Business Plan Sample Outline

PLAN OUTLINE
1.0 Executive Summary

Objectives
Mission
2.0 Company Summary
3.0 Products
4.0 Market Analysis Summary
5.0 Strategy and Implementation Summary
6.0 Management Summary
7.0 Financial Plan
Appendix
Executive Summary
Mixed Greens Salad Gardens (MGSG) is an exciting new company that meets an
unsatiated need for quality salad greens. The close proximity to Eugene ensures a
steady flow of customers. MGSG is a start-up grower and distributor of exotic salad
greens for restaurants and individual consumers. MGSG is located in Blue River,
Oregon and serves the southern Willamette Valley. MGSG's objectives are to develop
a product-based company whose goal is to exceed customer's expectations,
increase production efficiency by 10% a year, and lastly, and develop a sustainable
farm business, able to survive off their cash flow.
Products
MGSG will sell a spring mix of salad field greens. These greens will include but are
not limited to: red leaf, arugula, radicchio, mustard greens, endive, and chicory.
These greens are grown for use in salad mixtures, purchased by the end consumer
as well as by restaurants who then serve it to their patrons.
The Market
MGSG has decided to target two distinct market segments, individual customers
and restaurants. The individual customers will purchase greens from MGSG at the
Tuesday and Saturday Farmer's Market. This segment is growing at 12% and has
12,000 potential customers. The second segment is local restaurants. This market is
smaller at only 28 potential customers, but is more consistent in demand
throughout the year.
Competitive Edge
MGSG has two competitive edges that will help them maintain strong growth rates,
increasing their market penetration. The first edge is quality. MGSG prides
themselves on the high quality of exotic salad greens. Greens that do not meet
MGSG high standards of quality are rejected as imperfects and go to a not-for-profit
food bank. MGSG's second competitive edge is their flexibility. The entire farm has
been set up to allow them to change crops or scale existing crops to meet demand.
This is highly unusual as most farms are unable to change crops mid year.
Management
MGSG is led by Heidi Ponic. Heidi initially got her start in growing while working at a
greenhouse. After college, Heidi went to work for a large grass seed company. This
experience is what solidified Heidi's desire to continue working in an agricultural
capacity. Soon after her experience at the Willamette Seed Company she decided to
enroll in Oregon State University's Master of Horticulture Program. Heidi's Masters
provided her with requisite detail and skills to develop her own farm business.
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1.1 Objectives
The objectives for the first three years of operation include:
To create a product-based company whose goal is to exceed customers'

expectations.
The utilization of Mixed Greens' lettuce products in at least 20% of the top
restaurants in Eugene as listed in local paper's restaurant reviews.
To increase the efficiency of our production by 10% a year.
To develop a sustainable farm, surviving off its own cash flow.
1.2 Mission
Mixed Greens Salad Gardens' mission is to provide the highest-quality salad greens.
We exist to attract and maintain customers. When we adhere to this maxim,
everything else will fall in to place. Our services will exceed the expectations of our
customers.
Company Summary
Mixed Greens Salad Gardens, soon to be located in Blue River, OR, is a grower and
seller of exotic salad field greens. MGSG grows a wide variety of field greens
including red leaf, arugula, radicchio, mustard greens, endive, and chicory. MGSG
sells the greens both at farmer markets as well as direct to restaurants.
The business will be based out of Heidi Ponic's home. The office will be within her
home and the greenhouse will be on her adjoining 20 acres of land.
2.1 Company Ownership

Mixed Greens Salad Gardens will be a sole proprietorship with Heidi Ponic as the
founder and owner. Heidi will be funding the business with a $50,000 investment of
her own. An additional $10,000 will be invested by family member O.G. Tylthe with
exit/repayment initially scheduled for year five.
2.2 Start-up Summary

Mixed Greens Salad Gardens' start-up costs will include all the equipment needed
for the home-based office, the construction of the greenhouse and all the necessary
equipment, and other essentials for growing.
The home office equipment will be the largest chunk of the start-up expenses. This
equipment includes a computer system, fax machine, office supplies, cellular
phone, and pager. The computer should have at least a 500 megahertz
Celeron/Pentium processor, 64 megabytes of RAM (preferably 128), 6 gigabyte hard
drive, and a rewritable CD-ROM for backing up the system. The home office will also
require a few pieces of furniture such as a desk, chair, and book shelf to transform a
standard room into an office. Lastly, an additional land phone line will be required.
The greenhouse will need the following equipment: a 25' x 100' greenhouse
structure made out of poly carbonate, a ventilation system, a heater, a mister
system, supplemental lighting, fertilizer injector, pruners, pots, trays, soil, seeds,
and assorted chemicals.
Please note that of the $25,300 of long-term assets, $20,000 will be depreciated
straight line for 27.5 years (real estate) and the remaining $5,300 will be
depreciated on a seven year straight-line schedule.
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Start-up Requirements
Start-up Expenses
Legal $300
Stationery
$200
Insurance
$200
Untilities Upgrades $150

Rent $250
Expensed Computer Equipment $3,500
Other $500
Total Start-up Expenses
$5,100
Start-up Assets
Cash Required
$34,700
Start-up Inventory $0
Other Current Assets
Long-term Assets
$500
$25,300
Total Assets $60,500

Total Requirements $65,600
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Start-up Funding
Start-up Expenses to Fund
$5,100
Start-up Assets to Fund
$60,500
Total Funding Required
$65,600
Assets
Non-cash Assets from Start-up
$25,800
Cash Requirements from Start-up

Additional Cash Raised
$34,700
$0
Cash Balance on Starting Date
$34,700

Liabilities and Capital
Liabilities
Current Borrowing $5,000
Long-term Liabilities
$0
Accounts Payable (Outstanding Bills)
$0
Other Current Liabilities (interest-free) $0

Total Liabilities
$5,000
Capital
Planned Investment
Heidi Ponic
$50,000
Investor 2
$10,000
Other $0
Additional Investment Requirement
$600
Total Planned Investment $60,600

Loss at Start-up (Start-up Expenses)
($5,100)
Total Capital $55,500

Total Capital and Liabilities
Total Funding
$60,500
$65,600
Products
MGSG will sell a spring mix of salad field greens. These greens will include but are
not limited to: red leaf, arugula, radicchio, mustard greens, endive, and chicory.
These greens are grown for use in salad mixtures, purchased by the end consumer
as well as by restaurants who then serve it to their patrons. While the greens are
washed at the farm, they are not certified washed and the patrons are told to wash
them an additional time.
Market Analysis Summary
MGSG will be focusing on two distinct users of greens, individual consumers, and
restaurants. The consumer market is seasonal so we will have production shifts
during the consumer off season and all of the production will go toward wholesale
restaurant distribution. During the spring and the summer MGSG will be serving
both the consumer markets through farmer market stands and the restaurants
through direct distribution.
4.1 Market Segmentation

Mixed Greens Salad Gardens has two distinct customers:
Individual Consumers. This group of people buy exotic salad greens because they
have a more sophisticated pallette. Average Americans have been raised on iceberg
lettuce and this is their green of choice (unfortunately). When people from this class
get a little "crazy" they might even try romaine lettuce. These people are typically
unsophisticated or unadventurous in terms of culinary habits. These are NOT the
people MGSG serves. MGSG is going after people that appreciate healthier, tastier
alternatives to the standby of iceberg lettuce. This group of consumers is more
likely to make their own meals instead of going out, appreciates fine dining, and
generally is from a higher socio/economic class. Mixed Greens Salad Gardens' field
greens are more expensive than choices like iceberg or romaine, therefore one can
conclude that the consumer typically makes more money if they are willing to pay
significantly more for their salad greens, and second, people with more
sophisticated palates typically are more educated.
Restaurants. Not all restaurants use exotic field greens mixes, generally it is a
restaurant of fine dining that serves the finer greens. To be even more specific, it is
typically an adventurous American or nouveau cuisine restaurant as opposed to a
nicer French or German restaurant that appreciates the exotic field greens mix. For
what ever reason (probably attributable to demand of their customers), the French
and German restaurants, even the finer ones tend to serve "peasant greens." The
restaurants are a year round customer which is helpful to balance the seasonal
demand of individual consumers (group 1 above). Another advantage of having the
restaurants as a customer is that even though they get a better price, MGSG has a
long term contract with them which helps out in terms of stability.
Strategy and Implementation Summary

MGSG will be aggressively courting the farmer markets to ensure the ability to have
a booth at the markets. Additionally, MGSG will be aggressive in going after the
local restaurants that have a consistent need for the greens. Through an assurance
of top-shelf service and superior customer service and reliability, MGSG will
continue to grow its number of clients.
5.1 Competitive Edge

Mixed Greens Salad Gardens' competitive edge has two main aspects: quality and
flexibility.
Quality. While the quality of the other local farmers is quite good, Heidi's extensive
educational background and practical experience provides her with tools to create
a superior product. Heidi is a perfectionist and her striving for perfection will lead
MGSG to developing a product that will be a notch better than the competition.
Flexibility. With MGSG being both small and local in nature, it will be able to be
flexible in meeting customer's demands. For instance, if a local restaurant has
customers that prefer more arugula in their salad mix, MGSG can rapidly shift
production to meet the needs of that customer. Most of the farmers, and all of the
distributors, typically have their production schedules set up for maximum yield and
are unable to modify crop production very much. Heidi is less concerned about
maximizing yield, she is more concerned with pleasing the customer. She believes,
rightfully so, that talking care of the customer is the most important thing.
A combination of quality and flexibility will create a sustainable competitive
advantage that will allow MGSG to succeed.
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5.2 Sales Strategy

MGSG's sales strategy will be based on visibility, consistency, and strategic
relationships.
Visibility. MGSG will need to generate visibility that sets them apart from the other
local farmers that sell at the market. This in part will be done through the use of a
colorful, distinct booth set-up that stands out among the other farmers. This
visibility will create recognition for MGSG. This is important because the produce of
the different farmers appears to be the same. The differences are discovered upon
tasting the produce in your home. If MGSG stands out in terms of the booth
appearance, the repeat customer will more easily make the connection between the
unusual booth and MGSG's product.
Consistency. In addition to product consistency, MGSG will have consistency in

regards to their presence at the farmer markets. It is much easier to build
awareness and loyalty if people can reliably expect to see MGSG every week in the
same place.
Strategic relationships. This will be the key for restaurant sales. As stated before,
restaurant sales are a consistent income that help reduce the seasonality of MGSG's
sales. Forming mutually beneficial, strategic partnership will be of upmost
importance for building a good revenue base.
5.2.1 Sales Forecast
The first month will be used to set up the greenhouse and get things underway.
There will not be sales activity until month three when the first greens will be
sprouting. Month three will see a steady increase in production and sales, and this
will continue until month nine when the consumer sales will be significantly
decreasing due to the closing of the farmer markets. From month nine to 16 Mixed
Greens Salad Gardens will have an increase in restaurant sales to offset the
elimination of the consumer sales. By month 17, restaurant sales will decrease
slightly to accommodate for the ramping up of consumer sales again.
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Sales Forecast
Year 1 Year 2 Year 3
Sales
Individual Consumers
$23,154
$40,519
Restaurants $58,558
$81,981
$114,774
Total Sales
$122,500
$185,682
$81,712
$70,908
Direct Cost of SalesYear 1 Year 2 Year 3

$2,778
$4,862
Restaurants $7,027
$9,838
$13,773
Subtotal Direct Cost of Sales
$9,805
$8,509
$14,700
$22,282
5.3 Milestones
MGSG will have several milestones early on:
Business plan completion. This will be done as a road map for the organization.
While we do not need a business plan to raise capital, it will be an indispensable
tool for the ongoing performance and improvement of the company.
Greenhouse set-up.
First batch of greens sold.
The end of the consumer season and the ramping up of the restaurant supply cycle.
Milestones
Milestone
Start Date
End Date
Business Plan Completion 1/1/2001

Greenhouse Setup 1/1/2001
Budget
Manager
1/1/2001
$0
2/1/2001
First Batch of Greens Sold 4/1/2001
$0
4/1/2001
Department
Heidi N/A
Heidi N/A
$0
everyone
N/A
End of the Consumer Season and the Ramping up of the Restaurant Supply Cycle
9/1/2001
9/1/2001
$0
everyone
N/A
Totals
$0
Management Summary
Heidi Ponic, founder and owner, first became interested in growing vegetables at
the age of five. Heidi pursued her love for plants by obtaining a biology degree at
the University of Washington. Throughout her last three years at Washington, she
worked in a greenhouse that grew many different types of annuals. Upon
graduation, Heidi went to work for a large grass seed manufacturer. Although the
growing of grass seed proved to be far less interesting then most other plants, she
was determined to get management experience, a skill set that she lacked. After
two years at Willamette Seed Company, she enrolled in Oregon State University's
Masters of Horticulture program.
Having gone through the three years of the Masters program, she realized two
things, 1) she needed to create a job/company for herself, 2) she should follow her
passion and grow vegetables. These realizations were the final catalyst to pursue
her lifelong dream of running her own greenhouse operation.
Heidi's educational training and her passion creates the ideal combination for an
owner of a start-up company.
6.1 Personnel Plan

The staff will consist of Heidi working full time. While the bulk of the time Heidi will
spend managing the operation, she will always spend a few hours a week tending to
the plants. In addition to all of the general management required for the production
of the greens, Heidi will be setting up strategic relationships with local restaurants.
Mixed Greens Salad Gardens will have hired two full-time gardeners beginning in the
middle of the first month, and will hire a part-time helper by month four. The
gardeners will be primarily responsible for the raising of the field greens, while the
part-time help will be used to help staff the farmers market booth for the consumer
selling of the greens.
Personnel Plan
Heidi $24,000
$24,000
$24,000
Gardener
$16,650
$17,500
$18,500
Gardener
$16,650
$17,500
$18,500
$9,000
$9,500
Part-time Helper
$0
Part-time Helper
$6,750
Total People 4
Total Payroll $64,050
$0
$9,000
6
$68,000
$79,500
Financial Plan
The following sections will outline the important financial information.
7.1 Important Assumptions

The following table highlights some of the important financial assumptions.
General Assumptions
Plan Month 1
Current Interest Rate
10.00%
10.00%
10.00%
Long-term Interest Rate
10.00%
10.00%
10.00%
Tax Rate
25.42%
25.00%
25.42%
Other 0
7.2 Break-even Analysis

The Break-even Analysis below indicates the monthly sales needed to break even.
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Break-even Analysis
Monthly Revenue Break-even
$8,294
Assumptions:
Average Percent Variable Cost
12%
Estimated Monthly Fixed Cost
$7,299
7.3 Projected Profit and Loss

The following table will indicate projected profit and loss. Our losses at start-up are
evident, as is the turn of the corner in July when we become profitable.
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Pro Forma Profit and Loss

Sales $81,712
$122,500
Direct Cost of Sales$9,805
$185,682
$14,700
$22,282
Total Cost of Sales $9,805
$14,700
$22,282
Gross Margin
$71,906
$107,800
$163,400
Gross Margin %
88.00%
88.00%
88.00%
Other $0
$0
$0
Expenses
Payroll
$64,050
$68,000
$79,500
Sales and Marketing and Other Expenses
$0
Depreciation $2,532
$2,532
Leased Equipment $0
$0
Utilities
$3,000
$3,000
$3,000
Insurance
$2,400
$2,400
$2,400
Rent $6,000
$6,000
$2,532
$0
$6,000
$0
$0
Payroll Taxes $9,608
$10,200
$11,925
Total Operating Expenses $87,590
$92,132
Other $0
$0
$0
Profit Before Interest and Taxes ($15,683)

EBITDA
($13,151)
$18,200
Interest Expense
$370 $140 ($20)
Taxes Incurred
$0
Net Profit
($16,053)
Net Profit/Sales
$15,668
$58,043
$60,575
$3,882
$14,758
$11,646
$43,305
-19.65%
$105,357
9.51%23.32%
7.4 Projected Cash Flow

The following chart and table will indicate projected cash flow.
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Pro Forma Cash Flow

Cash Received
Cash from Operations
Cash Sales
$32,685
Cash from Receivables
$49,000
$74,273
$36,451
$67,222
Subtotal Cash from Operations $69,136
$101,685
$116,223
$175,958
Additional Cash Received

Sales Tax, VAT, HST/GST Received
$0
New Current Borrowing
$0
$0
New Other Liabilities (interest-free)
$0
New Long-term Liabilities $0
$0
$0
Sales of Other Current Assets
$0
$0
Sales of Long-term Assets $0
$0
$0
New Investment Received$0
$0
$0
Subtotal Cash Received

Expenditures
$0
$69,136
$0
$0
$0
$0
$0
$116,223
$175,958
Expenditures from Operations

Cash Spending
$64,050
$68,000
$79,500
Bill Payments
$29,537
$40,751
$59,778
$93,587
$108,751
Subtotal Spent on Operations
$139,278
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
Principal Repayment of Current Borrowing
$2,400
Other Liabilities Principal Repayment
$0
$0
$0
Long-term Liabilities Principal Repayment
$0
$0
Purchase Other Current Assets
$0
$0
$0
Purchase Long-term Assets
$0
$0
$0
Dividends
$0
$0
Subtotal Cash Spent
$2,400
$0
$0
$95,987
$111,151
$140,078
Net Cash Flow
($26,851)
$5,072
$35,879
Cash Balance
$7,849
$12,920
$48,800
7.5 Projected Balance Sheet
$800
The following table will indicate the projected balance sheet.
Pro Forma Balance Sheet

Assets
Current Assets
Cash $7,849
$12,920
$48,800
Accounts Receivable
$12,576
$18,854
Inventory
$2,156
$3,268
$1,438
$500 $500 $500
Total Current Assets
$22,363
$34,430
$28,578
$81,145
Long-term Assets
Long-term Assets
$25,300
Accumulated Depreciation
$25,300
$25,300
$2,532
$5,064
Total Long-term Assets
$22,768
$20,236
$54,666
$98,849
$7,596
$17,704
Current Liabilities
Accounts Payable
$3,084
$3,373
$5,051
$200 ($600)
Other Current Liabilities
$0
$0
$0
Subtotal Current Liabilities
$5,684
$0
$0
$3,573
$0
Total Liabilities
$5,684
$3,573
$4,451
Paid-in Capital
$60,600
$60,600
$60,600
($21,153)
($9,507)
Retained Earnings ($5,100)
$4,451
Earnings
($16,053)
$11,646
$43,305
$51,093
$94,398
Total Liabilities and Capital

Net Worth
$39,447
$45,131
$51,093
$54,666
$98,849
$94,398
7.6 Business Ratios

Business ratios for the years of this plan are shown below. Industry profile ratios
based on the Standard Industrial Classification (SIC) code 0161, Lettuce Farms, as
part of Vegetables and Melons, Not Elsewhere Classified, are shown for comparison.
Ratio Analysis
Year 1 Year 2 Year 3 Industry Profile
Sales Growth
0.00%49.92%
51.58%
-4.60%
34.49%
28.91%
Percent of Total Assets

Accounts Receivable
Inventory
27.87%
12.90%
3.19%3.94%3.31%14.40%
1.11%0.91%0.51%28.90%
49.55%
Long-term Assets
50.45%
Total Assets 100.00%

Current Liabilities
37.02%
100.00%
12.59%
62.98%
82.09%
17.91%
100.00%
43.80%
100.00%
6.54%4.50%31.10%
56.20%
Total Liabilities
Net Worth
0.00%0.00%0.00%20.50%
12.59%
87.41%
6.54%4.50%51.60%
93.46%
95.50%
48.40%
Percent of Sales
Sales 100.00%
100.00%
100.00%
100.00%
Gross Margin
88.00%
88.00%
88.00%
32.00%
107.19%
78.41%
64.56%
31.26%
1.70%
Selling, General & Administrative Expenses

20.70%
Advertising Expenses
0.00%0.00%0.00%0.20%
Profit Before Interest and Taxes -19.19%
12.79%
Main Ratios
Current
3.93
9.64
18.23 1.65
Quick 3.68
9.03
17.50 0.88
Total Debt to Total Assets 12.59%

Pre-tax Return on Net Worth
6.54%4.50%51.60%
-40.70%
Pre-tax Return on Assets -35.57%
30.39%
28.41%
58.74%
Additional Ratios
Net Profit Margin
-19.65%
9.51%23.32%
Return on Equity
-40.70%
22.79%
45.88%
Accounts Receivable Turnover
3.90
3.90
3.90
Collection Days
78
n.a
Inventory Turnover 10.89 8.18
8.22
n.a
Accounts Payable Turnover
10.58 12.17 12.17 n.a
Payment Days
29
25
n.a
1.81
2.24
1.88
n.a
Activity Ratios
56
27
Total Asset Turnover

Debt Ratios
78
n.a
61.51%
n.a
n.a
4.50%
2.20%
Debt to Net Worth 0.14
0.07
0.05
n.a
Current Liab. to Liab.
1.00
1.00
1.00
n.a
Liquidity Ratios
Net Working Capital
$16,679
Interest Coverage -42.39111.92
$30,857
0.00
$76,694
n.a
n.a
Additional Ratios
Assets to Sales
0.55
0.45
Current Debt/Total Assets 13%

Acid Test
1.47
0.53
n.a
7%
5%
3.76
11.08 n.a
Sales/Net Worth
2.07
2.40
1.97
n.a
Dividend Payout
0.00
0.00
0.00
n.a
n.a
Appendix
Sales Forecast
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
7
Month 8
Month 9
Month 10
Month 11
Month 12
Month
Sales
0%
$3,789
$3,458
$0
$0
$0
$3,687
$0
$2,956
$3,354
$2,847
$2,063
$1,000
Restaurants 0%
$5,588
$0
$0
$6,245
$0
$2,974
$3,654
$4,545
$7,258
$7,987
$9,412
$10,895
Total Sales
$9,046
$0
$0
$9,932
$0
$5,930
$7,008
$8,334
$10,105
$10,050
$10,412
$10,895
Direct Cost of Sales

Month 1
Month 2
Month 3
Month 4
Month
5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$342 $248 $120 $0
$0
$0
Restaurants
$1,129
$0
$357 $438 $545 $671 $749 $871 $958
$0
$0
$1,307
$0
$355 $402 $455 $415 $442
Subtotal Direct Cost of Sales

$1,086
$1,192
$0
$1,213
$0
$0
$1,206
$712 $841 $1,000

$1,249
$1,307
Personnel Plan
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
7
Month 8
Month 9
Month 10
Month 11
Month 12
Month
Heidi 0%
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
Gardener
0%
$1,450
$1,450
$700 $1,450
$1,450
$1,450
$1,450
$1,450
$1,450
$1,450
$1,450
$1,450
Gardener
0%
$1,450
$1,450
$700 $1,450
$1,450
$1,450
$1,450
$1,450
$1,450
$1,450
$1,450
$1,450
Part-time Helper
$0
$0
0%
$0
$0
$0
$0
$0
Part-time Helper
0%
$0
$750 $750 $750
$0
$0
$750 $750 $750 $750 $750 $750
Total People
4
4
Total Payroll
$5,650
$5,650
$3,400
$5,650
General Assumptions
$4,900
$5,650
$0
$4,900
$5,650
$0
$0
$5,650
$5,650
$0
$0
$5,650
$5,650
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
7
Month 8
Month 9
Month 10
Month 11
Month 12
Month
Plan Month
11
12
10
Current Interest Rate

10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
Long-term Interest Rate

10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
Tax Rate
25.00%
25.00%
30.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
Other
0
Pro Forma Profit and Loss
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
7
Month 8
Month 9
Month 10
Month 11
Month 12
Sales
$0
$9,932
$5,930
$10,050
$7,008
$10,412
Direct Cost of Sales

$0
$1,192
$1,213
$0
$0
$1,206
$712 $841 $1,000

$1,249
$1,307
$1,086
Other
$0
$0
$0
$0
$0
$0
$10,105
$0
$0
$0
$0
$8,334
$10,895
Month
$0
$0
$9,046
$0
$0
Total Cost of Sales
$0
$1,192
$1,213
$0
$0
$1,206
$712 $841 $1,000

$1,249
$1,307
$1,086
Gross Margin
$7,960
$0
$8,740
$0
$0
$8,892
$5,218
$8,844
$6,167
$9,163
$7,334
$9,588
Gross Margin %
88.00%
0.00%0.00%0.00%88.00%
88.00%
88.00%
88.00%
88.00%
88.00%
88.00%
88.00%
Expenses
Payroll
$5,650
$5,650
$3,400
$5,650
$4,900
$5,650
Sales and Marketing and Other Expenses

$0
$0
$0
$0
$0
$0
$4,900
$5,650
$0
$5,650
$5,650
$5,650
$5,650
$0
$0
$0
$0
$0
Depreciation
$211 $211 $211 $211 $211 $211 $211 $211 $211 $211
$211 $211
Leased Equipment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Utilities
$250 $250 $250 $250 $250 $250 $250 $250 $250 $250
$250 $250
Insurance
$200 $200 $200 $200 $200 $200 $200 $200 $200 $200
$200 $200
Rent
$500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500
$500
Payroll Taxes 15% $510 $735 $735 $848 $848 $848 $848 $848 $848 $848
$848 $848
Other
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Operating Expenses
$7,659
$7,659
$7,659
$7,659
$5,071
$7,659
$6,796
$7,659
$6,796
$7,659
Profit Before Interest and Taxes

($5,071)
($6,796)
($2,440)
($1,491)
($325)
$302 $1,082
$1,186
$1,504
$1,929
EBITDA
($114)
$2,140
$7,659
$7,659
($6,796)
$1,234
($4,860)
($6,585)
($6,585)
($2,229)
($1,280)
$513 $1,293
$1,445
$1,397
$1,715
Interest Expense
$25 $23
$22
Taxes Incurred
$0
$0
$0
$40
$38
$37
$35
$33
$32
$30
$28
$27
$0
$0
$0
$0
$0
$0
$0
$0
$0
Net Profit
($356)
$1,907
($5,111)
($6,834)
($6,833)
($2,475)
($1,525)
$272 $1,053
$1,207
$1,161
$1,481
Net Profit/Sales
3.01%10.61%
0.00%0.00%0.00%-41.75%
-21.76%
-4.27%
11.95%
11.55%
14.22%
17.51%
Pro Forma Cash Flow

Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
7
Month 8
Month 9
Month 10
Month 11
Month 12
Month
Cash Received
Cash from Operations
Cash Sales
$3,618
$0
$0
$3,973
Cash from Receivables

$4,231
$5,015
$0
$2,372
$2,803
$3,334
$4,042
$4,020
$4,165
$4,358
$0
$0
$5,445
$0
$0
$5,963
$119 $3,579
$6,062
$6,037
Subtotal Cash from Operations

$0
$6,913
$7,850
$8,987
$10,395
$0
$0
$9,487
$2,372
$9,983
$2,922
$10,227
Additional Cash Received

Sales Tax, VAT, HST/GST Received
$0
$0
$0
$0
$0
0.00%$0
$0
$0
$0
$0
$0
$0
New Current Borrowing

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Other Liabilities (interest-free)

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Long-term Liabilities

$0
$0
$0
$0
Sales of Other Current Assets
$0
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
$0
$0
$0
$0
New Investment Received

$0
$0
$0
$0
$0
Subtotal Cash Received

$6,913
$7,850
$10,395
$0
$0
$8,987
Expenditures
5
Month 6
Month 12
$0
$0
$0
$0
$0
$0
$0
$0
$2,372
$2,922
$9,487
$9,983
$10,227
Month 1
Month 2
Month 3
Month 4
Month
Month 7
Month 8
Month 9
Month 10
Month 11
Expenditures from Operations

Cash Spending
$5,650
$5,650
$3,400
$4,900
$4,900
$5,650
$5,650
$5,650
$5,650
$5,650
$5,650
$5,650
Bill Payments
$2,836
$3,120
$50
$2,988
Subtotal Spent on Operations

$7,425
$8,960
$8,708
$8,674
$1,507
$3,011
$1,723
$3,132
$1,775
$3,058
$3,310
$3,024
$3,450
$6,407
$6,623
$8,486
$8,638
$8,661
$8,782
$8,770
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Principal Repayment of Current Borrowing

$200 $200 $200 $200 $200
$200 $200 $200 $200 $200 $200 $200
Other Liabilities Principal Repayment
$0
$0
$0
$0
$0
$0
$0
Purchase Long-term Assets

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Long-term Liabilities Principal Repayment

$0
$0
$0
$0
$0
$0
Purchase Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Dividends
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Subtotal Cash Spent

$9,160
$8,686
$8,874
$8,970
$3,650
$8,838
$6,607
$8,861
$6,823
$8,982
$7,625
$8,908
Net Cash Flow

($6,238)
$1,425
($3,650)
($6,607)
($6,823)
($5,253)
($1,773)
($989)
$126 $505 $1,074
$1,352
Cash Balance
$6,128
$6,424
$31,050
$24,443
$17,619
$12,366
$4,354
$3,366
$3,492
$3,997
$5,072
$7,849
Pro Forma Balance Sheet

Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
7
Month 8
Month 9
Month 10
Month 11
Month 12
Month
AssetsStarting Balances
Current Assets
Cash $34,700
$4,354
$7,849
$31,050
$3,366
$24,443
$3,492
$17,619
$3,997
Accounts Receivable
$0
$9,065
$10,261
$12,576
$0
$0
$11,206
$0
$3,558
$7,644
$11,824
$11,891
$12,076
Inventory
$0
$1,311
$0
$783 $942 $1,100
$1,194
$1,327
$1,374
$1,438
$0
$0
$1,334
$12,366
$5,072
$6,128
$6,424

$500 $500 $500 $500 $500 $500 $500 $500 $500
$500 $500 $500 $500
$35,200
$31,550
$24,943
$18,119
$17,207
$15,213
$15,020
$15,321
$16,509
$17,655
$18,789
$20,374
$22,363
Long-term Assets
Long-term Assets
$25,300
$25,300
$25,300
$25,300
$25,300
Accumulated Depreciation
$1,266
$1,477
$2,532
$25,300
$25,300
$25,300
$25,300
$25,300
$25,300
$25,300
$25,300
$0
$211 $422 $633 $844 $1,055
$1,688
$1,899
$2,110
$2,321
Total Long-term Assets

$25,300
$25,089
$24,878
$24,667
$24,456
$24,245
$24,034
$23,823
$23,612
$23,401
$23,190
$22,979
$22,768
$56,639
$49,821
$42,786
$41,663
$39,458
$39,054
$39,144
$40,121
$41,056
$41,979
$43,353
$45,131
Month 5
Month 6
Month 11
Month 12
Month 1
Month 7
Month 2
Month 8
Month 3
Month 9
Month 4
Month 10
Current Liabilities
Accounts Payable
$2,736
$3,014
$0
$1,450
$1,666
$1,664
$3,216
$2,888
$2,907
$3,030
$2,958
$2,921
$3,084

$4,000
$3,800
$2,800
$2,600
$4,800
$3,600
$4,600
$3,400
$4,400
$3,200
$4,200
$3,000
Other Current Liabilities

$0
$0
$0
$0
$0
$0
$0
$0
$0
Subtotal Current Liabilities

$7,416
$6,736
$5,921
$5,814
$0
$5,000
$6,688
$5,684
$0
$6,250
$6,507
$0
$6,266
$6,430
$0
$6,064
$6,158
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Liabilities
$6,736
$5,814
$5,000
$6,688
$5,684
$6,250
$6,507
$6,266
$6,430
$6,064
$6,158
$7,416
$5,921
Paid-in Capital
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
$60,600
Retained Earnings ($5,100)

($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
($5,100)
Earnings
$0
($23,134)
($16,053)
($11,945)
($21,809)
($18,778)
($20,602)
($21,253)
($19,441)
($22,778)
($17,961)
($5,111)
($22,862)

$50,389
$43,555
$36,722
$34,247
$32,722
$32,366
$32,638
$33,691
$34,898
$36,059
$37,539
$39,447
Total Liabilities and Capital
$41,663
$39,458
$41,979
$43,353
$60,500
$39,054
$45,131
$56,639
$39,144
Net Worth $55,500

$50,389
$43,555
$32,722
$32,366
$32,638
$49,821
$40,121
$36,722
$42,786
$41,056
$34,247
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z3bprlfjM8

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1.0 Executive Summary

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To create a product-based company whose goal is to exceed customers'

2.1 Company Ownership

2.2 Start-up Summary

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Untilities Upgrades $150

Total Assets $60,500

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Start-up Assets to Fund

Total Funding Required

Non-cash Assets from Start-up

Cash Requirements from Start-up

Cash Balance on Starting Date

Total Assets $60,500

Accounts Payable (Outstanding Bills)

Other Current Liabilities (interest-free) $0

Total Planned Investment $60,600

Total Capital $55,500

4.1 Market Segmentation

Strategy and Implementation Summary

5.1 Competitive Edge

5.2 Sales Strategy

Consistency. In addition to product consistency, MGSG will have consistency in

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Direct Cost of SalesYear 1 Year 2 Year 3

Subtotal Direct Cost of Sales

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MGSG will have several milestones early on:

Business Plan Completion 1/1/2001

First Batch of Greens Sold 4/1/2001

6.1 Personnel Plan

Total Payroll $64,050

7.1 Important Assumptions

Current Interest Rate

Long-term Interest Rate

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7.2 Break-even Analysis

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Estimated Monthly Fixed Cost

7.3 Projected Profit and Loss

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Pro Forma Profit and Loss

Direct Cost of Sales$9,805

Total Cost of Sales $9,805

Sales and Marketing and Other Expenses

Payroll Taxes $9,608

Total Operating Expenses $87,590