Bed and Breakfast Business Plan

Coach House Bed and Breakfast
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Executive Summary
Introduction The long-term goal of Coach House Bed and Breakfast (Coach House) is to become the best choice on Tybee Island, Georgia for temporary lodging by creating a differentiated experience capitalizing on personal service, the historical nature of the Coach House building, and its unique location in one of the most attractive parts of the Old South. We plan to be more than a great bed and breakfast. We plan to create an environment of pampered luxury that surpasses the standard fare for Tybee. Expanding our exposure via the Internet and introducing the island to people that have not yet discovered this year-round paradise will allow us to maintain a higher than average occupancy rate and above average profits. The Company Coach House Bed and Breakfast is an established B&B, and has been in operation for the last three years as Marsh Hen Bed and Breakfast. After possession and a brief period of becoming established, Coach House will diverse into other ventures to ensure a steady flow of patrons (tourists and locals) through its doors. The Coach House Bed and Breakfast will be a partnership, equally owned by John Maesch and Frank Williams. Mr. Maesch will reside on the property, managing and maintaining the business and satisfying Tybee Island license requirements. Our Services The Coach House Bed and Breakfast was originally built in 1920 and is believed to have been one of three train stations on Tybee Island, linking the island to Savannah. The building has undergone a number of restorations and uses since the train service ceased operation. With construction completed, it now has the potential of four rental units with owner-occupancy in an unused room. Creating a "home away from home" which is often more beautiful and palatial than where they are traveling from will ensure many return customers. The riches of Chatham County have

always drawn a significant number of tourists to the Savannah/Tybee Island area. In addition to providing information about such locations, we plan to collaborate with tour agencies and businesses throughout the area by offering packages and special rates. As the B&B becomes established through the peak season, we plan to expand our services to the residents of Tybee and Savannah in time for the off-season. The adjoining rooms open creating a large area, ideal for formal or informal gatherings (i.e. wedding receptions, office parties, Christmas parties, etc.). The Market B&Bs, along with other short-term lodging on Tybee Island, have been a substantial part of the island tourism. Of the short-term lodgings on Tybee, ten are categorized as inns, 19 as long-term lease facilities (rentals, condos, and houses) and only four as B&Bs, including the Coach House. Hotels/motels constitute the largest percentage of rental properties on the island in terms of units. A modest projection for increased unit rental is 30% per year. Competitors on the island have averaged 30% + rental increases over the past three years, and the Georgianne Inn is forecasting 50% increases for the next two years before hitting full capacity. This projection is without any significant increase in advertising or exposure, but is based on the general average increase in tourism. Our two major customer segments are tourists from the north who traditionally prefer the cozy environment of B&Bs, and local patrons who need the facilities for various events. Subscriptions to various Web services will provide international exposure to potential customers for nominal annual fees. Financial Considerations Coach House will be acquired via a small business administration (SBA) loan (CDC 504 Loan Program) with the buyers supplying 20% down, Ameribank supplying 50%, and SBA supplying 30%. We are assuming an initial capital start-up of $12,000 for operating expenses. We estimate average monthly fixed costs to be at approximately $8,000 for expenses plus interest payments. Peak and off-season will have significant impact on the monthly earnings. For the first year, on-season revenues will offset off-season losses. As Coach House B&B builds its market position among the local patrons, we anticipate that off-season revenues will be enough to break even during that season.

. Open the Coach House Bed and Breakfast as a "turn key operation" with existing bookings for the Marsh Hen Bed and Breakfast (prior ownership). Edit this sample plan » 1. Demonstrate a minimum of 65% occupancy averaged throughout Year 1.Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan. and new bookings under an increased rental rate after possession.1 Objectives 1. 2.

Coach House will make the event smooth and easy for the guests. we hope to increase offseason occupancy by 30% the first year.while other party members will be referred to neighboring Inns. we plan to expand our services to the residents of Tybee and Savannah in time for the off-season. Increase off-season use by divesting into other uses for property (cater parties. An extensive video and audio library for guest use. Through incentives and increased exposure on the Internet. the marinas. office parties. Worms Low. wedding receptions. and introducing the island to areas that have not yet discovered this year-round paradise. Daily fresh-baked muffins and fresh fruit. Savannah's historic district. A complimentary music CD for each room that the guest may keep (copy included in packet). Starbucks coffee. River Street. fruit. A variety of herbal teas.). and a private deck. Tourists will want to explore the riches of Chatham County (Bonaventure Cemetery. etc. We plan to create an environment of pampered luxury that surpasses the standard fare for Tybee. Increase exposure and market using Internet technology and direct advertising to northern regions of the United States. With the capability for a catered reception inside.e. The adjoining rooms open creating a large area. . can be provided for an additional stipend. catered meals. guests will return to the B&B in the evening and find cheese. Immediate family or selected members of the wedding party would be able to stay at the B&B . we plan to collaborate with tour agencies and businesses throughout the area by offering packages and special rates with in-kind incentives for the cooperating merchants. receptions. etc. including tours originating from the Coach House. as would the sand and surf for those that prefer a beach wedding. This collaborative practice is not new to Tybee. As the B&B becomes established through the peak season. a beautiful.2 Mission The mission of Coach House is to become the best choice in Tybee for temporary lodging by expanding our exposure via the Internet (with multiple networks and links). weddings. The Coach House guest will have every need met to ensure his/her comfort.3. tropical front yard.). 1. but Coach House will be a new member in the exchange. ideal for formal or informal gatherings (i. The outdoors. with its access to the beach. For special occasions. 5. In addition to providing information about such locations. A gazebo in the front yard would make the perfect location for a wedding. We plan to be more than a great bed and breakfast. Amenities that go beyond the typical B&B will include: • • • • • • • Pralines on pillows. market square. Christmas parties. 4. During the weekends. etc. opens several additional opportunities. CD stereo systems and VCRs in each room. and Fort Pulaski to name a few). dolphin tours. and wine for snacking before turning in. chilled wine.

Read more: http://www.cfm#ixzz1V3 wFECdy Company Summary Coach House Bed and Breakfast is an established B&B. equally owned by John Maesch and Frank Williams. linking the island to Savannah. Mr. As the B&B becomes self-supporting. 1. but will be considered after the owners relocate to Georgia and establish local legal representation. relocating to Tybee. Mr. As of this writing.• Links to other businesses and services on the island and the mainland. The station offered patrons a place to shower and change after a day at the beach before boarding for the return trip.com/bed_and_breakfast_business_plan/executive_summary_fc. Mr. 2. 2. Maintain sound financial management of the venture. the decision to incorporate has not yet been made.bplans. Williams will remain in Indiana fulfilling his employment contract. Due to continual structural improvements during the past three years. the current owner continued with improvements (a new roof and new construction for an efficiency apartment above the existing roof). The building has undergone a number of restorations and uses since the train service ceased operation. having begun with two rental units and one living unit. and has been in operation for the last three years as Marsh Hen Bed and Breakfast. and assisting with the daily responsibilities of the B&B. Coach House will diverse into other ventures to ensure a steady flow of patrons (tourists and locals) through its doors. Williams will resign--transferring his retirement money to the capital reserve.1 Company Ownership The Coach House Bed and Breakfast will be a partnership. After possession and a brief period of becoming established. the B&B has not yet gone through a season with full . managing and maintaining the business and satisfying Tybee Island license requirements. Build strong market position among the local patrons. It currently functions as the Marsh Hen Bed and Breakfast. Maesch will reside on the property. the new management will strive to achieve the following goals: • • • Position Coach House B&B as the best B&B on Tybee Island among the numerous tourists. While open.3 Keys to Success In order to succeed.2 Company History The Coach House Bed and Breakfast was originally built in 1920 and is believed to have been one of three train stations on Tybee Island. following a period of extensive renovations and improvements to the property.

The general consensus is that it has operated as a hobby and not a business under the current ownership. and business sense to run at a higher capacity. The table below outlines the B&B's performance over the last three years under the current ownership. In addition to the limitations caused by construction. and categorically deny accessibility to various classes of people. . investment. With construction completed.operational capacity. Inn operators and other business members on the island have reported that the current owner lacks some of the commitment. The current owner will often leave the building to the care of an answering machine. it now has the potential of four rental units with owner-occupancy in an unused room.

429 14.000 $30.000 $196.500 $200.000 $20.000 $36.608 $3.000 $200.571 49 1997 $5.000 $10.000 $15.000 $189.000 $0 $20. Edit this sample plan » Past Performance Sales Gross Margin Gross Margin % Operating Expenses Collection Period (days) Balance Sheet Current Assets Cash Accounts Receivable Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities (interest free) Total Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings 1997 $10.000 $1.203 17.320 $13.000 $50.000 $110.000 $50.000 $1.755 47 1999 $12.000 $50.000 $1.500 $0 1998 $18.000 $74.000 $117.000 $0 $0 $20.000 $180.000 $187.000 $17.000 $0 1999 $28.000 $200.000 $170.500 $10.565 47.21% $15.000 $190.000 $0 $0 $15.000 $65.000 $0 $0 $10.000 $0 .000 $20.000 $100.29% $8.Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan.90% $14.500 $500 $9.000 $500 $6.405 33 1998 $7.000 $1.000 $4.000 $50.

956 9. The table below outlines the total market potential for our business. This projection is without any significant increase in advertising or exposure.bplans.31 Read more: http://www. and the Georgianne Inn is forecasting 50% increases for the next two years before maxing out at full capacity.1 Market Segmentation Our two major customer segments are tourists from the north who traditionally prefer the cozy environment of B&Bs.500 $196. Competitors on the island have averaged 30% + rental increases over the past three years.com/bed_and_breakfast_business_plan/services_fc. Creating a "home away from home" which is often more beautiful and palatial than where they are traveling from will ensure many return customers. A modest projection for increased unit rental is 30% per year. This area is a sleeping giant on the verge of awakening. luxurious.500 30 $7.30 $167. but is based on the general average increase in tourism. Read more: http://www.000 30 $13.500 7. Georgia. Georgia.000 30 $21. and local patrons who need the facilities for various events.bplans.php#ixzz1V3 wTM3SB Services The Coach House Bed and Breakfast is a resort lodging facility on Tybee Island. .000 $187. Our most important groups of potential customers are those who traditionally choose the bed and breakfast climate to the more traditional and sterile surroundings of hotels / motels.000 $189.50 $124. 4.com/bed_and_breakfast_business_plan/company_summary_fc. lodging for vacationers interested in exploring Tybee Island and the surrounding coastal regions of Savannah. yet affordable.Total Capital Total Capital and Liabilities Other Inputs Payment Days Sales on Credit Receivables Turnover $86.php#ixzz1V3waPNCu Market Analysis Summary The Coach House B&B will focus on quality. designed to provide guests with luxurious surroundings at reasonable rates while vacationing in the coastal Georgia area.240 5.

Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan.789 6.40% 105.00% Total 19.000 5.360 20.250 149.513 5.40% .000 125.513 178.000 172.00% Local Patrons 5% 5.589 213.000 144.800 207.438 19.250 5.078 5.000 120. Edit this sample plan » Market Analysis 2000 2001 2002 2003 2004 Potential Customers Growth CAGR Tourists 20% 100.

Subscriptions to various Web services will provide international exposure for nominal annual fees. including the Coach House (currently operating as the Marsh Hen Bed and Breakfast). Committing to staying in the building to book reservations and opening the B&B to diverse groups of people will also increase bookings. a guest is a guest in one's home. Hotels/motels constitute the largest percentage of rental properties on the island in terms of units. allowing them to participate and share in the richness of a community. is under exposed as a winter vacation destination. 4. fun and stress management while on vacation. along with other short-term lodging on Tybee Island.3. receptions. do not put such facilities in the category of competitor. they love meeting new people while at the same time require enough privacy to enjoy their vacation.Need real financials? We recommend using Business Plan Pro as the easiest way to create automatic financials for your own business plan. In the B&B. watching television. not a customer. etc.1 Market Needs Similar to tourists who choose to stay in traditional hotels. ten are categorized as Inns. 4. which caters to an everincreasing group of travelers.3 Service Business Analysis B&Bs. condos. These patrons are more social. We continue to see that Tybee Island. or during the next vacation (like going home). where guests become temporary members of a larger family. which are substantially higher in the hotel/motel industry. while still allowing whatever degree of privacy is preferred. . We plan to aggressively pursue guests from the north while introducing Tybee Island to this under-tapped market population. We also plan to use the B&B for local patrons by opening it for catered parties.2 Target Market Segment Strategy The Marsh Hen's history demonstrates that money can be made in this area simply by existing. However. The B&B home opens itself to guests. A variety of settings available in the B&B are situated to enable individuals or small groups to locate the perfect setting for whatever mood or activity one is pursuing (reading. etc. in general. customers who patronize B&Bs seek relaxation. However. the average B&B patron is not typically interested in the hotel/motel climate.2. B&Bs create a climate of home. Edit this sample plan » 4. this type of customer also prefers comfortable accommodations in a cozy. Of the short-term lodgings on Tybee. That and the comparison of rates. family environment.). Coach House has all the necessary facilities to attract such customers. 4. It becomes a place to return to: at the end of a day. playing board games. have been a substantial part of the island tourism. Meals can be shared with the innkeepers and other travelers allowing new relationships to be created and old ones enriched. 19 as long-term lease facilities (rentals. meals can be taken in the privacy of the guest's room. Or.1 Competition and Buying Patterns The bed and breakfast industry offers a unique lodging environment. and houses) and only four as B&Bs.

5.000 agents worldwide. 5. In most resort areas.1 Sales Forecast . we will be able to invest more time and money into the finer things (the extra amenities that go above and beyond those associated with the other Inns on the Island). Coach House has off-street parking that will accommodate all guests. as well as via traditional travel agents and through the Internet.2 Sales Strategy Coach House will sell its rooms directly to repeat customers.bplans.worldres. and Lycos. much less expensive. However. Read more: http://www. yet more comprehensive than traditional advertising. we believe that an un-tapped market of vacationers can be enticed to Tybee Island and the Coach House.com (an international Web catalog for Inns and B&Bs) will put us in front of millions of computer screens on a daily basis. including AOL. Maesch.com.com/bed_and_breakfast_business_plan/market_analysis_summary_fc. Repeat customers will have the privilege of priority reservations during the high season. and separate an exceptional lodging from one that is merely okay.At the Coach House B&B. as well as to users of Travelocity. All reservations will be handled by Mr. In addition. Yahoo!. We have traveled the country and stayed in many B&Bs. As mentioned above. we will be placing seasonal specific advertisements in regional newspapers and major city magazines.1 Competitive Edge We start with a critical competitive edge: there is no competitor we know of that can offer the convenience and luxury one will find at the Coach House. the new owners will also list Coach House on www. We know how to create the climate that others seek when shopping for B&B lodging. 5.php#ix zz1V3wgjheJ Strategy and Implementation Summary We commit to creating the best on Tybee Island from the beginning. providing access to over 100. Being dutiful without being intrusive is a delicate balance and one that owners have mastered in their various walks of life. Membership in WorldRes. which will make it available to millions of international tourists. WorldRes has developed exclusive relationships with destination and special activity websites and call centers. not all B&B patrons are computer-friendly. These are the extras that people remember. As a furnished (turn key) operation. with the exception of a five to ten percent transaction fee for any booking made directly via the service and online. The WorldRes partner network allows real-time reservations on today's most popular websites. With the right exposure. All of this visibility is free. parking is a problem. Therefore. WorldRes provides a free connection to the SABRE travel agent system.2. guests will have the right mix of membership and privacy. one of the most popular online travel sites.

Our sales forecast is based on the historical industry trend of Tybee Island and the following rates and occupancy assumptions: On season (May-Sep) • Occupany Rate .$150 Large Jacuzzi .$70 • • • • • Off-season (Oct-Apr) • • • • .45% Apartment .$175 Adjoining Unit .$200 Large Jacuzzi .$150 Smaller Unit .$80 Smaller Unit .$100 Adjoining Unit .85% Apartment .$125 Occupany Rate .

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bplans.953 2001 $0 $0 $0 $0 $0 2002 $44. is reasonable considering that major living expenses (mortgage.081 $130.496 $24.320 $34.842 $29.040 $28.324 $27.140 $22.Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan.921 $25.336 $36. utilities.718 2000 $0 $0 $0 $0 $0 2001 $42. etc.com/bed_and_breakfast_business_plan/strategy_and_implementation_summa ry_fc.934 $124.501 2002 $0 $0 $0 $0 $0 Read more: http://www. .453 $37. Salary for the first year of operation is indicated on the Personnel table.285 $137.) will be covered by the business. Edit this sample plan » Sales Forecast 2000 Sales Apartment Large Jacuzzi Adjoining Unit Smaller Unit Total Sales Direct Cost of Sales Apartment Large Jacuzzi Adjoining Unit Smaller Unit Subtotal Direct Cost of Sales $40. though low. This salary.php#ixzz1V3wl7RNG Management Summary The Coach House will operate as an owner-occupied business.

2000. Personnel Plan John Maesch Frank Williams Total People Total Payroll 2000 $12. Maesh's. Maesh will reside on the property while performing necessary day-today management tasks.bplans.000 2002 $18.000 $22. Maesch's retirement.000 2001 $15. Peak and off-season will have significant impact on the monthly earnings.6. Ameribank supplying 50%.com/bed_and_breakfast_business_plan/management_summary_fc.php#ixzz1 V3wq3f4q Financial Plan Coach House will be acquired via a small business administration (SBA) loan (CDC 504 Loan Program) with the buyers supplying 20% down. Further. For the first year. Mr. is currently employed in Indiana.000 for expenses plus interest payments. a rate increase may be considered in Fiscal Year 2001. Mr. Williams will contributing additional investment by September 15. As Coach House B&B builds its market position among the local patrons. The co-owner.000 2 $35. The bank mortgage is for 20 years at ten percent and the SBA 504 loan is for ten years. his total planned compensation is higher than that of Mr.000 2 $40. Since he will reside off of the property. but will retire in September 2000 and will relocate to the Tybee Island.000 Read more: http://www. We are assuming some initial start-up capital for operating expenses.000 2 $15. .000 $20. and SBA supplying 30%. Mr. In addition to the start-up money available from Mr.1 Personnel Plan As mentioned above. Williams. also at ten percent. The table below outlines projected personnel plan for Coach House.1 Break-even Analysis We estimate average monthly fixed costs to be approximately $8. 7. on-season revenues will offset off-season losses.000 $3. we anticipate that off-season revenues will be enough to break even during that season.

486 Need real financials? .486 Assumptions: Average Percent Variable Cost 0% Estimated Monthly Fixed Cost $3.Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan. Edit this sample plan » Break-even Analysis Monthly Revenue Break-even $3.

earnings are subject to seasonal fluctuations.We recommend using Business Plan Pro as the easiest way to create automatic financials for your own business plan. As mentioned above. The new ownership will. Need actual charts? . and thus offset the negative impact of the season. strengthen Coach House's market position among the local community who will patronize the establishment during the low season.2 Projected Profit and Loss Below is the Coach House's projected income statement for the next three years. Edit this sample plan » 7. however.

Edit this sample plan » . Edit this sample plan » Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan.We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan.

Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan. Edit this sample plan » .

Edit this sample plan » Pro Forma Profit and Loss Sales Direct Cost of Sales Other Total Cost of Sales 2000 $124.953 $0 $0 $0 2002 $137.Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan.501 $0 $0 $0 .718 $0 $0 $0 2001 $130.

000 $2.340 7.3 Projected Cash Flow The table below outlines the projected cash flow and shows that the company will have enough cash reserves to cover the off-season's low sales.580 $2.113 $9.600 $2.501 100.00% $15.154 4.48% 7.000 $4.36% $130.095 $473 $210 $10.100 $10.750 $3.000 $2.Gross Margin Gross Margin % Expenses Payroll Sales and Marketing and Other Expenses Depreciation Insurance Telephone Security Duties & Subscriptions Rent Room/Housecleaning Groceries Payroll Taxes Other Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales $124.00% $40.250 $0 $66.874 $50.13% $137.730 $2.750 $64.500 $2. based on current pricing research and the addition of a fourth rental unit.900 $4.902 18.400 $420 $175 $9.322 $52.625 $6.401 $58.996 $300 $1.500 $450 $200 $10.500 $7.097 $6.703 $51.500 $368 $2.882 $87.150 $2.250 $0 $41.440 $2.000 $3.000 $5.00% $35.100 $58.500 $2. .953 100. These projections are realistic in terms of the historical market of Tybee Island and operations.000 $0 $79.203 $68.836 $82.480 $22.000 $350 $2.718 100.775 $4.

155 $130.883 $0 $0 $0 $525.155 $0 $0 $0 $17.000 $80.375 $102.512 $0 $0 $0 $0 $0 $0 $0 $130. HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax.000 $90.015 $0 $0 $0 $0 $0 $500.512 2001 $35.704 $119.000 $97.883 2000 $15.738 $97.000 $0 $0 $0 .725 $115.179 $88.000 $0 $32.037 $0 $0 $0 $0 $0 $0 $0 $137.773 $130. VAT.037 2002 $40.662 $137.015 $112.000 $0 $0 $0 $644. HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends 2001 2002 $31. Edit this sample plan » Pro Forma Cash Flow 2000 Cash Received Cash from Operations Cash Sales Cash from Receivables Subtotal Cash from Operations Additional Cash Received Sales Tax.Need actual charts? We recommend using Business Plan Pro as the easiest way to create graphs for your own business plan. VAT.000 $0 $0 $0 $34.725 $0 $0 $0 $15.

Pro Forma Balance Sheet 2000 Assets Current Assets Cash Accounts Receivable Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth 2001 2002 $44.703 $700.931 $700.00% 0.00% 100.63% 26.000 $39.263 $189.902 $9.00% 100.00% 2002 5.00% 1.749 $0 $0 $6.263 2000 $5.23% 72.41% 100.361 $0 $0 $5.14% 6.869 $130.00% 1.396 $705.84% 70.000 $530.242 $715.361 $50.60% 54.902 $720.00% 32.06% 69.940 $661.83% 100.000 $54.538 7.Subtotal Cash Spent Net Cash Flow Cash Balance $612.902 $189.000 $34.00% 2001 5.74% 72.000 $54.869 $44.396 7.340 $199.361 $525.655 $147.865 $205.117) $34.469 $493.33% 100.000 $117.902 $44.749 $50.000 $149.588 $705.00% 26.242 $34.00% 1.740 $1.00% Industry Profile 5.440 $665.413 $660.276 $1.000 $22.17% 27.4 Projected Balance Sheet The table below outlines the projected balance sheet of Coach House for Fiscal Year 2000-2002.89% 73.991 $199.00% 100.94% 71.38% 0.5 Business Ratios The following table provides industry information for Coach House B&B based on the Standard Industry Classification (SIC) Index.00% 19.90% 29.991 2001 $6.67% 92.560 $720.00% 46.40% 34.834 $1.37% 100.242 $6.749 $510.000 $45.39% 1.277 $700.725 ($214) $44.59% 92.00% 100.59% 100.00% 100.000 $139.000 $500.10% 100.655 $9.14% 7.015 $32.865 2002 $7.00% 68.000 $38.00% 0.41% 93.869 $8.060 $715.538 $9.14% 7.469 $0 $0 $7.00% 0.000 $516. 7011.00% .23% 0.30% 0.155 ($10.469 $50.90% 5. Ratio Analysis Sales Growth Percent of Total Assets Accounts Receivable Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth Percent of Sales Sales Gross Margin 2000 340.154 $205.

01 $49.56 0.580 Oct $0 $0 $0 $0 $0 Nov $2.02% 1.025 $2.00 92.50% 1.395 $1.10% 1.14 8.06 70.825 $3.342 1.953 $3.128 Aug $0 $0 $0 $0 $0 Sep $5.90% 4.463 $3.45 1.413 Nov $0 $0 $0 $0 $0 Dec $2.093 $1.611 $3.06 6.580 Jan $0 $0 $0 $0 $0 Feb $1.87% 2.953 $3.116 $977 $5.116 $977 $5.463 $3.270 $4.270 $4.a n.611 $3.a n.20 73.363 $1.890 $1.20 10.70% 3.116 $977 $5.188 $16.270 $4.78 1% 8.025 $2.17% 2002 4.05 54.73% 1.37 34 0. General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios Net Profit Margin Return on Equity Activity Ratios Accounts Receivable Turnover Collection Days Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab.bplans.a n.395 $1.74% 2001 7.116 $977 $5.953 $3.a n. to Liab.a n.76 0.17% 6.100 $4.00 95.a n.63% 16.363 $1.46% 10.66 0.a n.90% 2.58 5.a n.a n.13% 4.395 $1.093 $1.22% 2000 18.080 $945 $6.01 $48.128 Jul $0 $0 $0 $0 $0 Aug $5.60% 66.17 27 0.294 $17.575 Jun $0 $0 $0 $0 $0 Jul $5.00% 1.128 May $0 $0 $0 $0 $0 Jun $5.29% 42.413 Apr $0 $0 $0 $0 $0 May $5.14 72.580 Dec $0 $0 $0 $0 $0 Need real financials? We recommend using Business Plan Pro as the easiest way to create automatic financials for your own business plan.79 0.17 2.php#ixzz1V3ww0h 7r Appendix Sales Forecast Jan Sales Apartment Large Jacuzzi Adjoining Unit Smaller Unit Total Sales Direct Cost of Sales Apartment Large Jacuzzi Adjoining Unit Smaller Unit Subtotal Direct Cost of Sales 0% 0% 0% 0% $2.188 $16.00% 10.093 $1.580 Mar $0 $0 $0 $0 $0 Apr $2.294 $17.a n.24 5.a Read more: http://www.182 1.00% 4. Edit this sample plan » .13 1% 4.48% 3.03% 8.25% 1.260 $1.808 1.611 $3.com/bed_and_breakfast_business_plan/financial_plan_fc.06% 10.17 29 0.825 $3.47 1% 6.040 Feb $0 $0 $0 $0 $0 Mar $2.29% 49.67 0.080 $945 $6.66 0.Selling.575 Sep $0 $0 $0 $0 $0 Oct $2.70% n.18 2.294 $17.47% 6.59 59 15.19 2.008 $882 $5.50% 2.76 0.a n.36% 12.59 34 12.59 0.a n.395 $1.a n.100 $4. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout 81.16 5.093 $1.00 75.44 0.01 $37.a n.a n.59 34 12.69% 10.

000 $0 1 $1.194 $21.336 $0 $0 $0 $0 $0 $0 $0 $10.000 $5.00% 25.794 $5.000 Apr $1.00% 0 Aug 8 10.580 $0 $0 $0 $5.570 $0 $0 $0 $0 $0 $0 $0 $9.488 May $1.128 $0 $0 $0 $17.690 $4.832 $17.00% 25.000 $8.240 $4.000 $0 $506.981 $0 $0 $0 $0 $0 $0 $0 $6.375 $2.000 $0 1 $1.580 $0 $0 $0 $5.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.000 $8.320 $2.00% 10.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $300 $0 $4.410 $2.846 $16.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $300 $0 $4.989 Sep $1.320 $1.00% 0 Feb 2 10.397 Apr $1.00% 10.00% $1.000 $5.821 $6.000 Feb $1.221 Jun $1.040 $0 $0 $0 $5.566 $0 $0 $0 $0 $0 $0 $0 $9.128 100.580 100.00% $2.712) -26.775 $4.375 $2.328 $4.727 Aug $1.375 $2.553 $0 $0 $0 $0 $0 $500.430 $4.00% 10.00% 25.000 $0 1 $1.000 2 $2.00% 0 Jul 7 10.194 $0 $0 $0 $0 $0 $0 $0 $21.773 40.580 $0 $0 $0 $5.566 $1.437 $9.206 $5.00% 0 Sep 9 10.00% 0 Apr 4 10.981 $4.144 $5.00% $1.258 $6.000 $0 1 $1.00% 25.00% 10.396 $7.243 $3.336 $1.405 $13.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.580 100.520 $2.821 $1.375 ($779) ($2.613 $4.000 Sep $1.375 ($571) ($1.00% 25.86% Jul $17.000 $0 1 $1.170 $2.41% Apr $6.00% 10.187 41.000 Aug $1.760 $0 $0 $0 $0 $0 $0 $0 $13.000 $0 $0 $0 $528.400 Feb $1.879) -37.00% $1.00% 10.00% 0 10.413 $0 $0 $0 $6.00% $2.000 $0 1 $1.375 ($283) ($849) -13.170 $13.00% 0 Pro Forma Profit and Loss Sales Direct Cost of Sales Other Total Cost of Sales Gross Margin Gross Margin % Expenses Payroll Sales and Marketing and Other Expenses Depreciation Insurance Telephone Security Duties & Subscriptions Rent Room/Housecleaning Groceries Payroll Taxes Other Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales Jan $5.00% 25.566 $0 $0 $0 $0 $0 $0 $0 $9.114 Jul $1.320 $1.775 $4.601 $0 $0 $0 $0 $0 $0 $0 $5.187 41.553 $1.00% $1.375 ($779) ($2.958 $14.00% 25.187 41. HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $1.375 ($694) ($1.077 $9.156 $13.413 100.00% 0 Nov 11 Dec 12 10.413 100.000 Jul $1.336) -41.413 $0 $0 $0 $6.282 $12.000 $3.00% 25.86% 15% Pro Forma Cash Flow Jan Cash Received Cash from Operations Cash Sales Cash from Receivables Subtotal Cash from Operations Additional Cash Received Sales Tax.575 100.00% $1.488 $0 $0 $0 $0 $0 $0 $0 $8.375 $2.00% $1.00% 0 Jun 6 10.00% 10.747 $7.000 $392 $370 $215 $200 $35 $175 $833 $25 $125 $150 $0 $3.170 $13.172 $5.170 $1.575 $0 $0 $0 $16.405 $13.000 $20.437 $4.000 $1.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.040 100.566 $4.00% $1.553 $0 $0 $0 $0 $0 $0 $0 $7.375 ($491) ($1.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $300 $0 $4.282 $4.000 2 $2.260 $1.747 $0 $0 $0 $0 $0 $0 $0 $7.747 .690 $0 $0 $0 $0 $0 $0 $0 $6.00% 0 Mar 3 10.000 Nov $1.00% 30.400 $0 $0 $0 $0 $0 $0 $0 $3.000 $5.328 $4.580 $0 $0 $0 $5.206 $8.00% 0 May 5 10.375 $2.00% 25.832 $14.140 $3.000 $8.00% New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax.553 $1.000 General Assumptions Jan Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other 1 10.00% $2.128 $0 $0 $0 $17.690 $6.603 $12.86% Nov $6.227 $0 $0 $0 $0 $0 $0 $0 $14.630 $4.00% $1.000 $0 1 $1.96% Aug $17.96% Jun $16.86% Oct $5.000 $5.395 $4. VAT.570 $4.870 $2.958 $14.396 $7.000 May $1.553 $6.000 Jun $1.00% 25.553 $7.567 Mar $1.620) -29.336) -41.170 $3.24% May $17.570 $9.575 $0 $0 $0 $16.727 $0 $0 $0 $0 $0 $0 $0 $16.981 $6.128 $0 $0 $0 $17.96% Sep $16.00% 25.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.258 $6.000 Dec $1.00% 10.328 $4.000 Oct $1.395 $12.780 $4.194 $1.474) -26.170 $13.227 Oct $2.000 $0 1 $1.000 Mar $1.04% Feb $5.093 $2.00% 10. VAT.128 100.000 2 $2.69% Dec $5.566 $9.445 $16.27% Mar $5.00% 0 Oct 10 10.00% 10.463 $4.000 $8.Personnel Plan John Maesch Frank Williams Total People Total Payroll 0% 0% Jan $1.760 Nov $2.000 $5.603 $3.375 ($626) ($1.395 $2.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.395 $0 $0 $0 $525.144 $12.000 $5.989 $0 $0 $0 $0 $0 $0 $0 $16.958 $14.395 Jan $1.114 $0 $0 $0 $0 $0 $0 $0 $17.000 $1.397 $0 $0 $0 $0 $0 $0 $0 $5.000 $8.821 $0 $0 $0 $0 $0 $0 $0 $6.221 $0 $0 $0 $0 $0 $0 $0 $9.170 $13.336 $10.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.773 40.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3. HST/GST Received 0.00% 10.580 100.260 $1.396 $7.000 $217 $370 $215 $200 $35 $0 $833 $25 $125 $150 $0 $3.575 100.060 $2.566 $9.282 $12.395 $4.580 100.170 $13.000 $1.601 Dec $2.128 100.437 $0 $0 $0 $0 $0 $0 $0 $9.00% 10.260 $2.567 $0 $0 $0 $0 $0 $0 $0 $5.00% $1.000 $0 1 $1.630 $4.

495 $1.000 ($4.361 $525.151 $50.000 $117.016 $165.326 $29.000 $117.290 $175.000 $0 $167.370 $169.311 $193.632 $700.793 $7.501 $14.000 $22.238 $192.006 $17.562 $50.000 $23.000 $117.330 $666.000 $34.361 $50.000 $55.620) $165.207 $47.000 $117.000 $4.560 $720.000 $530.201 $6.285 $525.386 $200.677 $22.650 $168.661 $7.902 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $20.354 $700.513 $189.590 $667.960 $667.000 $530.000 $33.000 $200.000 $56.869 $8.300 $724.000 $167.499) $163.285 $0 $0 $8.767 $700.285 $50.703 $700.000 $530.918 $3.285 $50.361 $0 $0 $5.605 $200.201 $519.000 $25.513 $722.138 $175.285 $0 $0 $8.285 $729.361 $525.636 $525.000 $187.480 $668.294) $14.849 $1.151 $0 $0 $8.000 $33.000 $0 $20.000 $530.494 $525.php#ixzz1V3x84shW .809 $16.437 Sep $8.151 $525.000 $0 $0 $20.000 $533.891 $40.179 $15.797 Aug $8.380 $515.000 $30.636 $50.562 $0 $0 $5.695 $50.000 $15.380 $696.000 $117.000 $530.000 $117.151 $525.000 $533.000 $170.421) $515.285 $0 $0 $8.437 $196.949 $193.949 $47.000 $30.507 $15.000 $117.000 ($5.326 $715.179 $691.610 $182.987) ($1.364 $50.850 $668.000 $40.000 $22.695 $525.874 Apr $5.238 $722.949 $724.000 $117.918 $24.000 $524.364 $0 $0 $5.000 $31.000 $54.260 $693.661 $24.890 $692.138 $708.326 $182.366 $701.000 $117.000 $533.000 $62.366 $168.779 $7.793 $13.863 $1.000 $526.410 $715.520 $691.361 $50.040 $722.com/bed_and_breakfast_business_plan/appendix_fc.630 $696.522 $162.499 $1.138 $22.865 $163.110 $668.000 $117.562 $525.902 $189.150 $701.440 $665.494 $50.797 $189.000 $1.016 Jan $5.000 $26.000 $31.740 $169.000 $8.834 $1.869 Need real financials? We recommend using Business Plan Pro as the easiest way to create automatic financials for your own business plan.151 $50.285 $525.000 $519.220 $667.700 $666.366 $14.809 $6.285 $525.779 ($500.Net Cash Flow Cash Balance $507.263 Dec $5.015 $8.338 $24.000 $58.151 $0 $0 $8.000 $23.361 $0 $0 $5.000 $533.006 ($345) $14.028 $13.874 $161.000 $533.800 $192.338 $7.201 ($3.000 $31.015 ($2.839 $1.202 $1.000 $530.494 $0 $0 $5.285 $196.650 May $8.263 $189.499 $8.290 Jun $8.780 $708.157 $29.000 $32.695 $0 $0 $5.000 ($3.000 $17.902 $720.670 $729.011 $700.855 $1.200 $700.513 $36.000 $33.636 $0 $0 $5.826 $1.364 $525.000 $32. Edit this sample plan » Pro Forma Balance Sheet Jan Assets Current Assets Cash Accounts Receivable Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth Starting Balances $12.000 $50.500 $700.070 $665.000 $530.757 $700.238 $44.424 $36.510 $700.972) $162.285 $40.865 Feb $5.000 $187.000 $117.870 $700.522 Mar $5.800 Nov $5.000 $117.000 ($1.263 $1.285 $50.494 $7.849 $1.501 $693.000 $30.028 $692.821) $161.855 $1.000 $29.000 $48.146) $44.610 Jul $8.000 $1.311 Oct $5.000 Read more: http://www.000 $34.bplans.000 $117.185 $1.000 $32.930 $722.494 $25.