Plan de Afaceri - Agentie de Public Relations - PRfect Greens

8/9/2019 Plan de Afaceri - Agentie de Public Relations - PRfect Greens

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November 2001


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Table of Contents

1. Executive Summary..................................................................................................... 11.1. Objectives............................................................................................................ 1

1.2. Mission................................................................................................................ 11.3. Keys to Success................................................................................................... 2

2. Company Summary..................................................................................................... 22.1. Company O ners!ip........................................................................................... 32.2. Start"up Summary................................................................................................ 3

3. Services........................................................................................................................ ##. Mar$et %nalysis Summary.......................................................................................... &

#.1. Mar$et Se'mentation........................................................................................... &#.2. Tar'et Mar$et Se'ment Strate'y......................................................................... (#.3. Service )usiness %nalysis................................................................................... *

#.3.1. Competition an+ )uyin' ,atterns................................................................ *&. Strate'y an+ -mplementation Summary......................................................................

&.1. Competitive E+'e................................................................................................&.2. Mar$etin' Strate'y..............................................................................................&.3. Sales Strate'y....................................................................................................... /

&.3.1. Sales 0orecast.............................................................................................. /&.#. Milestones.......................................................................................................... 1

(. eb ,lan Summary.................................................................................................... 11(.1. ebsite Mar$etin' Strate'y............................................................................... 11(.2. evelopment 4e5uirements............................................................................... 11

*. Mana'ement Summary.............................................................................................. 11*.1. ,ersonnel ,lan................................................................................................... 12

. 0inancial ,lan............................................................................................................ 12

.1. -mportant %ssumptions...................................................................................... 12.2. )rea$"even %nalysis.......................................................................................... 13

.3. ,rojecte+ ,rofit an+ 6oss................................................................................... 13

.#. ,rojecte+ Cas! 0lo .......................................................................................... 1#


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,4fect 7reens

1. Executive SummaryPRfect Greens is a Eugene, Ore. based public relations firm that speciali esin environmental PR. PRfect Greens! areas of specialt" are crisis management,image creation, management of publicit" events. #ll of these activities ensurethe proper management of sensitive environmental concerns b" companies $hoare not t"picall" seen as environmentall" friendl".

%"pical clients $ill include mining companies, natural gas e&traction companies,

and lumber companies. %hese clients see' a professional firm to assist in theirperceived public environmental image. PRfect Greens $ill rapidl" gain mar'etshare through the use of speciali ed, innovative customer attention.

(" leveraging it!s competitive advantages, PRfect Greens $ill )uic'l" gro$ it!scustomer base. *aving a speciali ed s'ill set $ith e&perience in environmentalPR $or' $ill provide PRfect Greens $ith valuable insight that other PR firms areunable to offer. #dditionall", PRfect Greens prides themselves on offeringunmatched fle&ibilit" $hich $ill allo$ PRfect Greens to seamlessl" meet an" needa client ma" have.

PRfect Greens is a partnership of t$o industr" professionals $ith "ears ofe&perience and insight. PRfect Greens $ill leverage their s'ills, e&perience, andinnovative approach to reach profitabilit" b" month 10, generating revenuesof +2 -,000 b" "ear three.

1.1. Objectives

%he ob ectives for the first three "ears include/


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1.3. Keys to Success

%he 'e"s to success are/• #ttention to detail.• %hin'ing outside the bo&.

• Professionalism.

• Results.

Highlights


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2.1. Com any O!nershi

PRfect Greens is a private partnership o$ned e)uall" b" (ir' Grunola and#rbor *ugger.

2.2. Start"u Summary

%he follo$ing e)uipment $ill be needed/

• %$o des's and chairs.• %$o file cabinets.

• %$o computer s"stems including one license of 4uic'(oo's Pro, t$olicenses of 5icrosoft Office, a 67 R3, printer, digital camera and a789 connection.

• (urrelle!s media director".

• 8ubscription to 9e&is Ne&is researching tools.

• 3ebsite development.

Please note that the follo$ing items $hich are considered assets to be usedfor more than a "ear $ill be labeled long term assets and $ill be depreciatedusing G.#.#.P. approved straight line depreciation method.

Start-up R i t


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,4fect 7reens

Start-up $undingStart-up Expenses to $und 829#&Start-up !ssets to $und 8(39&&

otal $unding Required 8((9 !ssetsNon-cash !ssets %rom Start-up 839*"ash Requirements %rom Start-up 8&/9 &!dditional "ash Raised 8"ash Balance on Starting &ate 8&/9 &

otal !ssets 8(39&&

Liabilities and "apital

Liabilities "urrent Borro'ing 8Long-term Liabilities 8!ccounts (ayable )#utstanding Bills* 8#ther "urrent Liabilities 8

otal Liabilities 8 "apital

(lanned +nvestment !rbor 8339Bir, 8339


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,4fect 7reens

companies $ho are loo'ing to improve their environmental image or manage acrisis. %he main services offered are/

• Crisis management. %his is a reactionar":proactive service that helpsthe customer manage a crisis or situation that if left unattended couldcreate significant amounts of bad press and tarnish the public image ofcompanies that alread" have sensitive environmental images b" virtue ofthe fact that the" operate in sensitive environmental areas.

• Image creation. %his service designs and implements a certain publicimage, t"picall" an image that is pro environment for a compan" that is in

an anti environment industr".

• Management of publicity events. %hese services develop and manageclient sponsored publicit" events $hich are designed to strengthen theclients perceived environmental commitment.

#. Mar$et %nalysis SummaryPRfect Greens $ill primaril" serve three different target segments $ithin theenvironmental PR space/ gas companies, mining companies, and lumbercompanies. %hese different industries $ill be targeted because the" represent alarge amount of business activit" in this region and because the" havestruggled in the past to maintain an ideal:reasonable public image.

%hese segments $ill be targeted through an advertising campaign and

net$or'ing activities tailored to each industr" customer.


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,4fect 7reens

National >orest. =inross had to endure a public relations fiasco $henmultiple environmental groups $ere bringing legal claims against

=inross due to the release of effluents into the 8antiam River, themain source for the 8antiam 3atershed, the source of $ater for8alem and other nearb" cities.

• Lumber companies. %here are a lot of lumber industr" obs inOregon. (oth Georgia Pacific and 3illamette ?ndustr" are t$omultinational corporations that 1< do a lot of logging as $ell asprocessing 2< and have struggled to maintain a environmentall"friendl" public perception.

ar,et !nalysis

2 1 2 2 2 3 2 # 2 &(otential "ustomers 7ro t

! C%7

4 as companies < 1& 1( 1* 1 1/ (. /<ining companies /< ## # &2 &* (2 ./&<

Lumbar companies *< 3 #1 ## #* & *.1 <otal *. < /* 1 & 113 122 131 *. <

Mar$et %nalysis &'ie(


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,4fect 7reens

#.2. )arget Mar$et Segment Strategy

%he selected customer segments $ill be targeted in a specific advertising andnet$or'ing campaign.

• Advertising. %his campaign $ill target each of the prospectivecustomers. %he advertisements $ill generall" be placed $ithin theappropriate industr" trade ournal. %he advertisements $ill be usedto communicate the message that PRfect Greens is a speciali edenvironmental PR firm that can $or' hand and hand $ith thecompan", providing them $ith both proactive, as $ell as reactive PR

services. %he advertisements $ill detail the different services PRfectGreens provides as $ell as the e&perience the founders have in thisniche.

• Networking. 8ince both of the founders have a long histor" in thismar'et space, the" have a long list of contacts that the" havedeveloped over the "ears. PRfect Greens $ill leverage these contactsto raise visibilit" regarding PRfect Greens and establish relationshipsso PRfect Greens can began to serve them. (ecause this mar'etniche is fairl" small and specific, people in the space tend to 'no$each other and a lot of business is transacted among ac)uaintances.%his nature of the industr" $ill ma'e net$or'ing activities all themore effective.

#.3. Service *usiness %nalysis

%he PR industr" in Eugene has man" different competitors, ho$ever fe$ havethe speciali ed s'ills for environmental PR $or'. %he competitors generall"ta'e the form of general communication firms, small local PR firms, and large


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,4fect 7reens

• Small local !" firms. %hese companies are small, t"picall"one principal, and their clients are from the surrounding area.

• Large national firms. %hese firms are )uite large and the"serve national clients. %he clients are usuall" ver" largecompanies and these national firms travel to $herever tosupport the account.

(u"ing patterns for companies t"picall" ta'e the form of R>P!s for thelarger companies, and informal referrals:net$or'ing for the smallerclients.

,. Strategy an+ -m lementation Summary

PRfect Greens! mar'eting and sales strategies $ill be based on developingvisibilit" for PRfect Greens and communicating the message that PRfect Greens isable to provide an unmatched service offering due to the special s'ill set andfle&ibilit" in serving the client.

,.1. Com etitive E+ge

PRfect Greens has t$o complementar" competitive edges/

• Speciali#ed skill set. 3hile this $ill be detailed further in the

management section, this competitive edge allo$s PRfect Greens toprovide 'een insight into the customer!s industr" and ho$ that appliesto public relations.


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,4fect 7reens

visibilit" and communicate PRfect Greens! message that the" are the premierenvironmental PR firm in the area that possesses the abilit" to offerunprecedented speciali ed services and fle&ibilit" to help the customermanage their public image and deal $ith an" unfortunate crisis.

%he advertising $ill be done in specific industr" ournals. %hese $ill bechosen because the ournal readership is a ver" specific demographic thatPRfect Greens is tr"ing to reach.

%he net$or'ing activities $ill be )uite effective in leveraging the alread"e&isting relationships that (ir' and #rbor have established through "ears

$or'ing in the different industries.

,.3. Sales Strategy

%he sale strateg" $ill be based on turning prospective customers into longterm clients. %he primar" $a" this $ill be accomplished is through a dog andpon" sho$ performed for the decision ma'er. %his presentation $ill outline

all of the different services and value that PRfect Greens offers/ their richspeciali ed e&perience and ver" personali ed attention that their clientsreceive. %he" $ill emphasi e the smallness of PRfect Greens that allo$s it toserve ever" client $ith individual attention that one $ould e&pect from an inhouse staff.

%he dog and pon" sho$ $ill also highlight PRfect Greens! portfolio of pastclients served and the creative @out of the bo&@ thin'ing that prevails atPRfect Greens. %he portfolio itself $ill be )uite creative, not ust a standarddispla" of past pro ects, but a representation in itself of PRfect Greens!creativit" and competence.


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Sales $orecast 2 1 2 2 2 3Sales "risis management 81 9* 8# 9 8&&9+mage management 8#(9 (/ 81 #9&&( 811&9(*(Event management 82/9/#& 8(*9/(1 8*&91 /

otal Sales 8/#9*1# 822 9&1* 82#&9 (& &irect "ost o% Sales 2 1 2 2 2 3"risis management 8/3& 829# 829*&+mage management 8293 3 8&922 8&9* #Event management 819#/* 8393/ 839*&/Subtotal &irect "ost o% Sales 8#9*3( 8119 2( 81292/3

Sales Monthly


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,4fect 7reens

2. Office set up.

. Establishment of the first ma or pro ect.

. Near full service capacit".

ilestones

ilestone Start ate En+ ate )u+'et Mana'er epartmen

tBusiness plan completion 1=1=2 1 2=1=2 1 8 %rbor Mar$etin'#%%ice set up 1=1=2 1 2=1=2 1 8 )ir$ epartmen

tEstablishment o% the %irstma/or pro/ect

1=1=2 1 *=1=2 1 8 %rbor >)ir$

epartment

Near %ull service capacity 1=1=2 1 =3 =2 2 8 Everyone epartment

otals 8

/. 0eb 'lan Summary

%he $ebsite $ill be used as a resource for developing visibilit", disseminatinginformation such as a portfolio of past pro ects and case studies, as $ell as a $a"

that prospective customers can contact PRfect Greens.


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,4fect 7reens

/.2. evelo ment e uirements

%he $ebsite development $ill be the product of a Aniversit" of Oregoncomputer science graduate student. %he utili ation of the graduate student$ill be used because of their technical competence as $ell as their belo$mar'et rates that the" t"picall" charge as a student.

4. Management Summary

&irk Grunola

(ir' received a (8 in communications and environmental science from theAniversit" of Oregon. (e"ond school, (ir' $ent to $or' for the 3e"erhausercorporation in their mar'eting department. #fter si& "ears, (ir' $as promoted tothe head of the in house staff for e&ternal communications. ?t $as hisresponsibilit" to shape the public!s perception of 3e"erhauser as anenvironmental corporate citi en. #fter five "ears at this position (ir' beganloo'ing for an opportunit" that $ould give him more fle&ibilit" and autonom".

Arbor 'ugger

#rbor received a biolog" degree from #merican Aniversit". #fter college, #rbor$ent to $or' for the Environmental Protection ?ndustr" ;EP#< in 3ashington 7.6.#rbor had var"ing degrees of responsibilit" at the EP#, ultimatel" $or'ing as amanager for e&ternal communications. #fter 10 "ears at the EP#, #rbor $assee'ing a more progressive, less bureaucratic organi ation to serve. #rbor $asable to leverage his s'ills at the EP# and parla" it into a position as the PRdirector for the National Gas E&ploration #ssociation. #t this position, #rbor $asresponsible for all of the e&ternal communications of the #ssociation, crisismanagement, and management of publicit" events. #fter three "ears #rbor $assearching for a more fle&ible opportunit" %hrough the "ears #rbor remained in


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,4fect 7reens

*rea$"even %nalysis

5.3. 'rojecte+ 'ro6it an+ 7oss

%he follo$ing table $ill indicate pro ected profit and loss.


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(ro $orma (ro%it and Loss 2 1 2 2 2 3

Sales 8/#9*1# 822 9&1* 82#&9 (&&irect "ost o% Sales 8#9*3( 8119 2( 81292/3#ther (roduction Expenses 8 8 8 """""""""""" """""""""""" """"""""""""

otal "ost o% Sales 8#9*3( 8119 2( 81292/3

ross argin 8 /9/* 82 /9#/2 82339&*2ross argin 2 /&. < /&. < /&. <

Expenses (ayroll 81 #9(# 81319&2 81&&9Sales and ar,eting and #therExpenses

8#92 8#92 8#92

&epreciation 8*32 8*32 8*32Leased Equipment 8 8 83tilities 8192 8192 8192+nsurance 8192 8192 8192Rent 8(9 8(9 8(9(ayroll axes 81&9(/( 81/9*2 82392&#ther 8 8 8 """""""""""" """""""""""" """"""""""""

otal #perating Expenses 81339(( 81(#9& 81/19& 2

(ro%it Be%ore +nterest and axes :8#39(/ ; 8##9/12 8#19//+nterest Expense 8 8 8

axes +ncurred 8 8139#*3 8129&/*


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,4fect 7reens

5.#. 'rojecte+ Cash lo!

%he follo$ing chart and table $ill indicate pro ected cash flo$.


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,4fect 7reens

(ro $orma "ash $lo' 2 1 2 2 2 3

"ash Received

"ash %rom #perations "ash Sales 83391& 8**91 1 8 (9 &3"ash %rom Receivables 8#39 *1 811 9**3 81 (3Subtotal "ash %rom #perations 8*(9221 81/&9/ 82# 9/1( !dditional "ash Received Non #perating )#ther* +ncome 8 8 8Sales ax5 1! 5 6S 4 SReceived

8 8 8

Ne' "urrent Borro'ing 8 8 8Ne' #ther Liabilities )interest-%ree*

8 8 8

Ne' Long-term Liabilities 8 8 8Sales o% #ther "urrent !ssets 8 8 8Sales o% Long-term !ssets 8 8 8Ne' +nvestment Received 829 8 8Subtotal "ash Received 8* 9221 81/&9/ 82# 9/1( Expenditures 2 1 2 2 2 3 Expenditures %rom #perations

"ash spending 81 #9(# 81319&2 81&&9Bill (ayments 82/9/(( 8(1/ 8( 93**Subtotal Spent on #perations 813#9( ( 81 (913/ 821&93**


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,4fect 7reens

"ash Balance 839#(& 81392*/ 83 9 1

Cash

5.,. 'rojecte+ *alance Sheet

%he follo$ing table $ill indicate the pro ected balance sheet.


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,4fect 7reens

(ro $orma Balance Sheet 2 1 2 2 2 3

!ssets

"urrent !ssets "ash 839#(& 81392*/ 83 9 1!ccounts Receivable 81 9#/3 8#39 &* 8# 9 (#ther "urrent !ssets 8 8 8

otal "urrent !ssets 8219/& 8&(933( 8 (9 2# Long-term !ssets Long-term !ssets 839* 839* 839*!ccumulated &epreciation 8*32 819#(# 8291/(

otal Long-term !ssets 829/( 82923( 819& #otal !ssets 82#9/2( 8& 9&*2 8 932

Liabilities and "apital 2 1 2 2 2 3 "urrent Liabilities !ccounts (ayable 839 (( 8&92*# 8&9(3*"urrent Borro'ing 8 8 8#ther "urrent Liabilities 8 8 8Subtotal "urrent Liabilities 839 (( 8&92*# 8&9(3* Long-term Liabilities 8 8 8

otal Liabilities 839 (( 8&92*# 8&9(3* (aid-in "apital 8( 9 8( 9 8( 9Retained Earnings :829#& ; :8#(91# ; :81#9* 2;


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Ratio !nalysis 2 1 2 2 2 3 -n+ustry

,rofileSales ro'th . < 132. 2< 11.#/< .( < (ercent o% otal !ssets #ther "urrent !ssets . < . < . < ##.3 <

otal "urrent !ssets . /< /(.1 < / .3 < *2.& <Long-term !ssets 11./1< 3. 2< 1.* < 2*.& <

otal !ssets 1 . < 1 . < 1 . < 1 . < "urrent Liabilities 12.3 < /. < (.3 < #&. <Long-term Liabilities . < . < . < 1*. <

otal Liabilities 12.3 < /. < (.3 < (2. <Net Worth *.* < /1. < /3.(2< 3 . < (ercent o% Sales Sales 1 . < 1 . < 1 . < 1 . <

ross argin /&. < /&. < /&. < . <Selling5 eneral 7!dministrative Expenses

1#1.13< .*#< 3. &< */.# <

!dvertising Expenses 2.&3< 1. /< ./ < 1.2 <(ro%it Be%ore +nterest and

axes"#(.13< 2 .3*< 1*. < 2.# <

ain Ratios "urrent *.1( 1 .( 1&.# 1.*18uic, *.1( 1 .( 1&.# 1.3(

otal &ebt to otal !ssets 12.3 < /. < (.3 < (2. <


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,4fect 7reens

+nterest "overage . . . n.a

!dditional Ratios !ssets to Sales .2( .2* .3( n.a"urrent &ebt4 otal !ssets 12< /< (< n.a!cid est 1.13 2.&2 (. / n.aSales4Net Worth #.33 #.1# 2./* n.a&ividend (ayout . . . n.a


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%ppen+ix

Sales $orecast ?a

n0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec

Sales "risis management

<

8 8 8 8 8 839 819& 819 8393 839& 829/ 839&

+mage management<

8 8191 819/

829*

8393#&

839*

8#9223

8#9&1

8&9112

8&9& 8(933#

8*93

Event management<

8 8*1& 81923#

819*1

8291*#

829&21

829*#&

829/2(

839323

839&*&

8#911*

8#9*#&

otal Sales 8 8191&

839132

8#9*#/

8&9&1/

8/93//

8 9#(

8 9#2*

8119*3&

8129&*&

81393&1

81&9&#&

&irect "ost o% Sales ?a

n0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec

"risis management 8 8 8 8 8 81& 8*& 8& 81(& 81*& 81#& 81*&+mage management 8 8&& 8/& 81## 81(* 81/# 8211 822& 82&( 82*& 831* 83(&Event management 8 83( 8(2 8/# 81 / 812( 813* 81#( 81(( 81*/ 82 ( 823*Subtotal &irect "ost o% Sales 8 8/1 81&* 823* 82*( 8#* 8#23 8#21 8& * 8(2/ 8(( 8***


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%ppen+ix

(ersonnel (lan ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec!rbor < 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9

Bir, < 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9 8#9

!dministrative assistant < 8 8 8 8/( 8/( 8/( 8/( 8/( 8/( 8/( 8/( 8/(otal (eople 2 2 2 3 3 3 3 3 3 3 3 3

otal (ayroll 8 9 8 9 8 9 8 9/

(8 9/

(8 9/

(8 9/

(8 9/

(8 9/

(8 9/

(8 9/

(8 9/

(


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%ppen+ix

eneral !ssumptions ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec(lan onth 1 2 3 # & ( * / 1 11 12"urrent +nterest Rate 1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<1 .

<

Long-term +nterest Rate 1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

1 .<

ax Rate 3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

3 .<

#ther


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%ppen+ix

(ro $orma (ro%it and Loss ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ecSales 8 819 1

&83913

28#9*#

/8&9&1

/8/93/

/8 9#( 8 9#2

*8119*

3&8129&

*&81393

&181&9&

#&&irect "ost o% Sales 8 8/1 81&* 823* 82*( 8#* 8#23 8#21 8& * 8(2/ 8(( 8***

#ther (roductionExpenses

8 8 8 8 8 8 8 8 8 8 8 8

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

otal "ost o% Sales 8 8/1 81&* 823* 82*( 8#* 8#23 8#21 8& * 8(2/ 8(( 8***

ross argin 8 819*2#

829/*&

8#9&11

8&92#3

8 9/2/

8 9 #&

8 9&

81191#

8119/#(

8129(#

81#9*(

ross argin 2 . < /&.<

/&.<

/&.<

/&.<

/&.<

/&.<

/&.<

/&.<

/&.<

/&.<

/&.<

Expenses (ayroll 8 9 8 9 8 9 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/(

Sales and ar,etingand #ther Expenses

83& 83& 83& 83& 83& 83& 83& 83& 83& 83& 83& 83&

&epreciation 8(1 8(1 8(1 8(1 8(1 8(1 8(1 8(1 8(1 8(1 8(1 8(1Leased Equipment 8 8 8 8 8 8 8 8 8 8 8 83tilities 81 81 81 81 81 81 81 81 81 81 81 81

+nsurance 81 81 81 81 81 81 81 81 81 81 81 81Rent 8& 8& 8& 8& 8& 8& 8& 8& 8& 8& 8& 8&(ayroll axes 1&

<8192 8192 8192 8193#

#8193#

#8193#

#8193#

#8193#

#8193#

#8193#

#8193#

#8193#

##ther 8 8 8 8 8 8 8 8 8 8 8 8 """"""""

"""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

""""""""""""

"""""otal #perating

Expenses 81 931

181 93

1181 93

118119#

1&8119#

1&8119#

1&8119#

1&8119#

1&8119#

1&8119#

1&8119#

1&8119#

1&


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%ppen+ix (ro%it Be%ore +nterestand axes

:81 9311;

:8 9&*;

:8*933(;

:8(9/#;

:8(91*2;

:829#(;

:8393* ;

:839#1 ;

:82(*;

8&31 8192(/

8393&3

+nterest Expense 8 8 8 8 8 8 8 8 8 8 8 8axes +ncurred 8 8 8 8 8 8 8 8 8 8 8 8

#ther +ncome +nterest +ncome 8 8 8 8 8 8 8 8 8 8 8 8Extraordinary +tems 8 8 8 8 8 8 8 8 8 8 8 8

otal #ther +ncome 8 8 8 8 8 8 8 8 8 8 8 8 #ther Expense !ccount Name 8 8 8 8 8 8 8 8 8 8 8 8Extraordinary +tems 8 8 8 8 8 8 8 8 8 8 8 8

otal #ther Expense 8 8 8 8 8 8 8 8 8 8 8 8

Net #ther +ncome 8 8 8 8 8 8 8 8 8 8 8 8Net (ro%it :81 9311;

:8 9&*;

:8*933(;

:8(9/#;

:8(91*2;

:829#(;

:8393* ;

:839#1 ;

:82(*;

8&31 8192(/

8393&3

Net (ro%it4Sales . < "#*3.1

<

"23#.2

&<

"1#&.3

<

"111.

2<

"2(.#&

<

"3/.

<

"# .#(

<

"2.2*

<

#.22<

/.&<

21.&*<


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%ppen+ix

(ro $orma "ash $lo' ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec"ash Received

"ash %rom #perations

"ash Sales 8 8(3& 819 /(

819((2

819/32

8392/ 829/(#

829/#/

8#91*

8#9#1

8#9(*3

8&9##1

"ash %rom Receivables 8 8 83/ 8192 829 *1

83913

839(*2

8(9/

8&9&3

8&9/

8*9(#(

8 91/1

Subtotal "ash %rom#perations

8 8(3& 81913&

829 * 8#92

8(93/3

8(9(3&

8/9 3 8/9(1 8/9/& 812931/

8139(31

!dditional "ashReceived

Non #perating )#ther*

+ncome

8 8 8 8 8 8 8 8 8 8 8 8

Sales ax5 1! 56S 4 S Received

.<

8 8 8 8 8 8 8 8 8 8 8 8

Ne' "urrent Borro'ing 8 8 8 8 8 8 8 8 8 8 8 8Ne' #ther Liabilities)interest-%ree*

8 8 8 8 8 8 8 8 8 8 8 8

Ne' Long-termLiabilities

8 8 8 8 8 8 8 8 8 8 8 8

Sales o% #ther "urrent!ssets

8 8 8 8 8 8 8 8 8 8 8 8

Sales o% Long-term!ssets 8 8 8 8 8 8 8 8 8 8 8 8

Ne' +nvestmentReceived

8 8 8 8 8 8 8 8 8 829 8 8

Subtotal "ash Received 8 8(3& 81913&

829 * 8#92

8(93/3

8(9(3&

8/9 3 8/9(1 8119/&

812931/

8139(31

Expenditures ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec


30/33

%ppen+ixExpenditures %rom#perations

"ash spending 8 9 8 9 8 9 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/( 8 9/(

Bill (ayments 8*& 8292&3

8293#3

829#1#

829(33

829(*(

829 (2

829 1*

829 21

829/2

839 2#

839 (&

Subtotal Spent on#perations 8 9 *& 81 92&3 81 93#3 81193*# 8119&/3 8119(3( 811922 8119*** 8119*1 8119/#2 8119/# 81292& !dditional "ash Spent Non #perating )#ther*Expense

8 8 8 8 8 8 8 8 8 8 8 8

Sales ax5 1! 56S 4 S (aid #ut

8 8 8 8 8 8 8 8 8 8 8 8

(rincipal Repayment o%"urrent Borro'ing

8 8 8 8 8 8 8 8 8 8 8 8

#ther Liabilities(rincipal Repayment 8 8 8 8 8 8 8 8 8 8 8 8

Long-term Liabilities(rincipal Repayment

8 8 8 8 8 8 8 8 8 8 8 8

(urchase #ther "urrent!ssets

8 8 8 8 8 8 8 8 8 8 8 8

(urchase Long-term!ssets

8 8 8 8 8 8 8 8 8 8 8 8

&ividends 8 8 8 8 8 8 8 8 8 8 8 8Subtotal "ash Spent 8 9 *

&

81 92

&3

81 93

#3

81193

*#

8119&

/3

8119(

3(

8119

22

8119*

**

8119*

1

8119/

#2

8119/

#

8129

2& Net "ash $lo' :8 9

*&;:8/9(

1 ;:8/92

;:8 9&

#;:8*9&

/ ;:8&92

##;:8&91

*;:829*

3/;:8291

* ;8 833& 819(

("ash Balance 8&19*

*&8#291

&*8329/

&82#9#

#(81(9

&(8119(

128(9#2

&839(

(819&1

(819&2

#819 & 839#(

&


31/33

%ppen+ix

(ro $orma Balance Sheet ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec!ssets Startin

')alan

ces

"urrent!ssets

"ash 8&/9&

8&19**&

8#291&*

8329/& 82#9##(

81(9 &(

8119(12

8(9#2& 839( ( 819&1( 819&2# 819 & 839#(&

!ccountsReceivable

8 8 8191 8391*( 8&9 8(9&*1 8/9&** 8119#181 9*/ 8129/22

81&9*

81(9& 81 9#/3

#ther"urrent

!ssets

8 8 8 8 8 8 8 8 8 8 8 8 8

otal"urrent!ssets

8&/9&

8&19**&

8#3933*

83(912(

82/9& 8239#2*

82191/

81*9 3&

81#9##

81#9#3 81*9 *1

81 9#3 8219/&

Long-term!ssets

Long-term!ssets

839* 839* 839* 839* 839* 839* 839* 839* 839* 839* 839* 839* 839*

!ccumulate

d&epreciation

8 8(1 8122 81 3 82## 83 & 83(( 8#2* 8# 8/ 8(1 8(*1 8*32

otal Long-term !ssets

839* 839(3/ 839&* 839&1* 839#&( 8393/& 83933# 8392*3 839212 8391&1 839 / 839 2/ 829/(

otal !ssets 8(39&&

8&&9#1#

8#(9/1&

83/9(#3

8329/&(

82(9 22

82#9&23

82191 81*9(/(

81*9&/

82 91(1

8219#(*

82#9/2(

Liabilities ?an 0eb Mar %pr May ?un ?ul %u' Sep Oct @ov ec


32/33

%ppen+ixand "apital "urrentLiabilities

!ccounts(ayable

8 8291*& 8292(3 82932( 829# 829& 1 829*( 829*23 829*21 829 1 829/22 829/( 839 ((

"urrentBorro'ing 8 8 8 8 8 8 8 8 8 8 8 8 8

#ther"urrentLiabilities

8 8 8 8 8 8 8 8 8 8 8 8 8

Subtotal"urrentLiabilities

8 8291*& 8292(3 82932( 829# 829& 1 829*( 829*23 829*21 829 1 829/22 829/( 839 ((

Long-term

Liabilities

8 8 8 8 8 8 8 8 8 8 8 8 8

otalLiabilities

8 8291*& 8292(3 82932( 829# 829& 1 829*( 829*23 829*21 829 1 829/22 829/( 839 ((

(aid-in"apital

8((9 8((9 8((9 8((9 8((9 8((9 8((9 8((9 8((9 8((9 8( 9 8( 9 8( 9

RetainedEarnings

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

:829#&;

Earnings 8 :81 9311;

:81 9/ ;

:82(923#;

:833913*;

:83/93/;

:8#19*/&;

:8#&91((;

:8# 9&*&;

:8# 9#2;

:8# 9311;

:8#*9#3;

:8#39(/ ;

otal"apital 8(39&& 8&3923/ 8##9(&2 83*931( 83 9#13 82#92#1 8219*&& 81 93# 81#9/*& 81#9* 81*923/ 81 9&* 8219 (otal

Liabilitiesand "apital

8(39&&

8&&9#1#

8#(9/1&

83/9(#3

8329/&(

82(9 22

82#9&23

82191 81*9(/(

81*9&/

82 91(1

8219#(*

82#9/2(

Net Worth 8(39&

&8&3923

/8##9(&

283*931

(83 9#1

382#92#

18219*&

&81 93

#81#9/*

&81#9* 81*923

/81 9&

*8219 (


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%ppen+ix

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