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Updated 6/30/2015

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Business Plan Financials Worksheet

Guidance

Below is guidance for data to enter into cells of each of the separate Excel worksheets of the overall Business Plan Financials.

Please note: Many of the cells in the Business Plan Financials (BPF) are already pre- populated with suggested/default values. Use the default numbers unless otherwise indicated.

Only cells with BLUE text can be entered/changed. The cells in black will be filled in automatically, based on your setup assumptions, or will be carried over from numbers you entered earlier on other worksheets.

We suggest working in order – as every cell you complete will carry over to all other applicable Excel worksheets (for example, if you enter a figure in the Staff Budget, that figure will carry over to your Income Statement and Cash Flow Statement).

You are encouraged to work through the guide as early as possible. Review the Course Guide for specific due dates on specified worksheets.

Worksheet #1 - Set Up and Assumptions

Line 9: the month the academic quarter starts

Line 12: enter the year the academic quarter starts

Line 15: Two (students can write over this to include up to 10 lines)

Line 18: they will sell 100% on credit

Line 21: 30 days (that’s the default now in BPFs)

Line 43: $0

Line 49 $0

Worksheet #2 - Sales Projections

Each student must determine this for their business—speculate on how your company will grow and how much you will sell. Reflect this in/from your Operations Plan

Worksheet #3 – Inventory

Line 7: Ingredients

Line 8: Bottles/caps

Line 9: Labels

Line 10: Cartons

Repeat these four lines for each product line.

Worksheet #4 - Capital Expenditures

(Note: This applies only to purchased equipment, not leased equipment.)

Facilities section:

Updated 6/30/2015

 Students are not purchasing facilities

Equipment section: Capital Purchases should be additional expenses that each student

might decide to purchase.

Vans and other equipment should be captured in Line 23 as part of “Other Assets” in the

Balance Sheet, Worksheet 11.

Computer Hardware/Software: Capital Purchases should be additional expenses that

each student might decide to purchase.

Computers and software provided should be captured in Line 23 as part of “Other

Assets” in the Balance Sheet, Worksheet 11.

Worksheet #5 - Staffing Budget

Account for every paid employee using the appropriate Lines for the six categories of

employees (Management, Administrative/Support, Sales/Marketing,

Operations/Production, Other, Part-Time/Hourly) and when their employment will

commence in accordance with the Operations Plan and Management Plan.

Worksheet #6 - Marketing Budget

This is submitted with Assignment 2: Marketing Plan

Worksheet #7: Professional Services

Line 6: $2,000

Line 7: $1,500

Line 9: $2,000

Worksheet #8 - Cap Investment

Equity Capital Investments

 Line 6: Melinda Cates $40,000

Loans

 Line 24: friends and family $20,000; the loan period is 24; the interest rate is 5%

Add projections of other funds they intend to raise

Worksheet #8 - Income Statement

Line 20: $1,000

*Note the Leased equipment in the NAB Company Portfolio.

The Income Statement is submitted with Assignment 3 Part 2: Business Plan – Draft

Worksheet #9 - Cash Flow

This will be automatically populated from other completed worksheets.

Worksheet #10 - Balance Sheet

This will be automatically populated from other completed worksheets.

helping material/Copy of Business_Plan_Financials.xlsm

WelcomeDemo

	Welcome!
	Thank you for trying out Business Plan Financials from Planning Shop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. Note that this demo copy of Business Plan Financials is deliberately feature-limited. We restrict you to just one product, one capital investment, one loan and 5 capital expenditures. If you purchase the Business Plan Financials, you get access to up to 10 products, 60 capital expenditures, 15 capital investments, and 20 loans. Also, the watermark that appears and prints on each page willbe removed. To use the Business Plan Financials workbook, first go to the Planning Shop tab of the Excel Ribbon.
	Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.
	While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.
	For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information about each worksheet, along with a "Frequently Asked Questions" (FAQ). To get started, click on the right-pointing arrow in the Planning Shop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.
	Version 2.7 Copyright © 2003-2012 Planning Shop

Warning


	W A R N I N G !
	IT APPEARS THAT YOU DO NOT HAVE EXCEL'S MACRO CAPABILITY ENABLED. THESE FINANCIAL WORKSHEETS WILL NOT FUNCTION WITHOUT MACROS ENABLED.
	Excel 2007 for Windows: To enable macros: 1. Click the "Options" button in the Security Warning that appears at the top of this page.
	2. A "Security Alert - Macros & Active X" window should appear. 3. Select the "Enable this content" radio button 4. Click the "OK" button. Your workbook should be ready to use now. If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2007 on Windows - Enabling Macros"
	Excel 2010 for Windows: To enable macros: 1. Click the "Enable Content" button in the Security Warning that appears at the top of this page.
	If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2010 and Excel 2013 on Windows - Enabling Macros"
	Excel 2013 for Windows: To enable macros: 1. Click the "Enable Content" button in the Security Warning that appears at the top of this page.
	If you do not see the "Security Warning" along the top of this page, scroll down for more detailed instructions, under "Excel 2010 & Excel 2013 on Windows - Enabling Macros"
	Excel 2010 for Mac: 1. A pop-up window appears. Select "Enable Macros". 2. Your workbook should now be ready to use.
	Excel 2008 for Mac: Excel 2008 for Mac does not support Macros or Visual Basic, so there is no way to enable the macros. Please obtain a Mac 2008-only version of Business Plan Financials from PlanningShop.
Excel 2007 on Windows - Enabling Macros
		1. From the Windows Ribbon, Select the circular "Windows" button in the upper left. 2. From the drop-down menu that appears, press the Excel Options button in the lower right.
		3. From the "Excel Options" pop-up, select Trust Center on the left side. 4. Select Trust Center Settings…. In the lower right.
		5. In the "Trust Center" pop-up, select "Macro Settings" on the left side. 6. Then, select the Disable all macros except digitally signed macros. (This works because the Planning Shop signs all its workbooks with digital certificates.) 7. Press OK twice.
Excel 2010 and Excel 2013 on Windows - Enabling Macros
		Note: The procedure is exactly the same for Excel 2010 and Excel 2013, even though the Excel 2013 has a slightly different look than these screenshots. 1. In the upper left corner of the Excel Ribbon, press the "File" tab.
		2. Select Options, in the lower left corner.
		3. Select Trust Center from the Lower Left. 4. Click the "Trust Center Settings…" button in the lower right
		5. Select "Macros Settings" from the left side menu 6. Select the "Disable all macros except digitally signed macros" radio button. 7. Click "OK" twice

Your Company Name

ERASE ME WelcomeMac

	Welcome to the Mac Version of Business Plan Financials
	Thank you for purchasing Planning Shop's Business Plan Financials. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, The Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. First, a few tips to get you started: You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank "ORIGINAL_PlanningShop_BusinessPlanFinancialsMac(2.7)" file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy. You installed the Mac version of the Business Plan Financials product, which does not have the Planning Shop tab available in the Excel Ribbon (unlike the Windows version). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window.
	Start with the "Setup" worksheet. Enter your data, and then work your way through the workbook, one worksheet at a time, by clicking the next worksheet to the right. There are 23 worksheets/charts in this workbook. The last one (furthest to the right) is "NS5Yr." Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.
	While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.
	For more in-depth help and assistance, refer to the Business Plan Financials Help" PDF file in your PlanningShop folder. The document contains step-by-step instructions and includes a "Frequently Asked Questions" section. To get started, find the Excel worksheet listing (each worksheet is listed on a tab) along the bottom of the Excel window. Click on the "Setup" tab to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.
	Version 2.7 Copyright © 2003-2012 Planning Shop

Welcome

	Welcome to Business Plan Financials!
	Thank you for purchasing Business Plan Financials from PlanningShop. These worksheets will help you develop clear, compelling financial projections for your business. If you are unfamiliar with the business planning process, we encourage you to refer to our book, Successful Business Plan: Secrets & Strategies, by Rhonda Abrams, for comprehensive, step-by-step guidance. It is available through our website, www.PlanningShop.com. First, a few tips to get you started: SAVING A BLANK WORKBOOK, TO ALLOW FOR RECOVERY FROM MISTAKES You may start directly editing this file. If you later decide to start over and need a fresh copy of this file, find the blank "ORIG_PlanningShop_BizPlanFin(2.8)" file in your PlanningShop directory. Make a copy of this file (just in case you might need to start over yet again), and then start editing the copy. NAVIGATING THE WORKSHEETS You installed the Windows version of Business Plan Financials. The Excel Ribbon now contains a "PlanningShop" tab, that contains controls to let you navigate between worksheets. The PlanningShop Ribbon looks slightly different in Excel 2007, Excel 2010, Excel 2013, but the functionality is the same.
	Excel 2007 for Windows:
	Excel 2010 for Windows:
	Excel 2013 for Windows:
	In Excel 2011 for Mac, there is no PlanningShop tab on the Excel Ribbon (Microsoft does not allow it). Instead, to navigate between worksheets and charts, use the Excel worksheet tabs along the bottom edge of the Excel window.
	HOW TO FILL IN THE WORKSHEETS Each worksheet is composed of "cells" containing either black text or blue text. All you need to do is enter data in the blue cells--the black cells are automatically calculated for you.
	While you work, keep an eye out for red triangles that appear with some cells on the worksheets. These triangles indicate the presence of a "help balloon" that will popup when you roll over the triangle, presenting you with additional information and tips about the section you are working on.
	FOR MORE HELP For more in-depth help and assistance, click on the "Business Plan Financials Help" menu in the toolbar. The help files contain extensive information about each worksheet, along with a "Frequently Asked Questions" (FAQ). To get started, click on the right-pointing arrow in the PlanningShop toolbar to reach the "Setup and Assumptions" worksheet, where you'll enter some basic information about your business.
	Version 2.8 Copyright © 2003-2014 PlanningShop

MacVsWindows

	About Our Support of Mac vs. Windows
	PlanningShop supports Business Plan Financials on the following platforms:
	Windows
	1. Microsoft Windows 8 with Microsoft Excel 2013
	2. Microsoft Windows 7 with Microsoft Excel 2010						.�
	3. Microsoft Windows 7 with Microsoft Excel 2007
	4. Microsoft Windows Vista with Microsoft Excel 2007
	Mac
	5. Mac OS X Lion (10.7) with Microsoft Excel 2011
	If you use Windows (#1 - #3 above), then you need to install PlanningShop_BizPlanFin(2.8).exe.
	If you use Mac (#4 above), you need to install PlanningShop_BizPlanFinMac(2.8).dmg
	Differences between Mac and Windows
	Both the Mac and Windows versions of PlanningShop's Business Plan Financials product will produce high quality, detailed financial information for your business plan. However, there are some slight differences between the functionality in Mac and Windows. These differences don't affect the data in your business plan, but they do affect the user-friendliness of the Business Plan Financials workbook. We did our very best to make the Windows and Mac versions as similar as possible. However, Microsoft does not support customization of the Excel toolbar on Mac. Therefore, while we made every effort to preserve as much functionality as possible on the Mac, there were a few things we were not able to do:
	1) There is no PlanningShop Toolbar in the Business Plan Financials for Mac. Instead, you will need to navigate between worksheets and charts using the Excel worksheet tabs (along the bottom edge of the workbook).
	2) Business Plan Financials Help is not available directly from Excel. Instead, you should open the BizPlanFin_Help(2.7).PDF file that was copied to your Mac alongside the PlanningShop_BizPlanFinMac(2.8).XLS or PlanningShop_BizPlanFinMac(2.8).XLSM file.
	We are as disappointed as you are that we can't provide the same level of functionality in Mac as we do for Windows. We very much hope that Microsoft will remedy the situation in the next release of Excel for Mac, and that we'll then be able to offer identical functionality.
	Moving your Business Plan Financials workbook between Mac and Windows
	We advise you to completely edit your Business Plan Financials workbook on either Mac or Windows, and to not switch between the two platforms. If you switch between platforms, you may find that the Planning Shop toolbar, menus, online help, and macros permanently disappear.

Setup

Setup and Assumptions
COMPANY INFORMATION
What is your company's name?
Your Company Name
What month will you officially start your company?		January

What year will you officially start your company?		2013
SALES ASSUMPTIONS
The Worksheets can accommodate sales projections for up to 10 major product/service lines. How many major product/service lines do you plan to have for your business?		Ten Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product "lines," and then base your projections on these groups of products instead of each individual product.
	Ten
Most businesses sell at least some of their products/services on credit (e.g., "net 30" as opposed to cash). What percentage of your sales will be made on credit?		25% Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.
For sales you make on credit, what terms will you extend? In other words, how many days will pass from the date of sale to when you expect to be paid?		30 Author: If, for instance, your terms will be "Net 30," put 30 here. You may enter any number of days between 0 and 120.
PERSONNEL ASSUMPTIONS
Approximately how much do you expect to spend per year on benefits for each SALARIED/FULL TIME employee (medical insurance, etc.)?		$5,000 Author: This number should reflect the amount you will spend on ONE FULL-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).
Approximately how much do you expect to spend per year on benefits for each HOURLY/PART-TIME employee (medical insurance, etc.)?		$36 Author: This number should reflect the amount you will spend on ONE PART-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).
With health insurance and other benefits costing more each year, your plan should account for annual increases. How much do you estimate your benefit costs will increase each year?		5.00%
If you plan to increase wages (both salaried & hourly) on an annual basis, how much to you plan to increase them by?		3.50%
Approximately what percentage of each employee's salary or wages do you plan to set aside for payroll taxes?		15.00% Author: If you're not sure what percentage to enter here, leave it at the default (15%).
FINANCIAL ASSUMPTIONS
What will be the opening balance in your bank account on the first day of business? This will be the opening balance in your Cash Flow Statements.		$5,000 Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here.
At approximately what rate do you expect to be taxed on your net income?		25.00% Author: If you're not sure what percentage to enter here, leave it at the default (25%).
		Sure Product Consulting: Many businesses sell hundreds or thousands of products. It would be overwhelming to create projections for every product you sell. So if you sell many products, think about how you can consolidate them into up to ten product "lines," and then base your projections on these groups of products instead of each individual product.	If you will use an interest-bearing account for your banking, at what rate will you accrue interest?			1.00% Author: If you're not sure what percentage to enter here, leave it at the default (1.00%).
		Author: NOTE: for our purposes, this line should NOT include credit card sales, which are, effectively, cash sales because you receive payment in a matter days, not weeks.	Author: If, for instance, your terms will be "Net 30," put 30 here. You may enter any number of days between 0 and 120.	Author: If you're not sure what percentage to enter here, leave it at the default (15%).	Author: This number should reflect the amount you will spend on ONE FULL-TIME employee--the worksheets will automatically multiply this amount by the total number of employees you expect to hire, as shown in the Staffing Budget worksheet (automatically adusting the numbers for full- and part-time employees accordingly).	Author: In general, this number will include money you plan to personally invest in the business. If you will be receiving loans or investment income from others, you can account for those on the upcoming Capital Investments worksheet instead of here.

Setup & Assumptions

SalesProj

Sales Projections Author: For information about this worksheet, see the chapter "Marketing Plan & Sales Strategy" in Successful Business Plan: Secrets & Strategies.			2013														2014														2015						2016						2017
	Assumptions		January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL
Product Line 1 Author: Change the text in this cell to reflect the name of a major product, product line or service your firm will offer.
Unit Volume		2.00% Author: MONTHLY VOLUME GROWTH RATE The Worksheets automatically increase the volume in each month on this line using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	0 Author: Enter the number of units you expect to sell during this month. If you are running a service-based company charging on an hourly basis, enter the number of billable hours you expect you and your employees to work during this month. If you will be selling your service on a per-project basis, enter the number of projects you expect to sell during this period.	0 Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0		0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.		Sure Product Consulting: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00% Author: COMMISSIONED SALES What percentage of this product line's sales will be made on commission? In other words, what percentage of your sales will be made by a salesperson who is paid commission?			Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	15.00% Author: SALES COMMISSION RATE What will be the commission rate paid to your salesperson for each sale?	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00% Author: RETURNS AND ALLOWANCES A percentage of your products will be returned due to defects, etc. What do you estimate will be the rate of return? This is, of course, just an estimate--but it is important to anticipate losses. Refunds, breakage, spoilage, theft, and unsaleable excess inventory can all put a significant dent in your net sales.	$0.00	$0	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0		$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0		$0.00	$0.00	$0.00	$0.00	$0		$0.00	$0.00	$0.00	$0.00	$0		$0.00
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00% Author: COST OF GOODS Approximately what percentage of your product's sale price will be spent on manufacturing? If you are a reseller or retailer, what percentage of your product's sale price will be spent on buying the product from your distributor? A service business may not need to track cost of goods, in which case you can set this number to zero.	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 2 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0.0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0		0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 3 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0		0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 4 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 5 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 6 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 7 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 8 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 9 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 10 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 & 2010 for Windows 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
																															Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Unit Volume		2.00%	0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	0	0	0	0		0	0	0	0	0	0
Unit Price		2.50% Sure Product Consulting: YEARLY PRICE GROWTH RATE This cell shows how much you plan to increase prices each year. It is not per month because consumers typically don't stand for frequent price changes. After one full year, we increase the unit price by X%, then again after 2 years, etc. The default is 2.5% per year, close to inflation rates). As a convenience, the Worksheets can automatically increase the unit price for each month using the rate you enter here. You can also enter each cell's value by hand, if you prefer, which makes sense if you need to show ups and downs in sales due to seasonal fluctuations, etc.	$0 Author: Enter your sales price for each unit here. If you are running a service-based company, enter your hourly rate or approximate per-project rate.	$0 Author: As a convenience, the Worksheets will automatically copy the number you put in the prior cell into this cell. However, you should feel free to overwrite the copied number with whatever makes more sense for your business.																											Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	Author: Note that in year three we use quarterly numbers, not monthly numbers--so make sure you enter your amounts accordingly!	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Commissions)	50.00%	15.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Returns and Allowances)		3.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Cost of Goods Sold)		50.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Totals for All Product Lines
Total Unit Volume			0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0		0	0	0	0	0		0
Total Gross Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Total Commissions)			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Total Returns and Allowances)			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Net Sales			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
(Total Cost of Goods Sold)			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
TOTAL GROSS PROFIT			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0

Sales Projections

Inventory

Inventory Author: This worksheet will help you manage your inventory expenditures. For each product line, enter the dollar amount you will spend each period on inventory. If yours is a service business, you can probably ignore this worksheet.	2013														2014														2015						2016						2017
	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL
Product Line 1
Cost of Goods Sold	$0 Author: This Cost of Goods number is pulled over from your Sales Projections and shows how much product you plan to sell each month. It's here simply to aid you in determining how much inventory you need to purchase.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0 Author: Are these cells showing red? As an aid to you, these cells will show in red until you indicate the purchase of enough inventory to cover your Cost of Goods for the period. In other words, your Total Inventory Expense should equal your Cost of Goods Sold from the SalesProj worksheet. If it isn't, you might need to adjust your % for COGS on the SalesProj worksheet (D12, D22, etc.)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 2 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 3 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 4 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 5 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 6 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 7 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 8 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Author: This worksheet will help you manage your inventory expenditures. For each product line, enter the dollar amount you will spend each period on inventory. If yours is a service business, you can probably ignore this worksheet.	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 9 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
	Author: This Cost of Goods number is pulled over from your Sales Projections and shows how much product you plan to sell each month. It's here simply to aid you in determining how much inventory you need to purchase.	Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Author: Are these cells showing red? As an aid to you, these cells will show in red until you indicate the purchase of enough inventory to cover your Cost of Goods for the period. In other words, your Total Inventory Expense should equal your Cost of Goods Sold from the SalesProj worksheet. If it isn't, you might need to adjust your % for COGS on the SalesProj worksheet (D12, D22, etc.)	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Product Line 10 Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"
	Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Cost of Goods Sold	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 1	$0 Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"	Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Sure Product Consulting: We automatically increase the amount of inventory needed for each part at the same rate as COGS grows on the SalesProj sheet. You can override the automatically entered values by entering in actuals in the blue cells.	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"	Author: If you only have less than 10 product lines, you can't delete the rows for excess product lines, but you can them hide them. If the cells are hidden, they won't be included in the subtotals at the bottom of this worksheet. On Excel 2011 for Mac: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Format->Rows->Hide On Excel 2007 and 2010 for Windows: 1) Select the rows to hide by click on the row headers along left edge of Excel window 2) Right click to pop up a context menu 3) From the menu, select "Hide"		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0
Items/Parts 2	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 3	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Items/Parts 4	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Inventory Expense	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GRAND TOTAL INVENTORY	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0

CapEx

Capital Purchases Author: This worksheet allows you to track capital expenditures and manage depreciation for those expenditures.
Item	Cost	Purchase Date		Years of Service	Salvage Value
							Reminder: All purchases must be on or after your business start date of:
Facilities Author: Facilities include, land, buildings, building upgrades, fixtures, etc. NOTE: If you will need more than 10 items in each category on this worksheet, combine items into groups and enter data for the entire group on a single line.		Month	Year				December-2008
Item Name (change name here)	$0 Author: Enter the cost of the item(s) here. This will be used to calculate depreciation, and will be added to your financial statements.	Jan Author: Enter the month you will purchase the item(s). Note: When entering dates on this worksheet, make sure that they don't fall prior to your current startup date (as entered on the Setup worksheet). Doing so will cause "#NUM!" calculation errors on later worksheets. However, you need not change the dates on lines you are not using.	2013 Author: Enter the year you will purchase the item(s).	1 Author: Enter the number of years you will use the item(s) before it wears out, you retire it, or sell it. This number will be used to calculate depreciation in your financial statements using the Straight Line method. NOTE: If you'd rather "expense" the item(s) in the year it is purchased, regardless of how many years you will use it, leave the number set to 1 year, and it will not be depreciated on your financial statements. For information about the tax implications/requirements of depreciation, please consult a competent accountant.	$0 Author: This is the value of the item at the time you stop using it, or the price you might receive for it if you sell it. For example, a $1000 desk might be worth $300 when you sell it after five years of use. You would enter $300 in this cell. If you will not be depreciating the item (the Years of Service column is set to 1 year), you can ignore this.
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Equipment Author: Equipment includes machinery, furniture, vehicles, etc.
Author: This worksheet allows you to track capital expenditures and manage depreciation for those expenditures.	Author: Facilities include, land, buildings, building upgrades, fixtures, etc. NOTE: If you will need more than 10 items in each category on this worksheet, combine items into groups and enter data for the entire group on a single line.	Author: Enter the cost of the item(s) here. This will be used to calculate depreciation, and will be added to your financial statements.	Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Computer Hardware/Software Author: Includes PCs, servers, monitors, printers, scanners, other peripherals, and software applications.
		Author: Enter the month you will purchase the item(s). Note: When entering dates on this worksheet, make sure that they don't fall prior to your current startup date (as entered on the Setup worksheet). Doing so will cause "#NUM!" calculation errors on later worksheets. However, you need not change the dates on lines you are not using.	Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Telecommunications Author: Telecommunications includes phone systems, fax machines, etc.
			Author: Enter the year you will purchase the item(s).	Author: Enter the number of years you will use the item(s) before it wears out, you retire it, or sell it. This number will be used to calculate depreciation in your financial statements using the Straight Line method. NOTE: If you'd rather "expense" the item(s) in the year it is purchased, regardless of how many years you will use it, leave the number set to 1 year, and it will not be depreciated on your financial statements. For information about the tax implications/requirements of depreciation, please consult a competent accountant.	Author: This is the value of the item at the time you stop using it, or the price you might receive for it if you sell it. For example, a $1000 desk might be worth $300 when you sell it after five years of use. You would enter $300 in this cell. If you will not be depreciating the item (the Years of Service column is set to 1 year), you can ignore this.	Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Item Name (change name here)	$0	Jan	2013	1	$0
Land Author: Land purchases are not depreciable.
Item Name (change name here)	$0	Jan	2013	Land is a non-depreciable asset
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013
Item Name (change name here)	$0	Jan	2013

Capital Purchases

StaffBudj

Staffing Budget Author: For information about this worksheet, see "Staffing Budget" section and worksheet in "The Financials" chapter of Successful Business Plan: Secrets & Strategies.	2013													2014													2015					2016					2017
	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL	1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL	1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL	TOTAL
Management
# Salaried Employees	0.00 Author: Enter the number of full-time employees you expect to have working for you in this category during this month. For part-time employees, enter their information below under "Part-time / Hourly Employees".	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00 Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	0.00	0.00	0.00		0.00	0.00	0.00	0.00		0.00
Avg Salary per employee	$0 Author: Enter the amount you expect to pay each employee in this category this month. The Worksheets will multiply the number of employees (from the line above) with this number to generate your total cost (less benefits and taxes, below).	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits (across all employees)	$0 Author: This value is calculated using the number you entered on the "Setup and Assumptions" worksheet and the number of employees you entered above.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Administrative/Support
# Salaried Employees	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00 Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	0.00	0.00	0.00		0.00	0.00	0.00	0.00		0.00
Avg Salary per employee	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Sales/Marketing
# Salaried Employees	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00 Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	Author: For information about this worksheet, see "Staffing Budget" section and worksheet in "The Financials" chapter of Successful Business Plan: Secrets & Strategies.										Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00
Avg Salary per employee	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Operations/Production
# Salaried Employees	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00 Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	0.00	0.00	0.00		0.00	0.00	0.00	0.00		0.00
Avg Salary per employee	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Other
# Salaried Employees	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00		0.00 Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	0.00	0.00	0.00		0.00	0.00	0.00	0.00		0.00
Avg Salary per employee	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Part-Time / Hourly Employees
# Part-Time Employees	0	0	0	0	0	0	0	0	0	0	0	0		0	0	0	0	0	0	0	0	0	0	0	0		0 Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	Author: Enter the number of full-time employees you expect to have working for you in this category during this month. For part-time employees, enter their information below under "Part-time / Hourly Employees".	Author: Enter the amount you expect to pay each employee in this category this month. The Worksheets will multiply the number of employees (from the line above) with this number to generate your total cost (less benefits and taxes, below).									Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	Author: This value is calculated using the number you entered on the "Setup and Assumptions" worksheet and the number of employees you entered above.								Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	Author: Note that in year two we use quarterly numbers, not monthly numbers--so make sure you enter your numbers accordingly!	0	0	0	0	0	0	0	0
Avg. Hours per Hourly Employee	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0		0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0		0.0	0.0	0.0	0.0		0.0	0.0	$0.00	$0.00		0.0
Avg Hourly Rate	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00		$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00	$0.00		$0.00	$0.00	$0.00	$0.00		$0.00	$0.00	$0.00	$0.00		$0.00
Calculated Wages Per Hourly Employee	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Wages	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes (across all employees)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
TOTAL
# Full Time Employees	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0		- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0		- 0	- 0	- 0	- 0		- 0	- 0	- 0	- 0		- 0
# Part-Time Employees	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0		- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0		- 0	- 0	- 0	- 0		- 0	- 0	- 0	- 0		- 0
Salary/Wages	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Benefits	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll Taxes	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
GRAND TOTAL COSTS	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0

Staffing Budget

MktBudj

	For a more comprehensive and detailed Marketing Budget, purchase the Excel Marketing Budget Templates from PlanningShop.
Marketing Budget Author: For information about this worksheet, see Chapter 10, "Marketing Plan & Sales Strategy" in Successful Business Plan: Secrets & Strategies	2013														2014														2015						2016						2017
	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL
Professional Assistance
Marketing/PR Consultants	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Advertising Agencies	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Social Media Specialists	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
SEO Specialist	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Graphic/Web Design	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Brochures/Leaflets/Flyers	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Signs/Billboards	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Merchandising Displays	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Sampling/Premiums	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Media Advertising
Print (newspaper, etc.)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Television and Radio	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Online Author: Includes AdWords, banner ads, social media ads, etc.	Author: For information about this worksheet, see Chapter 10, "Marketing Plan & Sales Strategy" in Successful Business Plan: Secrets & Strategies	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Other Media	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Phone Directories	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Advertising Specialties	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Direct Mail	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Website
Development/Programming	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Maintenance and Hosting	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Trade Shows
Fees and Setup	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Travel/Shipping	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Exhibits/Signs	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Public Relations/Materials	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Informal Marketing / Networking
Memberships/Meetings	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Entertainment	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$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	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
GRAND TOTAL COSTS	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0

Marketing Budget

ProSvs

Professional Services Author: For information about this worksheet, see Chapter 13, "Management & Organization" in Successful Business Plan: Secrets & Strategies.	2013	2014	2015	2016	2017
General Author: For professional services related to marketing, use the Marketing Budget spreadsheets.
Attorneys	$0 Author: The number you enter here will be equally divided among the 12 months of the year on your Income Statement.	$0	$0	$0	$0
Accountants	$0	$0	$0	$0	$0
Management consultants	$0	$0	$0	$0	$0
Industry specialists	$0	$0	$0	$0	$0
Technology consultants	$0	$0	$0	$0	$0
Other (change title here)	$0	$0	$0	$0	$0
Other (change title here)	$0	$0	$0	$0	$0
Total Costs	$0	$0	$0	$0	$0
GRAND TOTAL COSTS	$0	$0	$0	$0	$0

Professional Services Budget

CapInvest

Capital Investments and Loans Author: This worksheet will help you manage loans and investments in your business.
Item	Amount	Date		Loan Period Sure Product Consulting: Loan period is in NUMBER OF MONTHS	Interest Rate
							Reminder: All invesments & loans must be on or after your business start date of:
Equity Capital Investments Author: Equity capital investments can come from a number of sources, including venture capitalists, angel investors, and family members. Generally, these investors are purchasing a percentage of (or shares in) your company. They expect to reap the rewards of your business' success through periodic dividend payments (a share of the profits) and/or when the company is sold.				Sure Product Consulting: Loan period is in NUMBER OF MONTHS	Month	Year		December-2008
Investment Source Name	$0 Author: Enter the amount that will be invested in your business from this source. If this investor will inject cash into your business more than one time, use separate lines for each investment.	Jan Author: Enter the month that you will receive the investment cash. Note: When entering dates on this worksheet, make sure that they don't fall prior to your current startup date (as entered on the Setup worksheet). Doing so will cause "#NUM!" calculation errors on later worksheets. However, you need not change the dates on lines you are not using.	2013 Author: Enter the year you will receive the investment cash.	Capital investments are not paid back on a loan schedule.
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Investment Source Name	$0	Jan	2013
Total Capital Investments	$0
Loans Author: Unlike equity capital inventments, lenders are typically not interested in purchasing shares in your company--they simply want to be paid back on a fixed schedule, with interest. Lenders can include banks and family members.
Loan Source Name	$0	Jan	2013	12 Author: Enter the term (length) of the loan in MONTHS. For example, if this will be a three year loan, enter 36 here.	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Loan Source Name	$0	Jan	2013	12	0.00% Author: Enter the loan's annual interest rate.
Total Loans	$0
TOTAL INVESTMENTS AND LOANS	$0

Capital Investments and Loans

IncSt

Income Statements Author: For information about this worksheet, see "Income Statements" in Successful Business Plan: Secrets & Strategies.	2013													2014													2015					2016					2017
	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL	1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL	1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL
INCOME
Gross Sales	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
(Commissions)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
(Returns and allowances)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Net Sales	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
(Cost of Goods)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
GROSS PROFIT	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0.00	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
EXPENSES - General and Administrative
Salaries and wages	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Employee benefits	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Payroll taxes	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Professional services	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Marketing and advertising	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Rent	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Equipment rental	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Maintenance	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$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	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Insurance	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Telephone service	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Utilities	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Office supplies	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Postage and shipping	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Travel	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Entertainment	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Interest on loans	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Other (change title here)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Other (change title here)	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
TOTAL EXPENSES	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Net income before taxes	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Provision for taxes on income	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
NET PROFIT	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0

Income Statements

CshFlw

Cash Flow Author: For information about this worksheet, see "Cash-Flow Projections" in "The Financials" chapter of Successful Business Plan: Secrets & Strategies.	2013														2014														2015						2016						2017
	January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		January	February	March	April	May	June	July	August	September	October	November	December	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL		1st Quarter	2nd Quarter	3rd Quarter	4th Quarter	TOTAL
CASH RECEIPTS
Income from Sales
Cash Sales	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Collections	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Cash from Sales	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Income from Financing
Interest Income	$4 Author: This line item is automatically calculated for you based on the interest rate you entered on the "Setup and Assumptions" sheet.	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$50		$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$51		$13	$13	$13	$13	$51		$13	$13	$13	$13	$52		$52
Loan Proceeds	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Equity Capital Investments	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Total Cash from Financing	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$50		$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$51		$13	$13	$13	$13	$51		$13	$13	$13	$13	$52		$52
Other Cash Receipts	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
TOTAL CASH RECEIPTS	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$50		$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$51		$13	$13	$13	$13	$51		$13	$13	$13	$13	$52		$52
CASH DISBURSEMENTS
Inventory	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Operating Expenses	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Commissions/Returns & Allowances	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Capital Purchases	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Loan Payments	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Income Tax Payments	$0 Author: Note that on your Income Statements, we've generated an estimate for income taxes. This line on the Cash Flow statement is where you should reflect the actual payments you intend to make on a regular basis (probably quarterly).	Author: This line item is automatically calculated for you based on the interest rate you entered on the "Setup and Assumptions" sheet.	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Investor Dividend Payments	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
Owner's Draw	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
TOTAL CASH DISBURSEMENTS	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0	$0	$0	$0	$0		$0
NET CASH FLOW	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$50		$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$51		$13	$13	$13	$13	$51		$13	$13	$13	$13	$52		$52
Opening Cash Balance	$5,000	$5,004	$5,008	$5,013	$5,017	$5,021	$5,025	$5,029	$5,033	$5,038	$5,042	$5,046			$5,050	$5,054	$5,059	$5,063	$5,067	$5,071	$5,076	$5,080	$5,084	$5,088	$5,092	$5,097			$5,101	$5,114	$5,127	$5,139			$5,152	$5,165	$5,178	$5,191			$5,204
Cash Receipts	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4			$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4	$4			$13	$13	$13	$13			$13	$13	$13	$13			$52
Cash Disbursements	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0			$0	$0	$0	$0			$0	$0	$0	$0			$0
ENDING CASH BALANCE	$5,004	$5,008	$5,013	$5,017	$5,021	$5,025	$5,029	$5,033	$5,038	$5,042	$5,046	$5,050	$5,050		$5,054	$5,059	$5,063	$5,067	$5,071	$5,076	$5,080	$5,084	$5,088	$5,092	$5,097	$5,101	$5,101		$5,114	$5,127	$5,139	$5,152	$5,152		$5,165	$5,178	$5,191	$5,204	$5,204		$5,256

Cash Flow Statements

BalSht

Balance Sheet Author: For information about this worksheet, see "Balance Sheet" in "The Financials" chapter of Successful Business Plan: Secrets & Strategies.				Balance Sheet				Balance Sheet				Balance Sheet				Balance Sheet				Balance Sheet				Balance Sheet				Balance Sheet
Your Company Name				Your Company Name				Your Company Name				Your Company Name				Your Company Name				Your Company Name				Your Company Name				Your Company Name
First Quarter				Second Quarter				Third Quarter				Fourth Quarter				2014				2015				2016				2017
2013				2013				2013				2013
ASSETS				ASSETS				ASSETS				ASSETS				ASSETS				ASSETS				ASSETS				ASSETS
Current Assets				Current Assets				Current Assets				Current Assets				Current Assets				Current Assets				Current Assets				Current Assets
Cash	$5,013			Cash	$5,025			Cash	$5,038			Cash	$5,050			Cash	$5,101			Cash	$5,152			Cash	$5,204			Cash	$5,256
Accounts Receivable	$0			Accounts Receivable	$0			Accounts Receivable	$0			Accounts Receivable	$0			Accounts Receivable	$0			Accounts Receivable	$0			Accounts Receivable	$0			Accounts Receivable	$0
Inventory	$0			Inventory	$0			Inventory	$0			Inventory	$0			Inventory	$0			Inventory	$0			Inventory	$0			Inventory	$0
Other Current Assets	$0			Other Current Assets	$0			Other Current Assets	$0			Other Current Assets	$0			Other Current Assets	$0			Other Current Assets	$0			Other Current Assets	$0			Other Current Assets	$0
Total Current Assets		$5,013		Total Current Assets		$5,025		Total Current Assets		$5,038		Total Current Assets		$5,050		Total Current Assets		$5,101		Total Current Assets		$5,152		Total Current Assets		$5,204		Total Current Assets		$5,256
Fixed Assets				Fixed Assets				Fixed Assets				Fixed Assets				Fixed Assets				Fixed Assets				Fixed Assets				Fixed Assets
Land	$0			Land	$0			Land	$0			Land	$0			Land	$0			Land	$0			Land	$0			Land	$0
Facilities	$0			Facilities	$0			Facilities	$0			Facilities	$0			Facilities	$0			Facilities	$0			Facilities	$0			Facilities	$0
Equipment	$0			Equipment	$0			Equipment	$0			Equipment	$0			Equipment	$0			Equipment	$0			Equipment	$0			Equipment	$0
Computers & Telecommunications	$0			Computers & Telecommunications	$0			Computers & Telecommunications	$0			Computers & Telecommunications	$0			Computers & Telecommunications	$0			Computers & Telecommunications	$0			Computers & Telecommunications	$0			Computers & Telecommunications	$0
(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0			(Less Accumlated Depreciation)	$0
Total Fixed Assets		$0		Total Fixed Assets		$0		Total Fixed Assets		$0		Total Fixed Assets		$0		Total Fixed Assets		$0		Total Fixed Assets		$0		Total Fixed Assets		$0		Total Fixed Assets		$0
Other Assets		$0		Other Assets		$0		Other Assets		$0		Other Assets		$0		Other Assets		$0		Other Assets		$0		Other Assets		$0		Other Assets		$0
TOTAL ASSETS			$5,013	TOTAL ASSETS			$5,025	TOTAL ASSETS			$5,038	TOTAL ASSETS			$5,050	TOTAL ASSETS			$5,101	TOTAL ASSETS			$5,152	TOTAL ASSETS			$5,204	TOTAL ASSETS			$5,256
LIABILITIES				LIABILITIES				LIABILITIES				LIABILITIES				LIABILITIES				LIABILITIES				LIABILITIES				LIABILITIES
Current Liabilities				Current Liabilities				Current Liabilities				Current Liabilities				Current Liabilities				Current Liabilities				Current Liabilities				Current Liabilities
Short-Term Notes Payable	$0 Sure Product Consulting: Short-Term Notes Payable: loan payments to be made within one year			Short-Term Notes Payable	$0			Short-Term Notes Payable	$0			Short-Term Notes Payable	$0			Short-Term Notes Payable	$0			Short-Term Notes Payable	$0			Short-Term Notes Payable	$0			Short-Term Notes Payable	$0
Income Taxes Due	$0 Author: If you see a number here, it reflects the difference between the projected income taxes owed (as calculated on your Income Statements) and what you've said you will actually pay (as entered on your Cash Flow statements).			Income Taxes Due	$0			Income Taxes Due	$0			Income Taxes Due	$0			Income Taxes Due	$0			Income Taxes Due	$0			Income Taxes Due	$0			Income Taxes Due	$0
Other Current Liabilities	$0			Other Current Liabilities	$0			Other Current Liabilities	$0			Other Current Liabilities	$0			Other Current Liabilities	$0			Other Current Liabilities	$0			Other Current Liabilities	$0			Other Current Liabilities	$0
Total Current Liabilities		$0		Total Current Liabilities		$0		Total Current Liabilities		$0		Total Current Liabilities		$0		Total Current Liabilities		$0		Total Current Liabilities		$0		Total Current Liabilities		$0		Total Current Liabilities		$0
Long-Term Liabilities				Long-Term Liabilities				Long-Term Liabilities				Long-Term Liabilities				Long-Term Liabilities				Long-Term Liabilities				Long-Term Liabilities				Long-Term Liabilities
Long-Term Notes Payable	$0			Long-Term Notes Payable	$0			Long-Term Notes Payable	$0			Long-Term Notes Payable	$0			Long-Term Notes Payable	$0			Long-Term Notes Payable	$0			Long-Term Notes Payable	$0			Long-Term Notes Payable	$0
Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0			Other Long-Term Liabilities	$0
Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0		Total Long-Term Liabilities		$0
NET WORTH				NET WORTH				NET WORTH				NET WORTH				NET WORTH				NET WORTH				NET WORTH				NET WORTH
Paid-In Capital	$5,000			Paid-In Capital	$5,000			Paid-In Capital	$5,000			Paid-In Capital	$5,000			Paid-In Capital	$5,000			Paid-In Capital	$5,000			Paid-In Capital	$5,000			Paid-In Capital	$5,000
Retained Earnings	$13			Retained Earnings	$25			Retained Earnings	$38			Retained Earnings	$50			Retained Earnings	$101			Retained Earnings	$152			Retained Earnings	$204			Retained Earnings	$256
Total Net Worth		$5,013		Total Net Worth		$5,025		Total Net Worth		$5,038		Total Net Worth		$5,050		Total Net Worth		$5,101		Total Net Worth		$5,152		Total Net Worth		$5,204		Total Net Worth		$5,256
TOTAL LIABILITIES AND NET WORTH			$5,013	TOTAL LIABILITIES AND NET WORTH			$5,025	TOTAL LIABILITIES AND NET WORTH			$5,038	TOTAL LIABILITIES AND NET WORTH			$5,050	TOTAL LIABILITIES AND NET WORTH			$5,101	TOTAL LIABILITIES AND NET WORTH			$5,152	TOTAL LIABILITIES AND NET WORTH			$5,204	TOTAL LIABILITIES AND NET WORTH			$5,256

Balance Sheet

BrkEvn

	Break-even Estimates Author: For information about this worksheet, see "Break-Even Analysis" in "The Financials" chapter of Successful Business Plan: Secrets & Strategies. Note that this Worksheet differs from that shown in the book slightly by also factoring the costs of sales commissions and returns/allowances. This gives you a more accurate break-even estimate.
	Year 1 (2013-2014)
	January	$0 Author: This is the amount of sales you will need to make each month to break even.
	February	$0
	March	$0
	April	$0
	May	$0
	June	$0
	July	$0
	August	$0
	September	$0
	October	$0
	November	$0
	December	$0
	Monthly Average	$0
	Year 2 (2014-2015)
	January	$0
	February	$0
	March	$0
	April	$0
	May	$0
	June	$0
	July	$0
	August	$0
	September	$0
	October	$0
	November	$0
	December	$0
	Monthly Average	$0
	Year 3 (2015-2016)
	1st Quarter	$0
	2nd Quarter	$0
	3rd Quarter	$0
	4th Quarter	$0
	Quarterly Average	$0
	Year 4 (2016-2017)
	1st Quarter	$0
	2nd Quarter	$0
	3rd Quarter	$0
	4th Quarter	$0
	Quarterly Average	$0
	Year 5 (2017-2018)
	Annual Average	$0

Break-even Estimates

Ratios

Key Ratios Author: This sheet provides a mathematical snapshot of your company's performance. These ratios are often used by lenders or investors in determining how well a company is managing its finances.
Year 1 (2013-2014)	Working Capital Author: Working Capital is the amount of readily available funds the company has to cover upcoming expenses. More is better!	Current Ratio Author: This ratio divides your current assets by your current liabilities. In general, it should be greater than 2. If an "N.A." appears in the cell, it indicates that you had no liabilities with which to calculate the ratio.	Quick Ratio Author: Similar to the Current Ratio, but we've subtracted inventory from your assets. A number greater than 1 is desirable. If an "N.A." appears in the cell, it indicates that you had no liabilities with which to calculate the ratio.	Cash Turnover Author: This ratio divides your net sales for the period by your "working capital," (your current assets minus your current liabilities). In other words, it shows by what multiple your sales exceed your working capital. In general, 5 or above is good to aim for, but this can vary based on your industry, etc.	Debt to Equity Author: To calculate your Debt to Equity ratio, we divided your total liabilities by your net worth. A high number (greater than 1), indicates a high debt load relative to your assets. Potential funders may be wary of investing in such a case.	Return on Investment Author: This ratio is achieved by dividing your net worth into your net income for the period. It shows the rate of return you and your investors are receiving on your investments in the company. The higher the better!	Return on Sales Author: This ratio is calculated by dividing your net income for the period by your net sales for the period. The higher the number here, the more profit you are extracting from each sale. Your ideal number will depend greatly on your industry, margins, etc.	Return on Assets Author: Your Return on Assets indicates how much profit you are generating on all the investments you've made in the company's assets. In particular, this will help you (and your investors) determine if you are achieving a good rate-of-return on your investments. This will depend greatly on your industry.	Net Sales
1st Quarter	$5,013	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
2nd Quarter	$5,025	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
3rd Quarter	$5,038	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
4th Quarter	$5,050	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
Year 2 (2014-2015)	$5,101	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
Year 3 (2015-2016)	$5,152	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
Year 4 (2016-2017)	$5,204	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00
Year 5 (2017-2018)	$5,256	N.A.	N.A.	0.00	0.00	0%	N.A.	0%	$0.00

Key Ratios

1YrAtGl

Year 1: Financials at-a-Glance (2013-2014) Gross Sales January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Gross Profit January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Net Profit January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0

NSYr1

Year 1: Net Sales (2013-2014) Product Line 1 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 2 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 3 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 4 January February March April May June July August September October November December 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 5 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 6 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 7 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 8 0 0 0 0 0 0 0 0 0 0 0 0 Product Line 9 0 0 0 0 0 0 0 0 0 0 0 0 Prod uct Line 10 0 0 0 0 0 0 0 0 0 0 0 0

1YrCshFlw

Year 1: Cash Flow (2013-2014) Net Cash Flow January February March April May June July August September October November December 4.166666666666667 4.1701388888888893 4.1736140046296297 4.177092016300155 4.1805729263137374 4.1840567370856654 4.1875434510332363 4.1910330705757639 4.1945255981345779 4.1980210361330235 4.2015193869964671 4.2050206531522978 Ending Cash Balance 5004.166666666667 5008.3368055555557 5012.5104195601853 5016.6875115764851 5020.8680845027984 5025.0521412398839 5029.2396846909169 5033.4307177614928 5037.6252433596273 5041.8232643957608 5046.0247837827574 5050.2298044359095

2ndYrCshFlw

Year 2: Cash Flow (2014-2015) Net Cash Flow January February March April May June July August September October November December 4.2085248370299242 4.2120319410607827 4.215541967678333 4.2190549193180651 4.2225707984174967 4.2260896074161778 4.2296113487556912 4.2331360248796539 4.2366636382337211 4.2401941912655827 4.2437276864249709 4.2472641261636577 Ending Cash Balance January February March April May June July August September October November December 5054.438329272939 5058.6503612139995 5062.8659031816778 5067.0849581009961 5071.3075288994132 5075.533618506829 5079.7632298555845 5083.9963658804645 5088.2330295186985 5092.4732237099643 5096.716951396389 5100.9642155225529

5YrAtGl

5-Year Financials at-a-Glance

Gross Sales 2013 2014 2015 2016 2017 0 0 0 0 0 Gross Profit 2013 2014 2015 2016 2017 0 0 0 0 0 Net Profit 2013 2014 2015 2016 2017 0 0 0 0 0

NS5Yr

5-Year Net Sales

Product Line 1 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 2 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 3 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 4 2013 2014 2015 2016 2017 0 0 0 0 0 Product Line 5 0 0 0 0 0 Product Line 6 0 0 0 0 0 Product Line 7 0 0 0 0 0 Product Line 8 0 0 0 0 0 Product Line 9 0 0 0 0 0 Product Line 10 0 0 0 0 0

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Config

CONFIG WORKSHEET
Sure Product Consulting: IMPORTANT: Do not remove or change anything on this worksheet! Doing so may render this product unusable!

Startup Year

Jan

Plan Years:
Sure Product Consulting: Plan Years is used in drop-downs for purchase and loan dates on CapInvest and CapEx worksheets.

2013
Sure Product Consulting: Sure Product Consulting: How does this get set? Headings on each worksheet are driven from it, but this does not seem to be connected t the Setup worksheet "what year wll your business start" question.

Feb

2013

Version:

Startup Month

Mar

2014

2.8

January

Apr

2015

7/21/09

Startup Month Abbrev

May

2016

Jan

Jun

2017

Start Date:

Jul

2018

O/S Type

Dec-08

Aug

Windows

Sep

Oct

Nov

Dec

CREDIT MULTIPLIER

Number of Products

Multiple

With "Credit Sales"

One

0.00

Two

1.00

0.25

Three

Four

Five

Six

Working Capital Calc
Sure Product Consulting: Used by Ratios worksheet

Sure Product Consulting: Plan Years is used in drop-downs for purchase and loan dates on CapInvest and CapEx worksheets.

Seven

$5,013

Eight

$5,025

Nine

$5,038

Ten

$5,050

$5,101

$5,152

$5,204

$5,256

Chart Titles

Year 1 String

2013-2014

Year 1: Financials at-a-Glance (2013-2014)

Year 2 String

2014-2015

Year 1: Net Sales (2013-2014)

Year 3 String

2015-2016

Year 1: Cash Flow (2013-2014)

Year 4 String

2016-2017

Year 2: Cash Flow (2014-2015)

Year 5 String

2017-2018

DOUBLE LIST FOR Months on top of worksheets

January

February

March

April

May

June

July

August

September

October

November

December

January

February

March

April

May

June

July

August

September

October

November

December

Start Month

From Setup

January

February

March

April

May

June

July

August

September

October

November

December

Match Position in Doublelist

Adjust index to 1-12

Abbrev

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

To-Do List

Changing this changes ALL months on CapEX and CapInvest to new value, even ieach row's purchase date istill remains in the future. This is the same behavior as in 2.5, but might want to correct it.

Changing the Year Titles on SaleProj and all other worksheets, for fiscal years that straddle two calendar years (example: Year 1: 2012-2013

Making a "Demo" version of this workbook, with watermark, 1 loan, 1 product line, 1 investment

Adding a Worksheet to do revolving credit calculations. See http://www.vertex42.com/Files/download/line-of-credit.html for a cool line of credit worksheet (it's complicated)

Cleaning up all the dates, lists of months, etc. on the config worksheet

Adding "Reset_XXX" subroutines for ALL the worksheets

Check PrintAreas, footers, headers for New DepnSchedule and New LoanPaymentSchedule

Your Company Name

Unlicensed Copy Unlicensed Copy Demo Use Only Demo Use Only Unlicensed Copy Unlicensed Copy Demo Use Only Demo Use Only Unlicensed Copy Unlicensed Copy Demo Use Only Demo Use Only Unlicensed Copy Unlicensed Copy Demo Use Only Demo Use Only

DepnSchedule

Sure Product Consulting: Is this depreciation schedule correct? If only one year of service, nothing is depreciated. If more than one year, we don't depreciate anything for year 1 it seems (or does that show up as an expense?)	Depreciation Schedule from CapEx Worksheet
														Dec-08	Jan-09	Feb-09	Mar-09	Apr-09	May-09	Jun-09	Jul-09	Aug-09	Sep-09	Oct-09	Nov-09	Dec-09	Jan-10	Feb-10	Mar-10	Apr-10	May-10	Jun-10	Jul-10	Aug-10	Sep-10	Oct-10	Nov-10	Dec-10	Jan-11	Feb-11	Mar-11	Apr-11	May-11	Jun-11	Jul-11	Aug-11	Sep-11	Oct-11	Nov-11	Dec-11	Jan-12	Feb-12	Mar-12	Apr-12	May-12	Jun-12	Jul-12	Aug-12	Sep-12	Oct-12	Nov-12	Dec-12	Jan-13	Feb-13	Mar-13	Apr-13	May-13	Jun-13	Jul-13	Aug-13	Sep-13	Oct-13	Nov-13
Item#	Category	Item Name	Purch Value	Salvage Value	Yrs of Service	Mos of Service	Month Purchased	Year Purchased	Purchase Month	End Month	End Date	Depn Amt montly		1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31	32	33	34	35	36	37	38	39	40	41	42	43	44	45	46	47	48	49	50	51	52	53	54	55	56	57	58	59	60
1	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	- Sure Product Consulting: If "today's" month is one in this asset is dep'd over,	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
2	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
3	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
4	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
5	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
6	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
7	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
8	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
9	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
10	Facilities	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
11	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
12	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
13	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
14	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
15	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
16	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
17	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
18	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
19	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
20	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
21	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
22	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
23	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
24	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
25	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
26	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
27	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
28	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
29	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
30	Equip	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
31	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
32	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
33	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
34	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
35	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
36	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
37	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
38	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
39	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
40	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
41	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
42	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
43	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
44	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
45	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
46	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
47	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
48	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
49	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
50	Comp	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09	$ - 0		-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
51	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
52	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
53	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
54	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
55	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
56	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
57	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
58	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
59	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
60	Land	Item Name (change name here)	$0.00	$0.00	1	12	Jan	2013	1	12	Nov-09
		TOTAL												$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -
		Land												-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
		Facilities												-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
		Equip												-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
		Comp												-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
		TOTAL Author: This goes into Cash Flow statement.											Author: This goes into Cash Flow statement.	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
		TOTAL NON-DEPRECIABLE CAPITAL ASSETS Author: This goes into Income statement under "non-depreciable capital purchases"											Author: This goes into Income statement under "non-depreciable capital purchases"	Author: This goes into Cash Flow statement.	Author: This goes into Income statement under "non-depreciable capital purchases"												-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-

Depreciation Schedule

LoanInvestSchedules

	Investment Proceeds									Investment Proceeds												Investment Proceeds												Investment Proceeds												Investment Proceeds												Investment Proceeds
										Dec-08	Jan-09	Feb-09	Mar-09	Apr-09	May-09	Jun-09	Jul-09	Aug-09	Sep-09	Oct-09	Nov-09	Dec-09	Jan-10	Feb-10	Mar-10	Apr-10	May-10	Jun-10	Jul-10	Aug-10	Sep-10	Oct-10	Nov-10	Dec-10	Jan-11	Feb-11	Mar-11	Apr-11	May-11	Jun-11	Jul-11	Aug-11	Sep-11	Oct-11	Nov-11	Dec-11	Jan-12	Feb-12	Mar-12	Apr-12	May-12	Jun-12	Jul-12	Aug-12	Sep-12	Oct-12	Nov-12	Dec-12	Jan-13	Feb-13	Mar-13	Apr-13	May-13	Jun-13	Jul-13	Aug-13	Sep-13	Oct-13	Nov-13
Inv #	Name of Invest Source	Amount			Start Month	Start Year	Infusion Month			1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31	32	33	34	35	36	37	38	39	40	41	42	43	44	45	46	47	48	49	50	51	52	53	54	55	56	57	58	59	60
1	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
2	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
3	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
4	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
5	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
6	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
7	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
8	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
9	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
10	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
11	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
12	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
13	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
14	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
15	Investment Source Name	$0			Jan	2013	1			- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
									TOTAL:	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
	Loan Payback Schedule (Principle + Interest)									Loan Payback Schedule (Principle + Interest)												Loan Payback Schedule (Principle + Interest)												Loan Payback Schedule (Principle + Interest)												Loan Payback Schedule (Principle + Interest)												Loan Payback Schedule (Principle + Interest)												Loan Payback Schedule (Principle + Interest)
										Dec-08	Jan-09	Feb-09	Mar-09	Apr-09	May-09	Jun-09	Jul-09	Aug-09	Sep-09	Oct-09	Nov-09	Dec-09	Jan-10	Feb-10	Mar-10	Apr-10	May-10	Jun-10	Jul-10	Aug-10	Sep-10	Oct-10	Nov-10	Dec-10	Jan-11	Feb-11	Mar-11	Apr-11	May-11	Jun-11	Jul-11	Aug-11	Sep-11	Oct-11	Nov-11	Dec-11	Jan-12	Feb-12	Mar-12	Apr-12	May-12	Jun-12	Jul-12	Aug-12	Sep-12	Oct-12	Nov-12	Dec-12	Jan-13	Feb-13	Mar-13	Apr-13	May-13	Jun-13	Jul-13	Aug-13	Sep-13	Oct-13	Nov-13	Dec-13 Sure Product Consulting: Note: We calculate loan payments beyond the end date of this business plan (5 years into future), in order to populate the Balance Sheet properly. Payments due in year 6 need to appear on the Short-Term Notes Payable line of Balance Sheet for Year 5. The remainder of the not-yet-made loan payments appear on Long-Term Notes Payable line of the Year 5 balance sheet.	Jan-14	Feb-14	Mar-14	Apr-14	May-14	Jun-14	Jul-14	Aug-14	Sep-14	Oct-14	Nov-14
Loan #	Name of Loan Source	Amount	Rate	Periods	Start Month	Start Year	Begin Pay Month	End Pay Month	Pmt Amt (P+I)	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31	32	33	34	35	36	37	38	39	40	41	42	43	44	45	46	47	48	49	50	51	52	53	54	55	56	57	58	59	60	61	62	63	64	65	66	67	68	69	70	71	72
1	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
2	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
3	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
4	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
5	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
6	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
7	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
8	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
9	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
10	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
11	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
12	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
13	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
14	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
15	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
16	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
17	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
18	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
19	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
20	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0	- 0
									TOTAL:	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
	Loan - Interest Portion of Loan Payments									Loan - Interest Portion of Loan Payments												Loan - Interest Portion of Loan Payments												Loan - Interest Portion of Loan Payments												Loan - Interest Portion of Loan Payments												Loan - Interest Portion of Loan Payments												Loan - Interest Portion of Loan Payments
										Dec-08	Jan-09	Feb-09	Mar-09	Apr-09	May-09	Jun-09	Jul-09	Aug-09	Sep-09	Oct-09	Nov-09	Dec-09	Jan-10	Feb-10	Mar-10	Apr-10	May-10	Jun-10	Jul-10	Aug-10	Sep-10	Oct-10	Nov-10	Dec-10	Jan-11	Feb-11	Mar-11	Apr-11	May-11	Jun-11	Jul-11	Aug-11	Sep-11	Oct-11	Nov-11	Dec-11	Jan-12	Feb-12	Mar-12	Apr-12	May-12	Jun-12	Jul-12	Aug-12	Sep-12	Oct-12	Nov-12	Dec-12	Jan-13	Feb-13	Mar-13	Apr-13	May-13	Jun-13	Jul-13	Aug-13	Sep-13	Oct-13	Nov-13	Dec-13	Jan-14	Feb-14	Mar-14	Apr-14	May-14	Jun-14	Jul-14	Aug-14	Sep-14	Oct-14	Nov-14
Loan #	Name of Loan Source	Amount	Rate	Periods	Start Month	Start Year	Begin Pay Month	End Pay Month	Pmt Amt (P+I)	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31	32	33	34	35	36	37	38	39	40	41	42	43	44	45	46	47	48	49	50	51	52	53	54	55	56	57	58	59	60	61	62	63	64	65	66	67	68	69	70	71	72
1	Loan Source Name	$0.00	$0.00	$12.00	Jan	$2,013.00	$1.00	$12.00	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
2	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
3	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
4	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
5	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
6	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
7	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
8	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
9	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
10	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
11	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
12	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
13	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
14	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
15	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
16	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
17	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
18	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
19	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
20	Loan Source Name	$0	0.00%	12	Jan	2013	1	12	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
									TOTAL:	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
	Loan Proceeds									Loan Proceeds												Loan Proceeds												Loan Proceeds												Loan Proceeds												Loan Proceeds
										Dec-08	Jan-09	Feb-09	Mar-09	Apr-09	May-09	Jun-09	Jul-09	Aug-09	Sep-09	Oct-09	Nov-09	Dec-09	Jan-10	Feb-10	Mar-10	Apr-10	May-10	Jun-10	Jul-10	Aug-10	Sep-10	Oct-10	Nov-10	Dec-10	Jan-11	Feb-11	Mar-11	Apr-11	May-11	Jun-11	Jul-11	Aug-11	Sep-11	Oct-11	Nov-11	Dec-11	Jan-12	Feb-12	Mar-12	Apr-12	May-12	Jun-12	Jul-12	Aug-12	Sep-12	Oct-12	Nov-12	Dec-12	Jan-13	Feb-13	Mar-13	Apr-13	May-13	Jun-13	Jul-13	Aug-13	Sep-13	Oct-13	Nov-13
Loan #	Name of Loan Source	Amount			Start Month	Start Year	Begin Pay Month			1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31	32	33	34	35	36	37	38	39	40	41	42	43	44	45	46	47	48	49	50	51	52	53	54	55	56	57	58	59	60
1	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
2	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
3	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
4	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
5	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
6	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
7	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
8	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
9	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
10	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
11	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
12	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
13	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
14	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
15	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
16	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
17	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
18	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
19	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
20	Loan Source Name	$0			Jan	2013	1			-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-	-
									TOTAL:	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
	Loan Calculations for Balance Sheet									Loan Calculations for Balance Sheet												Loan Calculations for Balance Sheet
										First Quarter			Second Quarter			Third Quarter			Fourth Quarter			Year 2			Year 3			Year 4			Year 5
Loan #	Name of Loan Source	Amount	Rate	Periods	Start Month	Start Year	Begin Pay Month	Amount		Principle Paid	Due Short	Due Long	Paid	Due Short	Due Long	Paid	Due Short	Due Long	Paid	Due Short	Due Long	Paid	Due Short	Due Long	Paid	Due Short	Due Long	Paid	Due Short	Due Long	Paid	Due Short	Due Long
1	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0 Sure Product Consulting: If received proceeds this quarter, "Due Short" is all the payment of principle (not interest) due in the next 12 months from disbursement	$0 Sure Product Consulting: "Due Long" is whatever priciple is left: origloan - pricpaid so far - due short. Whatever is due more than 12 months out.	$0 Sure Product Consulting: cummulative principle paid: includes previous quarter's payments	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
2	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
3	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
4	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
5	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
6	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
7	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
8	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
9	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
10	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
11	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
12	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
13	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
14	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
15	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
16	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
17	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
18	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
19	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
20	Loan Source Name	$0.00	0.00%	12	Jan	2013	1	$0		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
									TOTAL:		$0	$0		$0	$0		$0	$0		$0	$0		$0	$0		$0	$0		$0	$0		$0	$0

Loan & Investment Schedules for Disbursement & Repayment

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helping material/NAB_Company_Portfolio_3-10-15.docx.pdf

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort

through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan. )

Note #1:

This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan for a start-up company in the non-alcoholic beverage industry.

The goal of my business plan is twofold:

1. To help identify and outline all the issues I will need to address in starting this company. 2. To present to funders to help raise money to finance this company.

NAB Background: Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary inheritance. However, since he so enjoyed her home-made NAB, he also left her equipment to start a small NAB business. Melinda and I have been close, trusted friends for years. She found out that I just earned my MBA from Strayer University, and she asked me to help her get her NAB business up and running. I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of the company for at least the next five years. NAB Today: Parameters for New Company Here are the parameters in which I must work.

 The business is a start-up: We are not yet in operation. We already have a “recipe” for a beverage, but we are not yet making sales at any significant level.

 Product: the only barrier is that it must be a non-alcoholic beverage (NAB). It is up to me to decide upon what type of non-alcoholic beverage I intend to make and market. It can be sold in individual sizes or wholesale.

 Market size. I will start marketing and selling the NAB in my geographical area within a 100 mile radius from my home address.

 Business size. I can grow the NAB business to any size in excess of one million dollars in revenue by year two. In other words, this cannot be intended to be a one- or two-person micro-business.

 I intend to raise money. I will be looking for funding, and I have already started with friends and family money. But at some point I will need funds from outside investors, either angels or venture capitalists, depending on how much I project I need to raise or receive from a group of individual investors on kickstarter.

 I intend to have employees and develop my own organizational hierarchy.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

 I do not need to raise money for my personal financial support for the first six months. In other words, I do not need to take a salary/draw for myself for six months of projections. I am assuming I can live off my personal savings.

Note #2: included Some of Owned Eq

Two (2)

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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Note #3 Personnel: Myself: I have collected $20,000 from friends and relatives who would like to either have their seed money returned by the end of this calendar year at no interest or by the end of the second year of operation with 5% interest. Stephen Job: Part Time (20 hrs/week) Computer Expert/Assistant: $10/hr Melinda Cates: NAB Creator & Master Mixer (owns the patent on the NAB): has $40,000 inheritance Other colleagues with specific skills and talents: Ian Glass: retired PepsiCo plant production line foreman. Ian recently retired with 35 years of loyal PepsiCo service in every position from janitor to production line foreman, and he and his wife moved into your neighborhood. He is tickled that you have asked him to help develop a plan to get the NAB Company’s production line going. He said he can help organize and sit on the planning committee as a non-paid member until the NAB company can hire its own Production Line Foreman. He hinted that he retired from PepsiCo with an annual salary of $55,000, but he says that’s just the starting salary that large companies pay their foremen who are in an apprenticeship program. He doesn’t think the NAB Company will have to pay top dollar for someone who has the willingness to join the NAB company as a start up! Mary Cates, JD: Melinda’s sister who was a senior executive with the Federal Trade Commission from 2001-2012. She left the FTC after a significant 30 year career with the federal government in which she lead the research and support of numerous federal court findings against companies that violated consumer deception and unfair practices laws. She would enjoy serving on the initial company planning group to make sure her sister’s recipe is successfully shared within the state!

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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Note #5

Health concerns

Another major reason is the shift in consumer preferences toward healthier products. Carbonated soft drink makers have faced severe criticism from health officials, governments, and communities alike for the ill-effects of high sugar content, artificial sweeteners, and other harmful ingredients in their products, including those in diet soda variants. Consumers are also more conscious of the health risks associated with soft drinks such as obesity and nutritional deficiencies, especially in youth. As a result, they’re opting for other beverages that are non- carbonated and have fewer calories.

The World Health Organization suggests that sugar should account for only 5% of total energy intake per day. That’s around 25 grams of sugar per day for an adult of normal body mass index. Health officials feel that this percentage should be even lower for a better quality of life. A single soda can contains around 40 grams of sugar.

The soda tax

Mexico, which has the highest rates of obesity in the world, has imposed a 10% tax on sugary beverages to discourage the consumption of these drinks. There is a strong possibility that many other countries will introduce a soda tax to reduce sugar consumption through carbonated drinks.

In the next part of this series, we’ll discuss how soft drink makers including The Coca-Cola Company (KO), PepsiCo, Inc. (PEP), Dr Pepper Snapple Group, Inc. (DPS), and Monster Beverage Corporation (MNST) are sustaining business under such challenging conditions. Coca- Cola and PepsiCo are part of the Consumer Staples Select Sector SPDR ETF (XLP).

D. Key indicators of the non-alcoholic beverage industry

By Sharon Bailey • Nov 20, 2014 12:09 pm EST

Factors influencing sector growth

The non-alcoholic beverage industry falls under the consumer staples category (XLP), which is non-cyclical in nature compared to the consumer discretionary sector. In this part of the series, we’ll look at the factors that impact the growth of the non-alcoholic beverage industry.

Consumption expenditure The Bureau of Economic Analysis (or BEA) releases the personal income and outlays monthly reports that indicate changes in individuals’ personal incomes, savings, and expenditures.

US consumption spending accounts for over two-thirds of the country’s gross domestic product (or GDP). The US real personal consumption expenditure for non-durable goods measures

consume basis.

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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

we’ll discuss why CSDs have been losing popularity, and why sales of other beverages, including juices and ready-to-drink tea, are increasing.

Major companies

The non-alcoholic beverage market is a highly competitive industry that includes two behemoths —The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP). Collectively, these companies hold about 70% of the US CSD market. Dr Pepper Snapple Group, Inc. (DPS), Monster Beverage Corporation (MNST), and Cott Corporation (COT) are some other key players in the CSD market.

Many international markets are also dominated by Coca-Cola and PepsiCo, but include other companies such as Groupe Danone, Nestle SA, and Suntory Holdings Limited.

Non-alcoholic beverage manufacturers, like Coca-Cola and PepsiCo, are part of the consumer staple sector. You can invest in these companies through the Consumer Staples Select Sector SPDR ETF (XLP).

G. Statistics and facts on non-alcoholic beverages and soft drinks

The non-alcoholic beverages industry encompasses liquid refreshment beverages (LRB) such as bottled water, carbonated soft drinks, energy drinks, fruit beverages, ready-to-drink coffee and tea, sports beverages and value-added water.

This is a great site to find statistics: http://www.statista.com/topics/1662/non-alcoholic-beverages-and-soft-drinks-in-the-us/ H. NY Times Article, February 2015

BEVERAGES - NON-ALCOHOLIC TODAY 5 DAY 1 MONTH 1 YEAR MKT CAP

+0.16% –0.37% +0.67% +20.48% 136.1B

The Beverages - Non-Alcoholic industry group consists of companies engaged in manufacturing non-alcoholic beverages, such as water, fruit drinks, soft drinks, iced coffee and tea, as well as other flavored beverages. The Beverages - Non-Alcoholic industry excludes tea bags and instant coffee manufacturing, fruit juices and concentrates, classified in Food Processing.

Beverages - Non-Alcoholic

Defined by Thomson Reuters

Market

cap.

1-day

change

1-month

change

YTD

change

Low High 52-

week

Page: 1 | 2 | Next »

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Defined by Thomson Reuters

Market

cap.

1-day

change

1-month

change

YTD

change

Low High 52-

week

Coca-Cola Enterpri... CCE: NYSE 10.5B +0.54 +3.14 +1.11

Coca-Cola FEMSA, S... KOF: NYSE 6.0B +2.42 +1.91 +0.90

Dr Pepper Snapple ... DPS: NYSE 15.2B +0.77 +0.39 +9.96

Embotelladora Andi... AKO.B: NYSE 2.5B –0.97 +3.04 +1.82

Fomento Economico ... FMX: NYSE 31.0B +2.01 +2.06 +1.70

Monster Beverage C... MNST:

NASDAQ 20.3B +0.11 +1.63 +11.92

PepsiCo, Inc. PEP: NYSE 146.8B +0.34 +0.54 +4.76

Sodastream Interna... SODA:

NASDAQ 393.3M –0.37 –2.75 –6.91

The Coca-Cola Co KO: NYSE 183.8B –0.33 –3.09 –0.59

Coca-Cola Bottling... COKE:

NASDAQ 947.9M +0.44 –1.70 +16.14

National Beverage ... FIZZ: NASDAQ 1.0B –1.53 –2.77 –0.53

Youngevity Interna... YGYI: OTHER

OTC 94.5M +3.15 +1.00 +1.00

Alkaline Water Com... WTER:

OTHER OTC 14.4M +23.33 +78.31 +50.00

Cott Corporation (... COT: NYSE 748.2M +1.14 +0.88 +16.13

DNA Brands, Inc. DNAX: OTHER

OTC 24.0K 0.00 –50.00 0.00

Hangover Joe's Hol... HJOE: OTCBB 778.0K –21.67 +11.90 –12.96

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Defined by Thomson Reuters

Market

cap.

1-day

change

1-month

change

YTD

change

Low High 52-

week

Jones Soda Co. ( U... JSDA: OTHER

OTC 17.0M –0.36 +18.89 +18.86

Konared Corp KRED: OTHER OTC 8.0M +16.28 –6.54 –29.08

NOHO Inc DRNK: OTCBB 275.0K +13.60 –38.26 –71.60

Pulse Beverage Cor... PLSB: OTHER

OTC 8.4M –7.99 –13.46 –46.63

Beverages - Non-Alcoholic

Defined by Thomson Reuters Market cap.

1-day

% change

1-month

% change

YTD

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Puresafe Water Sys... PSWS: OTHER OTC 383.3K 0.00 0.00 0.00

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Oceans Omega closely follows studies related to adolescents and brain health. For example, to determine the effects of algal DHA supplementation on reading and behavior in healthy school- aged children, researchers conducted the Docosahexaenoic Acid Oxford Learning and Behavior (DOLAB) Trial and reported that supplementation with 600 mg each day with algal DHA for 16 weeks improved reading and behavior in healthy school-aged children, aged 7 to 9 years old, with low reading scores.

“We work on educating the end producer,” says Karen Todd, director of global brand marketing at New York City-based Kyowa Hakko U.S.A. Inc. The company’s Cognizin product features citicoline, which increases cellular synthesis and energy, she says. Ingredients such as Cognizin are associated with boosting brain energy, supporting mitochondrial health, and boosting levels of ATP, according to the company’s research. This ingredient also is associated with increased focus and concentration as well as memory storage and recall.

“We do clinical studies on raw materials [with healthy subjects], and results of that help us identify what levels are appropriate to make claims,” Todd says. “The producer and finished product company do their pre-market test, but they’re looking at the science behind it to support their claims from the start.”

Kyowa Hakko is replicating clinical trials done with millennials, pre-menopausal women and baby boomers with more targeted groups including adolescents and athletes.

Futureceuticals, Momence, Ill., also sees the value of clinical trials and is in the midst of several that involve its ingredients including CoffeeBerry coffee fruit, a line of powders and concentrates of the fruit of the coffee plant, including the bean.

“We consider demographics when we’re choosing outcomes to focus on for our claims,” says Brad Evers, vice president of business development. “In the case of CoffeeBerry coffee fruit extract, we discovered that it has a unique capacity to increase serum levels of brain-derived neurotropic factor (BDNF), which is a key neuro-protein involved in cognition, mood and other key neuro-processes. We chose to focus on cognition and mood, given the enormous public interest in cognitive and mental health at all age levels. Baby boomers frequently cite cognitive health as their No. 1 concern, and younger people are motivated to take action now to help ensure a higher quality of life as they age.”

Major research facilities around the globe are focusing on BDNF, and Futureceuticals has two studies that indicate that coffee fruit stimulates the body to produce BDNF, which is something brewed coffee does not do, according to the company.

“Our research on our coffee fruit products is at the forefront of new discoveries for cognitive health,” Evers says. “CoffeeBerry meets the demand for functional beverage ingredients that are natural and offer a value proposition.”

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Focus on claims

Regulations as well as the flavor of the ingredients in their natural state can have an impact on beverages designed to improve memory and focus or reduce the impact of aging on the brain.

“The biggest trend with cognitive ingredients is really attention given to caffeine and energy drinks by the Food and Drug Administration (FDA) and [the decision to] crack down on amounts,” Kyowa Hakko’s Todd says. “Cognizin is a non-stimulant without negative side effects. Energy drinks use Cognizin [as a replacement for caffeine], and many companies are looking to reformulate and include it at the efficacious dose.”

But special treatment is required for cognitive ingredients to be beverage compatible, shelf stable, soluble and taste free. “Antioxidant beverages, focus beverages, and general brain-health and protein beverage ingredients are bitter, and [beverage-makers] have to figure out a way to mask [them],” Nutegrity’s Phillips says. “Another big challenge is solubility, and we’re finding ways through agglomeration or other techniques to make them suspend in a liquid.”

Oceans Omega is able to counteract the instability and protect them from oxidizing with new technologies, but aftertaste still is a challenge.

“Polyunsaturated fatty acids have the propensity to oxidize quickly and develop very repugnant odor and taste offnotes,” Berl says. “Many [omega-3] products still have a fishy or marine aftertaste, and their manufacturing requires an increased complexity in processing and handling these sensitive ingredients in the production processes.”

Certain nutrients also just don’t mix well, according to Russ Hazen, North American premix innovation manager for Fortitech Inc., Schenectady, N.Y.

“Certain iron compounds can have unfavorable effects on product quality and consumer acceptance by increasing the oxidation of polyunsaturated fatty acids,” Hazen says. “On the other hand, inclusion of suitable amounts of antioxidants, like vitamin E, is important to protect polyunsaturated fatty acids from oxidation. In liquid beverages, adverse interactions between calcium and phosphorus can be tricky and can result in unsightly mineral precipitation products under certain conditions”

When bitterness is a factor, masking agents can address this issue as well, according to Kyowa Hakko’s Todd. Futureceuticals, however, will provide its bitter CoffeeBerry products and extracts as-is because the more natural state is preferred by its customers, Evers says.

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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

The right flavor mix

With all of the flavors that are out there, beverage-makers are not at a loss for options from which to choose. According to Beverage Industry’s survey, each respondent reported using on average 11.5 flavors in 2014.

When selecting which flavors they wanted to utilize, survey-takers opted for more traditional options in 2014, with orange, vanilla, lemon, strawberry and peach rounding out the Top 5. This is slightly different from last year’s survey in which the top flavors were vanilla, lemon, strawberry, mango and peach. Orange’s usage jumped up eight percentage points this year to 49 percent, compared with last year’s 41 percent. Tied with orange at 49 percent, vanilla’s usage remains fairly consistent with last year’s survey, seeing an increase of one percentage point.

Other flavors that also saw modest growth were lemon (up one percentage point), strawberry (up two percentage points), peach (up one percentage point) and chocolate (up four percentage points). Flavors from last year’s Top 10 that saw contractions in 2014 were mango (down three percentage points), raspberry (down eight percentage points), apple (down four percentage points) and fruit punch (down 17 percentage points).

Making up for some of these drop offs were lime (up seven percentage points), berry (up eight percentage points) and coffee (up six percentage points).

Although orange was the most-used flavor in 2014, it did not come in as the top-selling flavor for the year. Taking the top spot was chocolate at 29 percent. Although chocolate moved up only one spot from No. 2 to No. 1 compared with last year’s survey, its percentage point increase was 15. Taking a hit, however, was strawberry. Last year’s No. 1 top-selling flavor dropped out of the Top 10 as the percentage of respondents listing it as a top-selling flavor dropped from 25 percent to 7 percent.

However, not all flavors saw such a strong drop off in 2014. Vanilla moved up one spot to the No. 2 top-selling flavor after seeing its percent usage increase from 14 percent to 24 percent. Mango also had a positive year, jumping from No. 10 to No. 3. The tropical flavor saw its reported sales status increase from 10 percent to 22 percent.

This year’s survey also saw a handful of new flavors make the Top 10 list. Raspberry, coffee, black tea, orange and peach all made the top-selling flavors in 2014 list, knocking out apple, berry, fruit punch, lime and, as previously mentioned, strawberry.

As beverage-makers prepare for 2015, the top sellers for 2014 are expected to carry over into the next calendar year. Chocolate is listed as the No. 1 anticipated top-selling flavor for 2015, with 29 percent of respondents naming the indulgent variety. This is a strong increase from last year’s survey results in which only 17 percent of respondents listed it as a top-selling flavor. Also making significant gains is coffee, which entered the Top 10 in the No. 2 spot after being left off last year’s list. Making a more modest increase, vanilla’s anticipated selling performance increased one percentage point from 19 to 20 percent to round out the Top 3.

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For instance, the mean and median of the number of employees for this year’s survey are 201 and 63 employees, respectively. However, last year’s survey-takers reported a mean 1,278 employees and a median of 180 employees.

This team size also affected the number of employees who are working on developing new products. Last year, the survey found a mean of 60 employees and a median of eight employees working on new product development. This year, the teams are much smaller, with the mean and median at 10 and four employees, respectively.

Although the company sizes and new product development teams of respondents are from a smaller base than last year, their outsourcing portions did not differ too much. Twenty-nine percent stated they outsource a portion of their new product development versus the 35 percent that said the same last year. However, the main difference was the areas of new product development that they outsourced.

Sixty-two percent of respondents reported outsourcing prototype development, followed by 46 percent for concept and product testing, and 38 percent for market research. Last year, market research and prototype development tied for first with 46 percent naming those as areas of outsourcing. Concept and product testing rounded out last year’s Top 3, with 42 percent naming this as an area of new product development.

Holding steady with last year’s numbers, though, was the amount of respondents stating that a team approach is utilized in new product development. Ninety-three percent (the same number as last year) indicated using a team environment. Among those who use a team approach, 81 percent said sales and marketing are involved, while 79 percent listed R&D. This is slight flip from last year’s survey in which 80 percent of respondents named R&D, and 77 percent reported sales and marketing.

Upper management also remains a constant for survey-takers, with 62 percent listing their involvement compared with last year’s 61 percent.

Slightly higher than last year’s survey results, nearly nine out of 10 respondents whose upper management is regularly included on new product development projects have involvement from their chief executive officers. This is up from last year’s more than three-quarters of respondents. This variation could be reflective of the significant difference in the company size mean and medians between the two years.

Fifty-eight percent of survey-takers also indicated supplier involvement in new product development, compared with last year’s 61 percent.

The length of time to develop a new product also saw an uptick in this year’s survey, with mean time from inception to launch equating to 11 months. This is up from last year’s nine months; however, one-third of this year’s respondents noted that this is faster for them than in previous years.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Perhaps reflective of the company size decrease from last year’s survey-takers, the mean number of products developed in 2014 was 24, compared with 40 in 2013. Following suit, the mean number of those released decreased from 17 in 2013 to nine in 2014. The number of successful new product launches also experienced contraction, with the mean equating to five in 2014 versus 11 in 2013.

What the future holds

Looking ahead to 2015, respondents remained optimistic about their new product releases, with more than half indicating that they plan to launch more new products in the market in 2015 versus 2014.

Planning and assessments also will be staples with survey-takers, as 60 percent said they have a defin-itive new product development plan. Post-launch assessment was even higher, with 76 percent having that in place. This is an increase from last year’s results in which 62 percent indicated they had a definitive new product development plan, and 65 percent reported having a post-launch assessment.

Total cost to new product development also experienced some fluctuations between the two surveys. This year’s had a mean and median of $209,080 and $37,500, respectively. Last year’s respondents had a mean of $348,717 and a median of $20,000.

However, when it came to R&D budget comparisons, the numbers were fairly similar, with 44 percent listing an increase in their budget versus 41 percent last year.

Beverage Industry’s New Product Development Outlook survey was conducted by BNP Media’s Market Research Division. The online survey was conducted between Sept. 29 and Oct. 13, 2014, and included a systematic random sample of the domestic circulation of Beverage Industry and its sister publications Dairy Foods and Prepared Foods.

Of the respondents, 44 percent process juice and juice drinks, 40 percent process coffee and tea, 33 percent process dairy-based drinks, 29 percent process sports drinks, 24 percent process water, 22 percent process energy drinks, 18 percent process spirits, 13 percent process carbonated soft drinks, 13 percent process wine, and 9 percent process beer.

Thirty-one percent of respondents were from companies with less than $10 million in annual revenue. Another 31 percent of respondents were from companies with revenue between $10 million and $50 million. A total of 9 percent were from companies in the mid-size range of $50 million to less than $100 million. Thirteen percent were from companies with revenue between $100 million to less than $500 million. In the $500 million to less than $1 billion range were 9 percent of respondents. Representing the large-size range of more than $1 billion in company revenue were 9 percent of respondents.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Males accounted for 67 percent of the respondents, and the average age equated to 43. For industry experience, 20 percent indicated one to three years; 18 percent reported four to 10 years; 33 percent said 11-20 years; 20 percent listed 21-30 years; and 9 percent had 31-40 years of experience.

Regionally, 33 percent said they currently live in the South, 27 percent indicated the Northeast, 24 percent listed the Midwest, and 16 percent reported living in the Western portion of the United States.

K. Nielsen identifies consumer health concerns

ABA, brand owners proactive in offering solutions By Jessica Jacobsen

February 16, 2015

Aside from the Valentine’s Day candy and treats on the store shelves, the first quarter of a new year tends to be filled with diet- and exercise-related products to appeal to those consumers who resolved to lose weight or eat healthier in the new year.

For myself, my resolution to lose weight will likely come around mid- to late summer when I get the OK from the doctor to lose my baby weight. However, many other consumers have expressed the need to address their health and weight issues, which could become an opportunity for food and beverage manufacturers.

According to Nielsen’s Global Health & Wellness Survey, nearly half (49 percent) of the global respondents consider themselves overweight. Citing the 2013 Global Burden of Disease Study, the New York-based market research firm says that an estimated 2.1 billion people, or nearly 30 percent of the global population, are overweight or obese. However, Nielsen’s study shows that consumers are willing to take charge of their health and are willing to pay a premium to do so.

Because of the vast number of consumers who are concerned about obesity and other health- related issues, Nielsen suggests that brand owners should better align their offerings with these consumer need states in order to see growth benefits.

“There is a tremendous opportunity for food manufacturers and retailers to lead a healthy movement by providing the products and services that consumers want and need,” said Susan Dunn, executive vice president of global professional services with Nielsen, in a statement. “While diet fads come and go over time, innovative, back-to-basics foods that taste good, are easy to prepare, and provide healthful benefits will have staying power. The first step is knowing where to put your product development efforts.”

In the beverage space, we already are seeing brands and associations addressing this trend. This month’s Special Report article on health and wellness (page 18) details how leading advocacy groups including the American Beverage Association and brand owners such as The Coca-Cola Co., PepsiCo Inc. and Dr Pepper Snapple Group (DPS) have pledged to reduce the number of

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

calories that each American consumes on a national level by 20 percent by 2025.

Beyond this pledge from non-alcohol industry leaders, the beverage marketplace is seeing more low-calorie brands find a home with consumers as their products expand distribution. In this month’s cover story on Bai Brands LLC (page 24), Chief Executive Officer Ben Weiss details how the company’s national distribution agreement with DPS has allowed the enhanced-water brand to share its Bai5 and newest innovation, Bai Bubbles, with a broader audience that was looking for a healthy beverage solution.

As some consumers search for solutions to their health and wellness needs, it’s great to see so many in the beverage space being proactive in delivering products that address them.

http://www.bevindustry.com/articles/88194-nielsen-identifies-consumer-health-concerns

L. Other ways to bottle our beverage. (NVE perhaps?)

http://www.bevindustry.com/videos?bctid=946203236001

M. Zico to send fan to Sochi 2014 Winter Olympic Games

Winner will meet gold medal skier Julia Mancuso November 5, 2013

El Segundo, Calif.-based Zico Beverages LLC’s same-named coconut water brand announced a sweepstakes through which fans can enter to win a trip for them and a friend to attend the Sochi 2014 Winter Olympic Games and meet 2006 Olympic champion Julia Mancuso.

The winner will receive round-trip tickets to Russia, a four-night stay in a hotel overlooking the Black Sea, and tickets to some of the most popular Olympic events including snowboarding, speedskating and alpine skiing. The sweepstakes runs through Nov. 21, and fans can enter at zico.com/sochi2014.

Mancuso, who will compete in alpine skiing at the Winter Olympics, will represent Zico as a brand ambassador.

“Zico has already been an amazing partner hydrating me on and off the slopes," Mancuso said in a statement. "Now, they're giving two winners a chance to come to Sochi. How cool is that?"

Chief Executive Officer and Founder of Zico Beverages LLC Mark Rampolla added in a statement: “Zico has always supported athletes at every level by providing them with the naturally replenishing powers of coconut water. We're honored to be part of the world's most prestigious sporting event and to be hydrating the top athletes in the world.”

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NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Bai has been disrupting the marketplace since August 2009 when it launched its Bai and Bai5 beverage lines. Since then, the company has seen its enhanced-water brand post strong year- over-year sales numbers, expanded its product lineups, and taken its distribution to a national level.

Delivering solutions

Emphasizing the widespread concerns related to obesity, diabetes and artificial ingredients, Weiss notes that the ideation behind Bai was to offer a healthy solution to these problems.

“For us, health and wellness is about delivering a truly flavorful experience but doing it in a very responsible way with ingredients that are pure and not artificial, delivering antioxidants as a functionality, and doing without the use of calories and sugar,” he says. “I think we’re doing our part to address an epidemic. The industry overall is looking for that solution.”

With 5 calories in each serving, Bai5 features a sweetener blend of what Weiss calls “smart sweeteners,” namely organic stevia and erythritol, but also offers fresh fruit flavor that is infused with antioxidant-rich coffee fruit.

Coffee fruit, the fruit that grows on the coffee plant and contains the coffee bean, is an attribute that helps Bai5 deliver on its health and wellness promises. The all-natural ingredient had not been widely used in beverages until recently, and the coffee fruit that Bai uses is rich in antioxidants, Weiss notes.

Until recently, this fruit commonly was discarded during the coffee-farming process, he adds. Understanding the antioxidant power within the fruit, Bai saw an opportunity to harness this into an edible commodity.

“Personal health benefits are only part of the mission,” Weiss says. “Eliminating waste wherever possible is the duty of every person on this planet; as is helping your neighbors achieve a better life. When traditional — wasteful — coffee-harvesting methods are used, the discarded fruit ends up in waterways by the coffee plantation. Massive amounts of rotting coffee fruit pollute surrounding streams with a buildup of ochratoxins, aflatoxins and caffeine. By turning this composted material into a consumable product, Bai is keeping the waterways clean and the ecosystem in balance, generating a new revenue stream for local farmers, and blazing the trail for a healthier environment.”

In finding what Weiss calls its “holy grail” with Bai5, the company also made a strategic decision in 2012 when it discontinued production of its mid-calorie product, Bai. Although the mid-calorie product contained some of the company’s strongest-performing flavors, Weiss decided to discontinue the line in order to avoid consumer confusion. “It was really an intent to not confuse our consumer, and it was a belief that what we had at that time [in Bai5] was becoming a bigger part of our portfolio,” he says.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

Even though it was a difficult decision to discontinue the mid-calorie offering, the company has not looked back and has posted approximately 300 percent growth each year dating back to 2011, Weiss says.

The Bai5 lineup now features 10 SKUs: Brasilia Blueberry, Malawi Mango, Ipanema Pomegranate, Molokai Coconut, Costa Rica Clementine, Tanzania Lemonade Tea, Sumatra Dragonfruit, Congo Pear, Panama Peach and Limu Lemon. Molokai Coconut and Brasilia Blueberry are the brand’s Top 2 performers, followed by Tanzania Lemonade Tea, which has a more limited distribution model than the other SKUs, Weiss notes. However, the top performers are not runaway leaders, as the difference between the 10 SKUs is in the single digits.

“When you have a portfolio of 10 drinks that has single-digit variance, that says something,” Weiss adds. “Our shopper shops across the lineup.”

Although Weiss believes Bai5 offers the perfect balance between low calories, full flavor and all-natural ingredients in the still beverage market, the company took those same principles and applied them to the sparkling beverage segment.

In late 2014, the company put an effervescent spin on its Bai5 beverages with its new Bai Bubbles line. Originally available in the New York City metropolitan area, Bai Bubbles blends antioxidants from coffee fruit with exotic fruit flavors and natural sweeteners and contains 5 calories and 1 gram of sugar in each 11.5-ounce can. With nationwide distribution planned for early 2015, the new lineup is set to consist of seven flavors — Bolivia Black Cherry, Peru Pineapple, Gimbi Pink Grapefruit, Waikiki Coconut, Jamaica Blood Orange, Indonesia Nashi Pear and Guatemala Guava — each of which pays homage to popular coffee-growing regions.

Weiss notes that the inspiration for launching Bai Bubbles stemmed from his time exploring the market and looking at what consumer need states needed addressing. “I spend a lot of time in the market, and I tend to think like a consumer,” he says. “I just saw a marketplace that was moving away from artificial ingredients, and I knew that we were addressing that market with Bai5, but I didn’t see that solution out there in carbonated.”

Adding that the company is filled with innovators and disruptors to the marketplace, Weiss explains that the idea-to-shelf process for Bai Bubbles took only three months. “When we focus on what we want to do, and it’s the right time to do it, we can get it done pretty quickly,” he says.

Although it still is too early to call out any variety leaders for the sparkling line, Weiss says because of its planned national launch through its distribution network and an agreement with national retailers including Target Corp., Minneapolis, the company is anticipating Bai Bubbles to be a $25 million business in its first year.

With 17 total SKUs between its two lines, Weiss adds that the company still is no stranger to flavor innovations. Although he can’t share any specifics, Weiss notes that the company always is developing new flavors and new innovations.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

National news

The announcement of Bai Bubbles wasn’t the only big news Bai was able to share in 2014. The company also signed a distribution agreement with Plano, Texas-based Dr Pepper Snapple Group (DPS). The companies had previously worked together in the two years prior to the agreement, but the new agreement allowed Bai Brands to further capitalize on DPS’ direct-to- store and warehouse delivery capabilities on a national level. New retailers that were added following the agreement included Kroger, Target, Sam’s Club, Walmart, Publix, Stop & Shop, Duane Reade and Safeway, plus more than 100 additional Costco stores throughout the country.

“We have tested the Bai brand in select markets with great success over the last several quarters,” said Jeff Conrad, vice president of market development for DPS, in a statement at the time of its announcement. “There is no question that Bai fits exceedingly well with our portfolio of leading brands, and we expect this new choice to be very well received by consumers from coast to coast.”

Weiss notes that the deal signed with DPS was finalized in late January/early February of 2014, which resulted in Bai Brands missing out on the 2014 planning meetings. However, that aspect didn’t hamper the expanded relationship with the companies.

“We still had this amazing year of growth; still very disciplined,” Weiss says. “It was highlighted by our emerging relationship at the time with Target, which was the first national retailer to really go aggressive with the brand. They’re coming off a great year with Bai, and we started 2015 in a very aggressive way with them as well. But this is where we’re taking all of our learnings, we’re in true scale-up mode, and we’re going to build out our [all-commodity volume] (ACV) across all channels. It’s an exciting year for Bai.”

He adds that to be able to have full national distribution is every beverage company’s goal, and to have that by year five is a feat he is very proud of. “Not many brands can say that,” Weiss says. “I’m very proud of the pace at which we did that now that it’s up and running. DPS will cover close to 70 percent of the country, so there are still distributors that we have engaged to provide full national distribution.

“When you are looking to activate chains, you’re going to need to prove to that chain that you have the ability to get to every one of their stores,” he continues. “If you can’t do that, you’re not going to get much support from that chain. To be able to check that box and say, ‘Yes, we have a route to market [and] we can deliver to every one of your locations, whether you’re Sam’s Club, Costco, Target [or] whomever,’ is critical.”

Because DPS does not cover all regions across the United States, Bai also has agreements with many other distribution networks including Hensley Beverage Co. for Arizona, John Lenore & Co. for the San Diego market, Polar Beverages for the New England area, The Honickman Group in the mid-Atlantic, and Admiral Beverage Corp. for the mountain regions.

Through this expanded distribution network, Bai has learned that the key to reaching this success is all about winning at retail.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

“It’s all about developing a relationship with a consumer that’s stronger than any other relationship,” Weiss says. “If you and your consumer are aligned, then everybody else will fall into place, whether it is the retailer and ultimately the distributor.”

Weiss adds that in the competitive beverage market, Bai is able to stand out because of the promises it delivers on health and wellness. “The beverage category is extremely competitive with new brands emerging almost routinely,” he says. “However no one has delivered on consumers’ needs like Bai. In a world increasingly seeking healthier options, Bai provides consumers a variety of beverage options that not only have great flavor but [make] people feel good about drinking. Bai’s ability to uniquely satisfy customer’s desires is reaffirmed in its strong sales growth across all retail channels. Bai’s performance paints a compelling story that has enabled solid increases in distribution.”

Additionally, if a brand is able to be data driven and show through sales reports how it’s performing in the market, the distribution will follow, Weiss explains. Those on-paper numbers were crucial to Bai Brands achieving its distribution success.

“When you look at the numbers, you’d have to be foolish to not stand strong behind the brand, and that’s what’s happening,” he says. “The retailers see Bai’s strong momentum and say, ‘Wow I get it. You’re my salvation to enhanced water, and I’m going to now give you this,’ and then you take that to a distributor and say, ‘We’ve got to deliver,’ [and] it becomes a lot easier.”

The support tool

With so much in place for 2015, the company is expecting more great things to come this year, Weiss says. “You’re going to see the product become ubiquitous in all channels. I truly believe that this is the next iconic beverage in the making, and everyone else is going to get to hopefully share in that opinion this year.”

Beyond the expanded lineup, the increased distribution network and the industry accolades, Bai aspires to have a voice: a voice that addresses the dilemma.

“I founded Bai because I believed that building a great beverage experience would improve people’s lives,” Weiss says. “Over the past five years, I have marveled at the serendipitous timing of this idea and the way our customers have accepted what Bai stands for and responded to the way we go about bringing it into their lives. As a team, we have pushed hard to increase our sales velocity and improve our retail execution while focusing on the ‘big bets’ that will make a difference within the lives of our consumers.”

When it comes to innovation and Bai’s future, Weiss remains optimistic about what is to come. “Bai Bubbles is an example of how our continued innovation can play a very relevant role in providing a breadth of health and wellness with great flavor and unmatched purity to a beverage experience,” he says. “There is no doubt that a cultural shift is happening within the beverage industry. This shift is unprecedented in magnitude and will change the course of beverage for generations to come.

NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO

“Bai is at the precipice of this change and, in many ways, is defining the ‘smart-age’ of beverage,” Weiss continues. “What will we make of this moment? How will we engage with an emerging beverage culture, defined not by age or income but by the people determined to change the practices of the businesses that bring beverages into their lives? The answer is simple: We will disrupt. Today the opportunities are greater than ever, and Bai is innovating in an attempt to capture the potential of this moment. By doing so, we are reshaping our company, reshaping our industry, and along the way, finding our voice.”

http://www.bevindustry.com/articles/88184-bai-brands-disrupts-cpg-space-with-low-calorie-all- natural-solutions

helping material/week1.docx

Running head: MARI BEVERAGE COMPANY 1

Running head: MARI BEVERAGE COMPANY

MARI BEVERAGE COMPANY

Name

BUS 599

Professor Name

Institution

MARI Beverage Company (MARI) is New York based company providing energy-boosting, healthy, non-alcoholic beverages all over college campuses in five college area of Western Massachusetts. It operates under name MARI101 – a play on college courses, such as BUSINESS599 or ACCOUNTING557.

Company’s objectives/Statement of mission

The mission of MARI is to assist students in maintaining healthy lifestyle during their formative and busy collegiate years. MARI wants to motivate students to feel and look fit and make rights selections of what have to be put in their bodies. The objective is to start with smoothies and juices, expand to include teas and coffees, and eventually sell pre-packaged beverages in places like grocery markets and drug stores.

Legal Issues

MARI is registered limited liability company registered in state of Delaware, with the Doing Business As (dba) MARI101 registered in Massachusetts and New York. Trademark and Copyright applications have been filed; Social media handles and internet domain name have already been established.

Services and Products

Every day, energy efficient/hybrid mobile food truck parks itself in strategic location on college campus and delivers non-alcoholic juice and smoothie choices to thirsty co-eds. The products are planned with input from nutritionist to confirm students are consuming strong beverages that will keep them strengthened during the long study sessions. Ingredients are sourced locally and MARI even works with the student agriculture organizations to feature the local products in juice blends. There are total 15 different MARI branded combinations, but clients might also customize the drinks based on their taste. The beverages are named after classic student terms, like “Cram Session” and “All-Nighter.”

MARI started with only one truck that would spend each day at different local campus. The company faiths to expand to two trucks and endure expansion so each campus gets its own truck every-day. College students might follow truck on social media outlets, like Facebook and Twitter, to see where and on which campus truck is parked that day.

Leadership/ Management

MARI is limited liability partnership between Laryssa Kowaliwskyj, a nutritionist, and chef with the great training and talent. As small mobile beverage service corporate, MARI101 will benefit from the three partners who have corresponding skills. The partnership is gladly simple to establish, with liability and responsibility easily divided between three partners. Being in non-alcoholic beverage industry, it only makes sense for all the partners to have ability to make decisions and be held answerable for business.

Business Location

Company headquarters are situated in New York City. To save money, particularly overhead costs, MARI uses coworking space in the downtown Manhattan. The two beverage trucks travel between five college area of Western Massachusetts, which comprises University of Massachusetts, Smith College, Amherst College, Hampshire College and the Mount Holyoke College.

Development Stage and Milestones Achieved to Date

Founded in Jan 2012 by Laryssa Kowaliwskyj, MARI started operation by developing smoothies and juices with nutritionist and chef, both friends of founder. In Apr 2012, soon after products were developed, truck was purchased and restored with new equipment and painted with company brand. In the July 2012, MARI101 truck tested a soft launch that coincided with new student orientation only at University of Massachusetts. A full launch of MARI101 truck started in September 2012 with start of new school year at University. Within 18 months, MARI101 extended to include all the five colleges in area, as well as join local fairs and festivals. Social media profiles were set up to increase customer base, with roughly 15,000 Twitter followers to date. Long term goals include adding to number of trucks, bottling product for retail sale and opening brick-and-mortar locations.

Financial status

MARI started with personal contributions from three partners, as well as loans from friends and family. The first truck and official launch were made probable through bank loan of $25,000. This provided total of $55,000 in starting capital. Since opening the MARI101 truck, company has consistently brought in roughly $15,000 in profits per year. Excluding partners, MARI presently employs six employees. The amount of funds being sought is $50,000 for acquisition of second truck. The funds would also be used to research and test the expanding product offerings to include teas and coffees.

Reference

McGuigan, J. R., Moyer, R. C., & Harris, F. H. deB. (2014). Managerial economics:

applications, strategies and tactics (13th ed.). Stamford, CT: Cengage Learning

helping material/week1_question.docx

Discussion Question:

"Company Description"

Throughout this course, you will develop a series of written papers / projects that you will later combine into a complete business plan for a Non-Alcoholic Beverage company. For this discussion, you must first review the “ NAB Company Portfolio ”. The mentioned portfolio contains the company parameters and details you must follow when developing your company. Provide the following information to set the foundation for your non-alcoholic beverage (NAB) business plan.

Please respond to the following:

· Create your NAB company name and explain its significance.

· Develop your company’s Mission Statement and provide a rationale for its components.