorecard goals, measuring
them, and making mid-stream adjustments as necessary.
6.1 Organizational Structure
Our team includes 15 employees initially, and is organizationally flat. The departmental
divisions are sales and marketing, service, and administration. Operational managers include:
(1) General Manager: Oversees all operations, with primary responsibilities for sales and
marketing. Functioning as the GM, this position will spend a good deal of time in the
field assisting the Account Managers, and helping to build and maintain client
relationships.

(2) Secretary/Administrative Manager: Oversees all administrative functions including
inventory, Accounts Payable (A/P) and Accounts Receivable (A/R), banking, Human
Resources (HR), and vendor and manufacturer relations. An Office Manager in the
branch will assist primary contact point for customer service issues and follow up.
(3) Systems Manager: Oversees all service issues including service agreements, service call
prioritization and response, carry-in service, customer support, and systems training and
development be assisted by Systems Engineers, and Systems Technicians.
6.2 Personnel Plan
The total head count at the time of the procurement will be 13. We will be adding two former
employees at startup to round out our team, for a total startup head count of 15.
There are an additional 6 positions shown as "vacant" in the Personnel plan. During each
quarterly business plan review, we will assess the need to fund these positions to sustain our
growth, and more evenly distribute the workload.
Table # 6: Personnel Plan for 15 Employees
Sales and Marketing Personnel year 1 year 2 year 3

Sales 38,250 40,545 42,978
Sales 38,250 40,545 42,978
Sales 38,250 40,545 42,978
Sales 38,250 40,545 42,978
Sales 0 0 0
Sales 0 0 0
Subtotal 153,000 162,180 171,912
General and Administrative
Personnel
General Manager 57,600 61,056 64,719
Admin Manager 45,600 48,336 51,236
Office Manager 31,200 33,072 35,056
Delivery 0 0 0
Delivery 0 0 0
Other 0 0 0
Subtotal 134,400 142,464 151,011

Other Personnel
Systems Manager 49,800 52,788 .00 55,955
Systems Manager 49,800 52,788 55,955
Syst Engineer 39,600 41,976 44,495
yst Engineer 39,600 41,976 44,495
Syst Engineer 39,600 41,976 44,495
Syst Engineer 41,100 43,566 46,180
Syst Tech 28,800 30,528 32,360
Syst Tech 28,800 30,528 32,360
Syst Tech 0 0 0
Syst Tech 0 0 0
Subtotal 317,100 283,338 356,295
Total People 15 15 15
Total Payroll 604,500 587,982 679,218
6.3 Management Team
1. General Manager: XX years old, and has work experiences in Ethiopia for X years.
Prior management experience includes marketing manager, area sales manager and
project manager. Attended numerous management and sales training and seminars
throughout his/her career
1. Secretary/Admin Manager: XX years old, and local Ethiopia resident and has work
experiences in Ethiopia for X years. Prior work experience includes extensive
knowledge of service procedures and dispatching, account receivable (A/R) and accounts
payable (A/P) procedures, inventory control and tracking, as well as an intimate
knowledge of our customer base. Mr./Ms..
2. Office Manager: XX years old, and local Ethiopia resident and has work experiences in
Ethiopia for X years. Prior work experience includes working in the office equipment
industry, handling the administrative and customer service tasks, and will be instrumental
in customer recovery efforts
3. Systems Manager: XX years old, and local Ethiopia resident and has work experiences
in Ethiopia for X years. Prior work experience includes local office equipment service
management experience, completed Canon/Hewlett Packard/EPSON’s "train the trainer"

course, and will be a great asset in the on-going training and development of our systems
engineers and technicians
4. Systems Manager: XX years old, and local Ethiopia resident and has work experiences
in Ethiopia for X years. Prior work experience includes field service manager, local
office equipment industry service experience
6.4 Management Team Gaps
We believe we will have a good team to handle the main goals of the business plan. Key
members should have the experiences and knowledge to manage and raise the business, and are
highly motivated by the employee-owner concept.
The obvious management gap is a plan to fill the General Manager's position at some point in the
future, before the current General Manager reaches retirement age. An employee-owned
company, the preferred strategy will be to promote from within, and fill vacancies as they occur.
As the company grows, we will seek out additional talent in all operational areas.
7.0 Financial Plan
Although we are treating our business as a start-up company, we have taken actual Profit &
Loss income and expenses of a same category company from the past three years, and eliminated
corporate overhead expenses such as warehouse and administrative costs, inventory penalties,
and corporate nominal interest. We then projected income based on actual past performance,
and factored back in the revenue base over the past two.
We approached the financial planning from a conventional standpoint, and based on those
numbers on achievable gross margins. In addition, our actual interest and tax rates will most
likely be lower than the assumed rates due to our business being structured as an employee-
owned company under Employee Stock Ownership Plan.
7.1 Important Assumptions
The financial plan depends on important assumptions, most of which are shown in Table # 7. As
mentioned previously, we assumed interest and tax rates based on a "worst case" scenario, and

these will be adjusted when we have finalized the initial funding and establish the Employee
Stock Ownership Plan. We have also assumed our personnel burden at 30% of payroll in order to
allow for above-average benefits for our employees. As we shop around for benefits dealers, this
assumption will be subject to revision as well.
Other key business assumptions are:
 We assume continued steady economic growth in the Addis Ababa city as predicted by
the Economists.
 We assume the continued move towards convergence technology in the Information
company
 We assume access to the start-up funding necessary to re-shape and re-build the
company, and to provide adequate initial capitalization.
Table # 7: General Assumptions

Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 8.5% 8.5%% 8.5%
Long-term Interest Rate 8.5%% 8.5% 8.5%
Tax Rate 35% 35% 35%
Other 0 0 0
7.2 Key Financial Indicators
As shown in the Benchmark chart below, our key financial indicators are:
(1) Projected Sales: Projections are based on actual past performance, and are conservative.
We will increase sales at an average rate of 15% per year.
(2) Gross Margins: Average gross margins are based on TVET Management system
software= 37%, Consultancy service = 57%, Website design development = 52% and
other = 50%, for an overall operating gross margin of 49%.
(3) Operating Expenses: Operating expenses are based on providing our employee-owners
with above average wages and benefits, and providing superior customer service.
Expenses are projected to increase at the rate of 6% per year.

(4) Collection Days (A/R): Based on the extensive use of leasing, and including service and
supply agreements into leasing packages, we will maintain an average A/R turnover of 30
days. This is projected to be reduced to 28 days in subsequent years by increasing
efficiencies in our internal business processes.
(5) Inventory Turnover: We will maintain just-in-time inventory levels, or 11 turns per
year. This will require accurate sales forecasting, and working closely with our
manufacturers.
Figure # 6: Benchmarks.
7.3 Break-even Analysis
For our break-even analysis, we assume running costs, which include our full payroll, rent, and
utilities, and an estimation of other running costs. Payroll alone, at present, is about 45,500.00
per month (including benefits and taxes).
We will monitor gross margins very closely, and maintain them at a midrange percentage by
taking advantage of all promotions and discounts offered by our manufacturers. We will try to
get "end column" pricing as a new dealer incentive from our client company.

The chart shows what we need to sell per month to break even, according to these assumptions.
This is about 78% of our projected sales for our first year, and is well below what we have
achieved annually over the past three years under more adverse operating conditions.
Figure # 7: Break Even Analysis.
Table # 8: Break-even Analysis
Monthly Revenue Break-even 2,09,018.00
Assumptions:
Average Percent Variable Cost 52%
Estimated Monthly Fixed Cost 1,01,932.00
7.4 Projected Profit and Loss
Our Pro Forma Profit and Loss statement was constructed from a conservative point-of-view,
and is based in large part on past performance of a same category company. By strengthening
our service position, and rebuilding our customer relationships, we will widen our customer base
and increase sales.
Month-to-month assumptions for profit and loss are included in the appendix

Figure # 8: Profit Yearly.
Figure # 9: Gross Margin Monthly.

Figure # 10: Gross Margin Yearly.
Figure # 11: Profit Monthly.
Table # 9: Profit and Loss

Sales 305,465 366,558 439,870
Direct Cost of Sales 156,492 187,790 225,348
Production Payroll 0 0 0
Other 0 0 0
Total Cost of Sales 156,492 187,790 225,348
Gross Margin 148,973 178,768 214,521
Gross Margin % 48.77% 48.77% 48.77%
Operating Expenses 0 0 0
Sales and Marketing Expenses 0 0 0
Sales and Marketing Payroll 153,000 183,600 220,320
Advertising/Promotion 10,500 12,600 15,120
Commissions 159,518 191,422 229,706
Travel - Sales 22,500 27,000 32,400
Learning & Growth - Sales 6,150 7,380 8,856
Entertainment 5,400 6,480 7,776
Total Sales and Marketing Expenses 357,068 428,482 514,178
Sales and Marketing % 1 1 1
General and Administrative Expenses 0 0 0
General and Administrative Payroll 134,400 161,280 193,536
Sales and Marketing and Other Expenses 0 0 0
Depreciation 0 0 0
Depreciation 0 0 0
Utilities 9,000 10,800 12,960
Telephone & ISP 34,200 41,040 49,248
Office Supplies 4,200 5,040 6,048
Insurance 16,800 20,160 24,192
Bank Charges 6,000 7,200 8,640
Postage 10,020 12,024 14,429
Taxes & Licenses 10,200 12,240 14,688
Bonuses 0 0 0
Learning & Growth - Admin 3,150 3,780 4,536
Accounting 6,000 7,200 8,640
Rent 72,000 86,400 103,680
Payroll Taxes 181,350 217,620 261,144
Other General and Administrative Expenses 0 0 0
Total General and Administrative Expenses 487,320 584,784 701,741
General and Administrative % 159.53% 159.53% 159.53%
Other Expenses: 0 0 0
Other Payroll 317,100 380,520 456,624

Consultants 0 0 0
Learning & Growth - Service 9,200 11,040 13,248
Travel - Service 22,500 27,000 32,400
Freight & Cartage 30,000 36,000 43,200
Total Other Expenses 378,800 454,560 545,472
Other % 124.01% 124.01% 124.01%
Total Operating Expenses 1,223,188 1,467,826 1,761,391
Profit Before Interest and Taxes 332,644 399,173 479,007
EBITDA/EBITDA/Earnings before interest, taxes,
depreciation
332,647 399,176 479,012
Interest Expense 140,004 168,005 201,606
Taxes Incurred 72,797 87,356 104,828
Net Profit 119,846 143,815 172,578
Net Profit/Sales 39.23% 39.23% 39.23%
7.5 Cash Flow
Because we are treating the new company as a start-up, the cash flow for benchmark company is
somewhat exaggerated by the instant influx of new capital. Subsequent years however show a
healthy growth in cash flow, mainly due to the short 60-month repayment of the start-up loan
and increased sales.
Figure # 12: Cash.
Table # 10 Cash Flow

Cash Received
Cash from Operations
Cash Sales 2,073,716 2,488,459 2,986,151
Cash from Receivables 906,354 1,087,625 1,305,150
Subtotal Cash from Operations 2,980,070 3,576,084 4,291,301
Additional Cash Received 0 0 0
Sales Tax, VAT, HST/GST Received 0 0 0
New Current Borrowing 0 0 0
New Other Liabilities (interest-free) 0 0 0
New Long-term Liabilities 0 0 0
Sales of Other Current Assets 0 0 0
Sales of Long-term Assets 0 0 0
New Investment Received 30,000 36,000 43,200
Subtotal Cash Received 3,010,070 3,612,084 4,334,501
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations 0 0 0
Cash Spending 604,500 725,400 870,480
Bill Payments 2,210,316 2,652,379 3,182,855
Subtotal Spent on Operations 2,814,816 3,377,779 4,053,335
Additional Cash Spent 0 0 0
Sales Tax, VAT, HST/GST Paid Out 0 0 0
Principal Repayment of Current Borrowing 0 0 0
Other Liabilities Principal Repayment 0 0 0
Long-term Liabilities Principal Repayment 0 0 0
Purchase Other Current Assets 0 0 0
Purchase Long-term Assets 0 0 0
Dividends 0 0 0
Subtotal Cash Spent 2,814,816 3,377,779 4,053,335
Net Cash Flow 195,254 234,305 281,166
Cash Balance 6,571,091 7,885,309 9,462,371
7.6 Balance Sheet
The Projected Balance Sheet is quite solid. We do not project any trouble meeting our debt
obligations as long as we achieve our specific objectives.
Table # 11 Balance Sheet


Assets
Current Assets
Cash 7,029,399 8,435,279 10,122,335
Accounts Receivable 2,092,662 2,511,194 3,013,433
Inventory 1,997,949 2,397,539 2,877,047
Other Current Assets 0 0 0
Total Current Assets 11,120,010 13,344,012 16,012,814
Long-term Assets 0 0 0
Long-term Assets 0 0 0
Accumulated Depreciation 0 0 0
Total Long-term Assets 0 0 0
Total Assets 11,120,010 13,344,012 16,012,814
Liabilities and Capital
Current Liabilities 0 0 0
Accounts Payable 2,356,850 2,828,220 3,393,864
Current Borrowing 20,800,000 24,960,000 29,952,000
Other Current Liabilities 0 0 0
Subtotal Current Liabilities 23,156,850 27,788,220 33,345,864
Long-term Liabilities 0 0 0
Total Liabilities 23,156,850 27,788,220 33,345,864
Paid-in Capital 360,000 432,000 518,400
Retained Earnings -15,232,750 -18,279,300 -21,935,160
Earnings 544,843 653,812 784,574
Total Capital -14,327,907 -17,193,488 -20,632,186
Total Liabilities and Capital 8,828,943 10,594,732 12,713,678
Net Worth -12,036,840 -14,444,208 -17,333,050
7.7 Business Ratios

The following table shows our main business ratios, and is compared to industry averages.
Table # 12 Ratio Analysis

Year 1 Year 2 Year 3 Industry Avg.
Sales Growth 0.00% 15.00% 15.00% 1.50%
Percent of Total Assets
Accounts Receivable 26.20% 28.10% 25.75% 30.97%
Inventory 21.45% 22.81% 20.72% 38.08%
Other Current Assets 0.00% 0.00% 0.00% 16.04%
Total Current Assets 100.00% 100.00% 100.00% 85.09%
Long-term Assets 0.00% 0.00% 0.00% 14.91%
Total Assets 100.00% 100.00% 100.00% 100.00%

Current Liabilities 152.97% 121.58% 80.64% 44.30%
Long-term Liabilities 0.00% 0.00% 0.00% 8.46%
Total Liabilities 152.97% 121.58% 80.64% 52.76%
Net Worth -52.97% -21.58% 19.36% 47.24%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 48.77% 49.21% 49.65% 26.76%
Selling, General & Administrative Expenses 45.02% 42.69% 40.40% 15.95%
Advertising Expenses 0.33% 0.30% 0.28% 0.95%
Profit Before Interest and Taxes 10.43% 13.99% 17.29% 2.55%
Main Ratios
Current 0.65 0.82 1.24 1.8
Quick 0.51 0.63 0.98 0.87
Total Debt to Total Assets 152.97% 121.58% 80.64% 6.22%
Pre-tax Return on Net Worth -45.31% -208.01% 301.35% 55.95%
Pre-tax Return on Assets 24.00% 44.89% 58.33% 14.11%
Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin 3.76% 6.53% 9.35% n.a
Return on Equity 0.00% 0.00% 188.85% n.a
Activity Ratios
Accounts Receivable Turnover 5.31 5.31 5.31 n.a
Collection Days 57 64 64 n.a
Inventory Turnover 10.91 10.12 10.12 n.a
Accounts Payable Turnover 10.7 12.17 12.17 n.a
Payment Days 27 30 28 n.a
Total Asset Turnover 3.97 4.26 3.91 n.a
Debt Ratios
Debt to Net Worth 0 0 4.17 n.a
Current Liab. to Liab. 1 1 1 n.a
Liquidity Ratios
Net Working Capital -425,152 -185,681 208,990 n.a
Interest Coverage 2.38 4.04 7.31 n.a
Additional Ratios
Assets to Sales 0.25 0.23 0.26 n.a
Current Debt/Total Assets 153% 122% 81% n.a
Acid Test 0.34 0.4 0.66 n.a
Sales/Net Worth 0 0 20.19 n.a
Dividend Payout 0 0 0 n.a

8.0 Conclusion and Scope of Future Work:
It is easier for businesses to survive when they have steady flow of business deals/customers
patronizing their products and services. We are aware of this, which is why we have decided to
develop a various software apps and consultancy service for different clients and for different
purposes.
We will also work with corporate clients to help them develop customized software apps for
their business. We know that if we continue to design and develop excellent, effective and useful
software product and consultancy service for both businesses and individual, there will be steady
flow of income for the organization.
Our key sustainability and expansion strategy is to ensure that we only hire creative, competent
and selfless programmers/mobile apps developers/software developers create a suitable working
environment and employee benefits for our staff members.
In the nearest future, we will give our most dedicated and prolific employees the opportunity to
be part owner of the business. We know that if we implement our business strategies, we will
achieve our business goals and objectives in record time.

9.0 References
(1) Donald F. Kuratko (2009), 8th Edition (International Student Edition), “Introduction to
Entrepreneurship”. South Western Educational press.
(2) Helga D. Svala (2001), Information Management Hawaii, Information Technology

Business Plan [Online]. Available at
https://www.bplans.com/information_technology_business_plan/appendix_fc.php
[Accessed on 12 May 2019].
(3) Sharif Ahmed (24.12.2017), Laptop demand booms in Ethiopia Market [Online].
Available at http://www.theindependentbd.com/printversion/details/129429
[Accessed on May 15, 2019].

10.0 Appendix
Mont Month Month Mont Month Mont
Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
h1 2 3 h 10 11 h 12
Sales
80,00 100,00 100,0
TVET Management system software 80,000 80,000 85,000 85,000 85,000 95,000 95,000 95,000 100,000
0 0 00
Consultancy service 5,000 5,000 5,000 5,500 5,500 5,500 6,050 6,050 6,050 6,655 6,655 6,655
10,25 13,64
Website design development 10,250 10,250 11,275 11,275 11,275 12,403 12,403 12,403 13,643 13,643
0 3
computer system installation,
configuration and maintenance 3,250 3,250 3,250 3,575 3,575 3,575 3,933 3,933 3,933 4,326 4,326 4,326
services
Approving ICT infrastructure and
0 0 2,500 2,750 2,750 2,750 3,025 3,025 3,025 3,328 3,328 3,328
network specification
ICT related research and
0 0 0 6,875 6,875 6,875 7,563 7,563 7,563 8,319 8,319 8,319
development service
On-site and remote ICT technical 36,00 47,91
36,000 36,000 39,600 39,600 39,600 43,560 43,560 43,560 47,916 47,916
support service 0 6
17,50 23,29
hosting service 17,500 17,500 19,250 19,250 19,250 21,175 21,175 21,175 23,293 23,293
0 3
Other 2,250 2,250 2,250 2,475 2,475 2,475 2,723 2,723 2,723 2,995 2,995 2,995
154,2 154,25 156,75 210,47 210,4
Total Sales 176,300 176,300 176,300 195,432 195,432 195,432 210,475
50 0 0 5 75
Mont Month Month Mont Month Mont

Direct Cost of Sales Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
h1 2 3 h 10 11 h 12
48,67 64,78
TVET Management system software 48,670 48,670 53,537 53,537 53,537 58,891 58,891 58,891 64,780 64,780
0 0
Consultancy service 3,250 3,250 3,250 3,575 3,575 3,575 3,933 3,933 3,933 4,326 4,326 4,326
Website design development 6,355 6,355 6,355 6,991 6,991 6,991 7,690 7,690 7,690 8,459 8,459 8,459
computer system installation,
configuration and maintenance 2,275 2,275 2,275 2,503 2,503 2,503 2,753 2,753 2,753 3,028 3,028 3,028
services
Approving ICT infrastructure and
0 0 1,250 1,375 1,375 1,375 1,513 1,513 1,513 1,664 1,664 1,664
network specification
ICT related research and
2,188 2,188 2,188 2,406 2,406 2,406 2,647 2,647 2,647 2,912 2,912 2,912
development service
On-site and remote ICT technical 16,20 16,200 16,200 17,820 17,820 17,820 19,602 19,602 19,602 21,562 21,562 21,56

support service 0 2
27,20 36,20
Service - Agreements/Repairs 27,200 27,200 29,920 29,920 29,920 32,912 32,912 32,912 36,203 36,203
0 3
12,81
hosting service 9,625 9,625 9,625 10,588 10,588 10,588 11,646 11,646 11,646 12,811 12,811
1
Other 563 563 563 619 619 619 681 681 681 749 749 749
116,3 116,32 117,57 156,49 156,4
Subtotal Direct Cost of Sales 129,334 129,334 129,334 142,268 142,268 142,268 156,494
26 6 6 4 94
Table # 14 Personnel Plan
Month Month Month Month Month Month Month Month Month Mon Mon Month
1 2 3 4 5 6 7 8 9 th 10 th 11 12
Sales and Marketing Personnel
Sales 3,000 3,000 3,000 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250
Sales 3,000 3,000 3,000 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250
Sales 3,000 3,000 3,000 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250
Sales 3,000 3,000 3,000 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250
Sales 0 0 0 0 0 0 0 0 0 0 0 0
Sales 0 0 0 0 0 0 0 0 0 0 0 0
13,00 13,00
Subtotal 12,000 12,000 12,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000
0 0
General and Administrative
Personnel
General Manager 4,500 4,500 4,500 4,900 4,900 4,900 4,900 4,900 4,900 4,900 4,900 4,900
Admin Manager 3,650 3,650 3,650 3,850 3,850 3,850 3,850 3,850 3,850 3,850 3,850 3,850
Office Manager 2,450 2,450 2,450 2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650

Delivery 0 0 0 0 0 0 0 0 0 0 0 0
Delivery 0 0 0 0 0 0 0 0 0 0 0 0
Other 0 0 0 0 0 0 0 0 0 0 0 0
11,40 11,40
Subtotal 10,600 10,600 10,600 11,400 11,400 11,400 11,400 11,400 11,400 11,400
0 0
Other Personnel
Systems Manager 4,000 4,000 4,000 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200
Systems Manager 4,000 4,000 4,000 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200
Syst Engineer 3,150 3,150 3,150 3,350 3,350 3,350 3,350 3,350 3,350 3,350 3,350 3,350
yst Engineer 3,150 3,150 3,150 3,350 3,350 3,350 3,350 3,350 3,350 3,350 3,350 3,350
Syst Engineer 3,150 3,150 3,150 3,350 3,350 3,350 3,350 3,350 3,350 3,350 3,350 3,350
Syst Engineer 3,200 3,200 3,200 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500
Syst Tech 2,250 2,250 2,250 2,450 2,450 2,450 2,450 2,450 2,450 2,450 2,450 2,450
Syst Tech 2,250 2,250 2,250 2,450 2,450 2,450 2,450 2,450 2,450 2,450 2,450 2,450
Syst Tech 0 0 0 0 0 0 0 0 0 0 0 0
Syst Tech 0 0 0 0 0 0 0 0 0 0 0 0
26,85 26,85
Subtotal 25,150 25,150 25,150 26,850 26,850 26,850 26,850 26,850 26,850 26,850
0 0
Total People 15 15 15 15 15 15 15 15 15 15 15 15

51,25 51,25
Total Payroll 47,750 47,750 47,750 51,250 51,250 51,250 51,250 51,250 51,250 51,250
0 0
Table # 15 General Assumptions

Month Month Month Month Month Month Month Month Month
Month 10 Month 11 Month 12
1 2 3 4 5 6 7 8 9
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50%
Long-term Interest Rate 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50%
Tax Rate 35.00% 35.00% 35.00% 35.00% 35.00% 35.00% 35.00% 35.00% 35.00% 35.00% 35.00% 35.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Table # 16 Profit and Loss

Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
Sales 227,000 227,000 229,500 252,450 252,450 252,450 277,695 277,695 277,695 305,465 305,465 305,465
Direct Cost of Sales 116,325 116,325 117,575 129,333 129,333 129,333 142,266 142,266 142,266 156,492 156,492 156,492
Production Payroll 0 0 0 0 0 0 0 0 0 0 0 0
Other 0 0 0 0 0 0 0 0 0 0 0 0
Total Cost of Sales 116,325 116,325 117,575 129,333 129,333 129,333 142,266 142,266 142,266 156,492 156,492 156,492
Gross Margin 110,675 110,675 111,925 123,117 123,117 123,117 135,429 135,429 135,429 148,973 148,973 148,973
Gross Margin % 48.76% 48.76% 48.77% 48.77% 48.77% 48.77% 48.77% 48.77% 48.77% 48.77% 48.77% 48.77%
Operating Expenses
Sales and Marketing Expenses
Sales and Marketing Payroll 12,000 12,000 12,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000
Advertising/Promotion 500 500 500 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000

Commissions 11,350 11,350 11,475 12,623 12,623 12,623 13,885 13,885 13,885 15,273 15,273 15,273
Travel - Sales 1,500 1,500 1,500 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000
Learning & Growth - Sales 0 0 0 400 400 400 400 400 400 1,250 1,250 1,250
Entertainment 450 450 450 450 450 450 450 450 450 450 450 450
Total Sales and Marketing Expenses 25,800 25,800 25,925 29,473 29,473 29,473 30,735 30,735 30,735 32,973 32,973 32,973
Sales and Marketing % 11.37% 11.37% 11.30% 11.67% 11.67% 11.67% 11.07% 11.07% 11.07% 10.79% 10.79% 10.79%
General and Administrative Expenses
General and Administrative Payroll 10,600 10,600 10,600 11,400 11,400 11,400 11,400 11,400 11,400 11,400 11,400 11,400
Sales and Marketing and Other Expenses 0 0 0 0 0 0 0 0 0 0 0 0
Depreciation 0 0 0 0 0 0 0 0 0 0 0 0
Depreciation 0 0 0 0 0 0 0 0 0 0 0 0
Utilities 750 750 750 750 750 750 750 750 750 750 750 750
Telephone & ISP 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850
Office Supplies 350 350 350 350 350 350 350 350 350 350 350 350
Insurance 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400
Bank Charges 500 500 500 500 500 500 500 500 500 500 500 500
Postage 835 835 835 835 835 835 835 835 835 835 835 835
Taxes & Licenses 850 850 850 850 850 850 850 850 850 850 850 850
Bonuses 0 0 0 0 0 0 0 0 0 0 0 0
Learning & Growth - Admin 0 0 0 150 150 150 150 150 150 750 750 750
Accounting 500 500 500 500 500 500 500 500 500 500 500 500
Rent 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000
Payroll Taxes 30% 14,325 14,325 14,325 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375 15,375
Other General and Administrative
0 0 0 0 0 0 0 0 0 0 0 0
Expenses
Total General and Administrative
38,960 38,960 38,960 40,960 40,960 40,960 40,960 40,960 40,960 41,560 41,560 41,560
Expenses
General and Administrative % 17.16% 17.16% 16.98% 16.22% 16.22% 16.22% 14.75% 14.75% 14.75% 13.61% 13.61% 13.61%
Other Expenses:
Other Payroll 25,150 25,150 25,150 26,850 26,850 26,850 26,850 26,850 26,850 26,850 26,850 26,850
Consultants 0 0 0 0 0 0 0 0 0 0 0 0
Learning & Growth - Service 0 0 0 850 850 850 650 650 850 1,500 1,500 1,500

Travel - Service 1,500 1,500 1,500 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000
Freight & Cartage 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500
Total Other Expenses 29,150 29,150 29,150 32,200 32,200 32,200 32,000 32,000 32,200 32,850 32,850 32,850
Other % 12.84% 12.84% 12.70% 12.76% 12.76% 12.76% 11.52% 11.52% 11.60% 10.75% 10.75% 10.75%
Total Operating Expenses 93,910 93,910 94,035 102,633 102,633 102,633 103,695 103,695 103,895 107,383 107,383 107,383
Profit Before Interest and Taxes 16,765 16,765 17,890 20,484 20,484 20,484 31,734 31,734 31,534 41,590 41,590 41,590
EBITDA/Earnings before interest, taxes,
16,765 16,765 17,890 20,485 20,485 20,485 31,735 31,735 31,535 41,589 41,589 41,589
depreciation
Interest Expense 11,667 11,667 11,667 11,667 11,667 11,667 11,667 11,667 11,667 11,667 11,667 11,667
Taxes Incurred 1,530 1,937 2,365 3,351 3,351 3,351 7,626 7,626 7,550 11,370 11,370 11,370
Net Profit 3,568 3,161 3,858 5,467 5,467 5,467 12,442 12,442 12,318 18,552 18,552 18,552
Net Profit/Sales 1.57% 1.39% 1.68% 2.17% 2.17% 2.17% 4.48% 4.48% 4.44% 6.07% 6.07% 6.07%
Table # 17 Cash Flow

Month Month Month Month Month Month Month
Month 1 Month 5 Month 7 Month 8 Month 9
2 3 4 6 10 11 12
Cash Received
Cash from Operations
Cash Sales 147,550 147,550 149,175 164,093 164,093 164,093 180,502 180,502 180,502 198,552 198,552 198,552
Cash from Receivables 0 2,648 79,450 79,479 80,593 88,358 88,358 88,652 97,193 97,193 97,517 106,913
Subtotal Cash from Operations 147,550 150,198 228,625 243,572 244,686 252,451 268,860 269,154 277,695 295,745 296,069 305,465
Additional Cash Received
Sales Tax, VAT, HST/GST Received 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 30,000 0 0 0 0 0 0 0 0 0 0 0

Subtotal Cash Received 177,550 150,198 228,625 243,572 244,686 252,451 268,860 269,154 277,695 295,745 296,069 305,465
Month Month Month Month Month Month Month
Expenditures Month 1 Month 5 Month 7 Month 8 Month 9
2 3 4 6 10 11 12
Expenditures from Operations
Cash Spending 47,750 47,750 47,750 51,250 51,250 51,250 51,250 51,250 51,250 51,250 51,250 51,250
Bill Payments 3,455 106,054 176,195 180,247 208,235 195,733 196,816 227,755 214,007 215,366 250,790 235,663
Subtotal Spent on Operations 51,205 153,804 223,945 231,497 259,485 246,983 248,066 279,005 265,257 266,616 302,040 286,913
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
0 0 0 0 0 0 0 0 0 0 0 0
Borrowing
Other Liabilities Principal Repayment 0 0 0 0 0 0 0 0 0 0 0 0
Long-term Liabilities Principal

0 0 0 0 0 0 0 0 0 0 0 0
Repayment
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 51,205 153,804 223,945 231,497 259,485 246,983 248,066 279,005 265,257 266,616 302,040 286,913
Net Cash Flow 126,345 -3,606 4,680 12,075 -14,799 5,468 20,794 -9,851 12,438 29,129 -5,971 18,552
Cash Balance 526,345 522,739 527,419 539,494 524,695 530,163 550,957 541,106 553,544 582,673 576,702 595,254
Table # 18 Balance Sheet

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Starting
Assets
Balances
Current Assets
Cash 400,000 600,000 541,431 596,839 537,573 591,371 532,106 585,903 519,665 573,461 507,346 554,910 488,794
Accounts Receivable 0 79,450 156,252 157,127 166,005 173,770 173,770 182,606 191,147 191,147 200,866 210,261 210,261
Inventory 200,000 127,958 127,958 129,333 142,266 142,266 142,266 156,492 156,492 156,492 172,142 172,142 172,142
Other Current Assets 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Current Assets 600,000 558,753 631,949 638,879 672,766 665,731 671,199 715,054 713,744 726,182 780,679 784,103 802,655
Long-term Assets
Long-term Assets 0 0 0 0 0 0 0 0 0 0 0 0 0
Accumulated Depreciation 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Long-term Assets 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Assets 600,000 558,753 631,949 638,879 672,766 665,731 671,199 715,054 713,744 726,182 780,679 784,103 802,655
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 0 100,184 170,219 173,291 201,710 189,208 189,208 220,622 206,870 206,989 242,935 227,807 227,807
1,600,00
Current Borrowing 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000
0
Other Current Liabilities 0 0 0 0 0 0 0 0 0 0 0 0 0
Subtotal Current 1,820,62
1,600,000 1,700,184 1,770,219 1,773,291 1,801,710 1,789,208 1,789,208 1,806,870 1,806,989 1,842,935 1,827,807 1,827,807
Liabilities 2
Long-term Liabilities 0 0 0 0 0 0 0 0 0 0 0 0 0
1,820,62
Total Liabilities 1,600,000 1,700,184 1,770,219 1,773,291 1,801,710 1,789,208 1,789,208 1,806,870 1,806,989 1,842,935 1,827,807 1,827,807
2
Paid-in Capital 0 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000
#######
Retained Earnings -1,171,750 ######## ######## ######## ######## ######## ######## ######## ######## -1,171,750 -1,171,750 -1,171,750
#
Earnings 0 3,569 6,730 10,588 16,056 21,523 26,990 39,432 51,874 64,193 82,744 101,296 119,848
#######
Total Capital -1,171,750 ######## ######## ######## ######## ######## ######## ######## ######## -1,059,006 -1,040,454 -1,021,902
#
Total Liabilities and Capital 428,250 562,003 635,199 642,129 676,016 668,981 674,448 718,304 716,994 729,432 783,929 787,353 805,905
#######
Net Worth -1,000,000 ######## ######## ######## ######## ######## ######## ######## ######## -1,062,256 -1,043,704 -1,025,152
#

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Business Plan to Start

For Development Bank of Ethiopia

November 13, 2023

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 1

Subject: Submission of Business Plan to start an IT company

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 2

(1) Use Case Diagram :

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 3

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 4

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 5

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 6

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 7

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 8

The keys to our success are:

 Financial Goals vs. Results

2.0 Company Summary

2.1 Company Ownership

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 9

The remainder of the funds will be used for:

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 10

2.3 Company Locations and Facilities

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 11

 ICT consulting and advisory services

3.1 Sales Literature

3.2 Product and Service Description

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 12

3.2.1 ICT consulting and advisory services

3.2.2 Software design, development, and implementation services

Software design and development service encompasses a collection of processes and

3.2.3 Website design, development and hosting services

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 13

This service has four objectives:

 To ensure delivery of reliable and robust high-speed high bandwidth communications

3.3 Competitive Comparison

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 14

3.5 Service and Support

3.6 Future Products and Services

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 15

4.0 Market Analysis Summary

4.1 Market Segmentation

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 16

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 17

Table # 3: Market Analysis

Legend: CAGR = Compound Annual Growth Rate, Small/Home office.

4.2 Target Market Segment Strategy

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 18

4.2.2 Market Growth

4.2.3 Market Needs

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 19

4.3 Service Business Analysis

4.3.1 Competition and Buying Patterns

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 20

4.3.2 Distributing a Service

4.3.3 Main Competitors

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 21

4.3.4 Business Participants

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 22

• A new attitude – we are at the beginning of a product/technology convergence

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 23

5.2 Strategy Pyramid

T3 (T-CUBE) TECH SOLUTIONS CONSULTING 24

5.3 Value Proposition

5.4 Sales Strategy

5.4.1 Sales Forecast