Attachment_4.0.pdf
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- Attached to
- Prospectus for Commercially Guided Helicopter Skiing Federal contract opportunity
- Solicitation number
- 12120119SP001
About this file
Attachment 4.0 - A Business Plan
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Other files for this federal contract opportunity
| File | Type | Posted |
|---|---|---|
| Commercially_Guided_Helicopter_Skiing_Prospectus_-_QA_05232019.pdf | ||
| Commercially_Guided_Helicopter_Skiing_Services_-_Prospectus.pdf | ||
| Attachment_8.0.pdf | ||
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| Attachment_3.2.pdf | ||
| Attachment_5.1.pdf | ||
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| Attachment_2.1.pdf | ||
| Attachment_5.0.pdf | ||
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Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Attachment 4.0
A Business Plan
USDA Forest Service
Presented by the
Oregon Small Business Development Center
R10-MB-861g
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Name of Company
Address
Company Contact
Phone
Business Plan in Response to the Prospectus for Helicopter Supported Skiing on the Seward Ranger District on the Chugach National Forest
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Contents
Part 1: The Business
Purpose and Goals
Description of the Business
Legal Structure
Location of Your Business
Market and Customers
Competitive Analysis
Management
Personnel
Part 2: Financial Data
Capital-Equipment List
Start-Up Expenses
Sources and Uses of Financing
Sources of Financing
Uses of Financing
Monthly Cash Flow Projection
Cash Flow Projection (or Cash Flow Budget) by Month: Year One
Start-Up Balance Sheet
Start-Up Income Statement Projection
Income Projection by Month: Year One
Part 3: Historical Financial Reports for Existing Business
Part 4: Supporting Documents
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Part 1: The Business
Purpose and Goals
As we proceed through our business careers, it is vital that we set goals for the future. Although this is difficult and time consuming, the final reward is worth the effort. As you fill in the following, be as realistic as you can. Answers you develop now will be the basis of your business plan.
What is your purpose in pursuing this business?
Define your business goals for the next year and what you foresee five years from now.
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Description of the Business
This section should describe the nature and purpose of the company, background on its industry, and what opportunities you see for its products or services. It provides you with insights that allow you to better correlate the projections and estimates presented in subsequent sections.
Brief description of the business.
Briefly describe your knowledge of this industry.
List the products and services you will provide.
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Legal Structure
There are several ways in which your business can be legally organized. To determine the best one for you and your organization, you need to seek competent legal and tax advice. To give you a general frame of reference, the more popular forms and their reasons for use are outlined inPart V, Appendices.
How is your company legally organized?
Why is this legal organization most appropriate for your business?
Does your operation require a state registration number? YES NO If ``Yes,''please include a copy of the registration in the Supporting Documents.
Include any appropriate information, including shareholder or partnership agreements, in the Supporting Documents, and complete the following list of owners:
Name Address SSN % Ownership
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Location of Your Business
Describe the planned geographical location of the business and discuss any advantages or disadvantages of the site location in terms of wage rates, labor availability, closeness to customers or suppliers, access to transportation, state and local taxes, laws, and utilities. Describe your approach to overcoming any problems associated with the location. Also describe any contributions your business may make to the local community through your business and operational practices.
Planned geographical location.
Discuss advantages or disadvantages of the site location.
Describe your approach to overcoming any problems.
Describe your plan for social or economic benefits to the local community through your business practices.
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Market and Customers
The purpose of this section is to present sufficient facts to convince the evaluator that theproduct or service has a substantial market and can achieve sales in the face of competition. Discuss who the customers are for the anticipated product or service. Where are the major purchasers for the product or service?
Describe your anticipated target market (e.g., age, income, hobbies, regional, national, international).
Describe the size of the current total market and potential annual growth.
Discuss your advertising campaign in terms of how, when, and where you will advertise, and estimated annual cost.
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Competitive Analysis
Each business has a uniqueness that separates it from its competitors. Make a realistic assessment of the strengths and weaknesses of competitive products and services, and name the companies that supply them.
Compare competing products or services on the basis of image, location, price, advertising, and other pertinent features. Discuss your three or four key competitors and explain why you think that you can capture a share of their business. Discuss what makes you think it will be easy or difficult to compete with them.
Identify three or four of your key competitors.
Discuss their strengths and weaknesses.
Compare your product or service on key areas. For each area of comparison rank yourself and your selected competitors on a scale of 1 (high) to 5 (low). Remember: no ties.
Competitors Area of Comparison You A B C D
Image
Location Price
Advertising
Service
Uniqueness
Other
Why do you think you can compete with your competitors and capture a share of the market?
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Management
Your management team is the key to turning a good idea into a successful business. The evaluator looks for a committed management team with a proper balance of technical,managerial, and business skills and experience in doing what is proposed. Be sure to include complete résumés for each key management member in the Supporting Documents section.
List owners and key management personnel and their primary duties. If any key individuals will not be onboard at the start of the venture, indicate when they will join the staff.
Discuss any experience when the above people have worked together that indicates how their skills complement each other and result in an effective management team.
List the advisors and consultants that you have selected for your venture. Capable, reputable, and well- known supporting organizations can not only provide significant direct and professional assistance, but also can add to the credibility of your venture.
Accountant
Attorney
Banker
Insurance Broker
Advertising
Others
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Personnel
One of the key elements in any business is PEOPLE. Explain how you plan to recruit, develop, and maintain your workers. List the number of employees you will have, as well as their job titles and required skills.
Identify essential employees, their job titles, and required skills.
Identify the source and your plan to recruit essential employees.
Discuss any training or retraining that you plan for your employees. Also, discuss any necessary first-aid certification or recertification, etc.
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Part 2: Financial Data
Capital-Equipment List
This section will help you plan purchases of capital equipment needed to start your business. Capital equipment is defined as assets which have useful lives of more than one year. Examples include machines, equipment, vehicles, livestock, tack, gear, and computers. Describe the equipment, the quantity, whether the equipment is new or used (N/U), the expected useful life,and the cost. This includes equipment purchased from existing businesses.
Equipment Quantity N/ U Life Cost
Total Cost of Capital Equipment $
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Start-Up Expenses
Start-up expenses are the various costs it takes to open your doors for business. Some of these will be one-time expenditures, whereas others will occur every year.
Item Cost
Total cost of capital equipment (from page 84) $
Beginning inventory of operating supplies
Legal fees
Accounting fees
Other professional fees
Licenses and permits
Remodeling and repair work
Deposits (public utilities, etc.)
Advertising
Insurance
Bonds
Advance permit fees
Other expenses:
Total Start-Up Expenses $
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Sources and Uses of Financing
This section is another critical financial forecast. What will be the sources of your initial financing? The following step of how you will use this financing to buy the assets needed to open your doors for business is equally important, and will be of major interest.
Note: This section will not be used if you own an existing business, unless you're planning a major refinancing and restructuring of your business.
On the next page:
Fill in the cash amounts to be invested by the various owners or shareholders.
Fill in the market value of noncash assets to be invested by the various owners or shareholders. Examples include equipment, vehicles, and buildings.
Fill in the bank loans to your business, both short-term (one year or less) and long-term.
Fill in the amounts of loans secured by your personal assets (for example, your home).
Fill in any Small Business Administration loans from any other sources.
Fill in the amounts of cash used to buy various assets in the Uses of Financing section.
Fill in the noncash assets contributed by the owner (use the same amounts listed in Sources of Financing).
Estimate your ``working capital'' needs. This is an often misused term, since it strictlymeans ``current assets minus current liabilities.'' However, we use ``working capital'' here todescribe that money which you'll need to pay operating expenses for the first few months of business operation until profits are realized. The number of months working capital depends on the business, but as an absolute minimum you should have three months of expense money in the bank. You should discuss this with your banker, and you may want to consider a pre-approved loan called a ``line of credit,'' from which you draw funds only when you need to have them.
DON'T SKIP THIS STEP!
Total both sections (Sources and Uses); they should be equal.
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Sources of Financing
Investment of cash by owners
Investment of cash by shareholders
Investment of noncash assets by owners
Investment of noncash assets by shareholders
Bank loans to business: short term (one year or less)
Bank loans to business: long term (more than one year)
Bank loans secured by personal assets
Small Business Administration loans
Other sources of financing (specify)
Total Sources of Financing $
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Uses of Financing
Buildings $
Equipment
Initial inventory
Working capital to pay operation expenses
Noncash assets contributed by owners (use same amount as in Sources, above)
Other assets (specify)
Total Uses of Financing $
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Monthly Cash Flow Projection
The cash flow projection is the most important financial planning tool available to you. If you were limited to one financial statement, the Cash Flow Projection would be the one to choose.
For a new or growing business, the cash flow projection can make the difference between success and failure.
For an ongoing business, it can make the difference between growth and stagnation.
Your Cash Flow Projection will show you:
how much cash your business will need;
when it will be needed;
whether you should look for equity, debt, operating profits, or sale of fixed assets; and where the cash will come from.
The cash flow projection attempts to budget the cash needs of a business and shows how cash will flow in and out of the business over a stated period of time. Cash flows into the business from sales, collection of receivables, capital injections, etc., and flows out through cash payments for expenses of all kinds.
A cash flow deals only with actual cash transactions. Depreciation, a noncash expense, does not appear on a cash flow. Loan repayments (including interest), on the other hand, do, since they represent a cash disbursement.
After it has been developed, use your cash flow projection as a budget. If the cash outlays for a given item increase over the amount allotted for a given month, you should find out why and take corrective action as soon as possible. If the figure is lower, you should also find out why. If the cash outlay is lower than expected, it is not necessarily a good sign. Maybe a bill wasn't paid. By reviewing the movement of your cash position you can better control your business.
Use the Cash Flow Projection chart on the next page to make sure you don't omit any ordinary cash flow item.
But be sure to add any items that are peculiar to your business.
The level of detail you wish to provide is another judgement call. You may want to provide much more detail than is shown in these examples. You might benefit from breaking down your total cash flow into a series of cash flows, each representing one profit center or other business unit. This can be particularly helpful if you have more than one source of revenue. The accumulated information gained by several projections can be very valuable.
Cash Flow Projection (or Cash Flow Budget) by Month: Year One
A B C D E F G H I J K L M N 1 Oct Nov Dec Jan Feb Mar April May June July Aug Sept TOTAL 2 Cash Receipts 3 Sales Receivables 4 Wholesale 5 Retail 6 Other Services 7 Total Cash Receipts 8 Cash Disbursements 9 Cost of Goods 10 Variable Labor 11 Advertising 12 Insurance 13 Legal and Accounting 14 Delivery Expenses 15 Fixed Cash Disbursements* 16 Mortgages (Rent) 17 Term Loan 18 Line of Credit 19 Other 20 Total Cash Disbursements 22 Net Cash Flow 24 Cumulative Cash Flow 26 *Fixed Cash Disbursements 27 Utilities 28 Salaries 29 Payroll Taxes and Benefits 30 Office Supplies 31 Maintenance and Cleaning 32 Licenses 33 Boxes, Paper, etc.
34 Telephone 35 Miscellaneous 36 Total FCD/Year 37 FCD/Month 39 Cash on Hand 40 Opening Balance 41 + Cash Receipts 42 • Cash Disbursements 43 Total = New Balance
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Start-Up Balance Sheet
Balance sheets are designed to show how the assets, liabilities, and net worth of a company are distributed at a given point in time. The format is standardized to facilitate analysis and comparison; do not deviate from it.
Balance sheets for all companies, great and small, contain the same categories, arranged in the same order.
The difference is one of detail. Your balance sheet should be designed with your business information needs in mind. These will differ according to the kind of business you are in, the size of your business, and the amount of information your bookkeeping and accounting systems make available.
A sample balance sheet follows.
Name of the Business Date (month, day, year)
Assets Current Assets Fixed Assets
Less Accumulated Depreciation Net Fixed Assets
Other Assets Total Assets
Footnotes:
Liabilities Current Liabilities Long-Term Liabilities
Total Liabilities
Net Worth or Owner's Equity (Total assets minus total liabilities)
Total Liabilities and Net Worth
Footnotes:
Balance Sheet
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Start-Up Income Statement Projection
Income Statements, also called Profit and Loss Statements, complement balance sheets. The balance sheet gives a static picture of the company at a given point in time. The income statement provides a moving picture of the company during a particular period of time.
Income projections are forecasting and budgeting tools, estimating income and anticipating expenses in the near to middle-range future. For most businesses (and for most bankers), income projections covering one to three years are more than adequate. In some cases, a longer-range projection may be called for, but in general, the longer the projection, the less accurate it will be as a guide to action.
While no set of projections will be 100% accurate, experience and practice tend to make the projections more precise. Even if your income projections are not accurate, they will give you a rough set of benchmarks to test your progress toward short-term goals. They become the base of your budgets.
The reasoning behind income projection is: Since most expenses are predictable and income doesn't fluctuate too drastically, the future will be much like the past. For example, if your gross margin has historically been 30% of net sales, it will (barring strong evidence to the contrary) continue to be 30% of net sales. If you are in a start-up situation, look for financial-statement information and income ratios for businesses similar to yours. The Robert Morris Associates' Annual Statement Studies and trade association publications are two possible sources.
Try to understate your expected sales and overstate expenses. It is better to exceed a conservative budget than to fall below optimistic projections. However, being too far under can also create problems, such as not having enough capital to finance growth. Basing income projections on hopes or unjustified fears is hazardous to your business's health. Be realistic; your budget is an extension of your forecasts.
A suggested format for an income projection follows on the next page. The content as shown in the sample may have to be modified to fit your particular operation, but do not change the basic form.
Income Projection by Month: Year One
A B C D E F G H I J K L M N 1 Oct Nov Dec Jan Feb Mar April May June July Aug Sept TOTAL 3 Sales 4 Wholesale 5 Retail 6 Total Sales:
8 Cost of Materials 9 Variable Labor 10 Cost of Goods Sold 12 Gross Margin:
14 Operating Expenses 15 Utilities 16 Salaries 17 Payroll Taxes and Benefits 18 Advertising 19 Office Supplies 20 Insurance 21 Maintenance and Cleaning 22 Legal and Accounting 23 Delivery Expenses 24 Licenses 25 Boxes, Paper, etc.
26 Telephone 27 Depreciation 28 Miscellaneous 29 Rent 30 Total Operating Expenses:
32 Other Expenses 33 Interest (Mortgage) 34 Interest (Term Loan) 35 Interest (Line of Credit) 36 Total Other Expenses:
37 Total Expenses:
39 Net Profit (Loss) Pre-Tax:
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Part 3: Historical Financial Reports for Existing Business
Balance sheet (past three years)
Income statement (past three years)
Tax returns (past three years)
Current credit report from major credit bureau
Prospectus for Commercially Guided Helicopter Skiing Services on the Seward Ranger District Chugach National Forest
Part 4: Supporting Documents Personal résumés of business owners, officers, and partners
Personal financial statements of business owners, officers, and partners
Bank or investor letters of intent to finance project
Copies of business leases pertinent to this business
Copies of all pertinent existing permits or licenses applicable to this business
| Attachment 4.0 |
| A Business Plan |
| Part 1: The Business |
| Purpose and Goals |
| Description of the Business |
| Legal Structure |
| Location of Your Business |
| Market and Customers |
| Competitive Analysis |
| Management |
| Personnel |
| Part 2: Financial Data |
| Capital-Equipment List |
| Start-Up Expenses |
| Sources and Uses of Financing |
| Note: This section will not be used if you own an existing business, unless you're planning a major refinancing and restructuring of your business. |
| Sources of Financing |
| Uses of Financing |
| Monthly Cash Flow Projection |
| Cash Flow Projection (or Cash Flow Budget) by Month: Year One |
| Start-Up Balance Sheet |
| Start-Up Income Statement Projection |
| Income Projection by Month: Year One |
| Part 3: Historical Financial Reports for Existing Business |
| Part 4: Supporting Documents |
| Name of Company: |
| Address: |
| Company Contact: |
| Phone: |
| Does your operation require a state registration number YES: |
| NO: |
| Accountant: |
| Attorney: |
| Banker: |
| Insurance Broker: |
| Advertising: |
| Others: |
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| H: |
| A1: |
| 2: |
| OctCash Receipts: |
| NovCash Receipts: |
| DecCash Receipts: |
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| TOTALCash Receipts: |
| 3: |
| OctSales Receivables: |
| NovSales Receivables: |
| DecSales Receivables: |
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| TOTALSales Receivables: |
| 4: |
| OctWholesale: |
| NovWholesale: |
| DecWholesale: |
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| MarWholesale: |
| AprilWholesale: |
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| OctRetail: |
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| 6: |
| OctOther Services: |
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| AprilOther Services: |
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| 7: |
| OctTotal Cash Receipts: |
| NovTotal Cash Receipts: |
| DecTotal Cash Receipts: |
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| JulyTotal Cash Receipts: |
| AugTotal Cash Receipts: |
| SeptTotal Cash Receipts: |
| TOTALTotal Cash Receipts: |
| 8: |
| OctCash Disbursements: |
| NovCash Disbursements: |
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| TOTALCash Disbursements: |
| 9: |
| OctCost of Goods: |
| NovCost of Goods: |
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| MarCost of Goods: |
| AprilCost of Goods: |
| MayCost of Goods: |
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| JulyCost of Goods: |
| AugCost of Goods: |
| SeptCost of Goods: |
| TOTALCost of Goods: |
| 10: |
| OctVariable Labor: |
| NovVariable Labor: |
| DecVariable Labor: |
| JanVariable Labor: |
| FebVariable Labor: |
| MarVariable Labor: |
| AprilVariable Labor: |
| MayVariable Labor: |
| JuneVariable Labor: |
| JulyVariable Labor: |
| AugVariable Labor: |
| SeptVariable Labor: |
| TOTALVariable Labor: |
| 11: |
| OctAdvertising: |
| NovAdvertising: |
| DecAdvertising: |
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| MarAdvertising: |
| AprilAdvertising: |
| MayAdvertising: |
| JuneAdvertising: |
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| 12: |
| OctInsurance: |
| NovInsurance: |
| DecInsurance: |
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| MarInsurance: |
| AprilInsurance: |
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| JuneInsurance: |
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| 13: |
| OctLegal and Accounting: |
| NovLegal and Accounting: |
| DecLegal and Accounting: |
| JanLegal and Accounting: |
| FebLegal and Accounting: |
| MarLegal and Accounting: |
| AprilLegal and Accounting: |
| MayLegal and Accounting: |
| JuneLegal and Accounting: |
| JulyLegal and Accounting: |
| AugLegal and Accounting: |
| SeptLegal and Accounting: |
| TOTALLegal and Accounting: |
| 14: |
| OctDelivery Expenses: |
| NovDelivery Expenses: |
| DecDelivery Expenses: |
| JanDelivery Expenses: |
| FebDelivery Expenses: |
| MarDelivery Expenses: |
| AprilDelivery Expenses: |
| MayDelivery Expenses: |
| JuneDelivery Expenses: |
| JulyDelivery Expenses: |
| AugDelivery Expenses: |
| SeptDelivery Expenses: |
| TOTALDelivery Expenses: |
| 15: |
| OctFixed Cash Disbursements: |
| NovFixed Cash Disbursements: |
| DecFixed Cash Disbursements: |
| JanFixed Cash Disbursements: |
| FebFixed Cash Disbursements: |
| MarFixed Cash Disbursements: |
| AprilFixed Cash Disbursements: |
| MayFixed Cash Disbursements: |
| JuneFixed Cash Disbursements: |
| JulyFixed Cash Disbursements: |
| AugFixed Cash Disbursements: |
| SeptFixed Cash Disbursements: |
| TOTALFixed Cash Disbursements: |
| 16: |
| OctMortgages Rent: |
| NovMortgages Rent: |
| DecMortgages Rent: |
| JanMortgages Rent: |
| FebMortgages Rent: |
| MarMortgages Rent: |
| AprilMortgages Rent: |
| MayMortgages Rent: |
| JuneMortgages Rent: |
| JulyMortgages Rent: |
| AugMortgages Rent: |
| SeptMortgages Rent: |
| TOTALMortgages Rent: |
| 17: |
| OctTerm Loan: |
| NovTerm Loan: |
| DecTerm Loan: |
| JanTerm Loan: |
| FebTerm Loan: |
| MarTerm Loan: |
| AprilTerm Loan: |
| MayTerm Loan: |
| JuneTerm Loan: |
| JulyTerm Loan: |
| AugTerm Loan: |
| SeptTerm Loan: |
| TOTALTerm Loan: |
| 18: |
| OctLine of Credit: |
| NovLine of Credit: |
| DecLine of Credit: |
| JanLine of Credit: |
| FebLine of Credit: |
| MarLine of Credit: |
| AprilLine of Credit: |
| MayLine of Credit: |
| JuneLine of Credit: |
| JulyLine of Credit: |
| AugLine of Credit: |
| SeptLine of Credit: |
| TOTALLine of Credit: |
| 19: |
| OctOther: |
| NovOther: |
| DecOther: |
| JanOther: |
| FebOther: |
| MarOther: |
| AprilOther: |
| MayOther: |
| JuneOther: |
| JulyOther: |
| AugOther: |
| SeptOther: |
| TOTALOther: |
| 20: |
| OctTotal Cash Disbursements: |
| NovTotal Cash Disbursements: |
| DecTotal Cash Disbursements: |
| JanTotal Cash Disbursements: |
| FebTotal Cash Disbursements: |
| MarTotal Cash Disbursements: |
| AprilTotal Cash Disbursements: |
| MayTotal Cash Disbursements: |
| JuneTotal Cash Disbursements: |
| JulyTotal Cash Disbursements: |
| AugTotal Cash Disbursements: |
| SeptTotal Cash Disbursements: |
| TOTALTotal Cash Disbursements: |
| Total Cash Disbursements21: |
| Oct21: |
| Nov21: |
| Dec21: |
| Jan21: |
| Feb21: |
| Mar21: |
| April21: |
| May21: |
| June21: |
| July21: |
| Aug21: |
| Sept21: |
| TOTAL21: |
| 22: |
| OctNet Cash Flow: |
| NovNet Cash Flow: |
| DecNet Cash Flow: |
| JanNet Cash Flow: |
| FebNet Cash Flow: |
| MarNet Cash Flow: |
| AprilNet Cash Flow: |
| MayNet Cash Flow: |
| JuneNet Cash Flow: |
| JulyNet Cash Flow: |
| AugNet Cash Flow: |
| SeptNet Cash Flow: |
| TOTALNet Cash Flow: |
| Net Cash Flow23: |
| Oct23: |
| Nov23: |
| Dec23: |
| Jan23: |
| Feb23: |
| Mar23: |
| April23: |
| May23: |
| June23: |
| July23: |
| Aug23: |
| Sept23: |
| TOTAL23: |
| 24: |
| OctCumulative Cash Flow: |
| NovCumulative Cash Flow: |
| DecCumulative Cash Flow: |
| JanCumulative Cash Flow: |
| FebCumulative Cash Flow: |
| MarCumulative Cash Flow: |
| AprilCumulative Cash Flow: |
| MayCumulative Cash Flow: |
| JuneCumulative Cash Flow: |
| JulyCumulative Cash Flow: |
| AugCumulative Cash Flow: |
| SeptCumulative Cash Flow: |
| TOTALCumulative Cash Flow: |
| Cumulative Cash Flow25: |
| Oct25: |
| Nov25: |
| Dec25: |
| Jan25: |
| Feb25: |
| Mar25: |
| April25: |
| May25: |
| June25: |
| July25: |
| Aug25: |
| Sept25: |
| TOTAL25: |
| 26: |
| OctFixed Cash Disbursements_2: |
| NovFixed Cash Disbursements_2: |
| DecFixed Cash Disbursements_2: |
| JanFixed Cash Disbursements_2: |
| FebFixed Cash Disbursements_2: |
| MarFixed Cash Disbursements_2: |
| AprilFixed Cash Disbursements_2: |
| MayFixed Cash Disbursements_2: |
| JuneFixed Cash Disbursements_2: |
| JulyFixed Cash Disbursements_2: |
| AugFixed Cash Disbursements_2: |
| SeptFixed Cash Disbursements_2: |
| TOTALFixed Cash Disbursements_2: |
| 27: |
| OctUtilities: |
| NovUtilities: |
| DecUtilities: |
| JanUtilities: |
| FebUtilities: |
| MarUtilities: |
| AprilUtilities: |
| MayUtilities: |
| JuneUtilities: |
| JulyUtilities: |
| AugUtilities: |
| SeptUtilities: |
| TOTALUtilities: |
| 28: |
| OctSalaries: |
| NovSalaries: |
| DecSalaries: |
| JanSalaries: |
| FebSalaries: |
| MarSalaries: |
| AprilSalaries: |
| MaySalaries: |
| JuneSalaries: |
| JulySalaries: |
| AugSalaries: |
| SeptSalaries: |
| TOTALSalaries: |
| 29: |
| OctPayroll Taxes and Benefits: |
| NovPayroll Taxes and Benefits: |
| DecPayroll Taxes and Benefits: |
| JanPayroll Taxes and Benefits: |
| FebPayroll Taxes and Benefits: |
| MarPayroll Taxes and Benefits: |
| AprilPayroll Taxes and Benefits: |
| MayPayroll Taxes and Benefits: |
| JunePayroll Taxes and Benefits: |
| JulyPayroll Taxes and Benefits: |
| AugPayroll Taxes and Benefits: |
| SeptPayroll Taxes and Benefits: |
| TOTALPayroll Taxes and Benefits: |
| 30: |
| OctOffice Supplies: |
| NovOffice Supplies: |
| DecOffice Supplies: |
| JanOffice Supplies: |
| FebOffice Supplies: |
| MarOffice Supplies: |
| AprilOffice Supplies: |
| MayOffice Supplies: |
| JuneOffice Supplies: |
| JulyOffice Supplies: |
| AugOffice Supplies: |
| SeptOffice Supplies: |
| TOTALOffice Supplies: |
| 31: |
| OctMaintenance and Cleaning: |
| NovMaintenance and Cleaning: |
| DecMaintenance and Cleaning: |
| JanMaintenance and Cleaning: |
| FebMaintenance and Cleaning: |
| MarMaintenance and Cleaning: |
| AprilMaintenance and Cleaning: |
| MayMaintenance and Cleaning: |
| JuneMaintenance and Cleaning: |
| JulyMaintenance and Cleaning: |
| AugMaintenance and Cleaning: |
| SeptMaintenance and Cleaning: |
| TOTALMaintenance and Cleaning: |
| 32: |
| OctLicenses: |
| NovLicenses: |
| DecLicenses: |
| JanLicenses: |
| FebLicenses: |
| MarLicenses: |
| AprilLicenses: |
| MayLicenses: |
| JuneLicenses: |
| JulyLicenses: |
| AugLicenses: |
| SeptLicenses: |
| TOTALLicenses: |
| 33: |
| OctBoxes Paper etc: |
| NovBoxes Paper etc: |
| DecBoxes Paper etc: |
| JanBoxes Paper etc: |
| FebBoxes Paper etc: |
| MarBoxes Paper etc: |
| AprilBoxes Paper etc: |
| MayBoxes Paper etc: |
| JuneBoxes Paper etc: |
| JulyBoxes Paper etc: |
| AugBoxes Paper etc: |
| SeptBoxes Paper etc: |
| TOTALBoxes Paper etc: |
| 34: |
| OctTelephone: |
| NovTelephone: |
| DecTelephone: |
| JanTelephone: |
| FebTelephone: |
| MarTelephone: |
| AprilTelephone: |
| MayTelephone: |
| JuneTelephone: |
| JulyTelephone: |
| AugTelephone: |
| SeptTelephone: |
| TOTALTelephone: |
| 35: |
| OctMiscellaneous: |
| NovMiscellaneous: |
| DecMiscellaneous: |
| JanMiscellaneous: |
| FebMiscellaneous: |
| MarMiscellaneous: |
| AprilMiscellaneous: |
| MayMiscellaneous: |
| JuneMiscellaneous: |
| JulyMiscellaneous: |
| AugMiscellaneous: |
| SeptMiscellaneous: |
| TOTALMiscellaneous: |
| 36: |
| OctTotal FCDYear: |
| NovTotal FCDYear: |
| DecTotal FCDYear: |
| JanTotal FCDYear: |
| FebTotal FCDYear: |
| MarTotal FCDYear: |
| AprilTotal FCDYear: |
| MayTotal FCDYear: |
| JuneTotal FCDYear: |
| JulyTotal FCDYear: |
| AugTotal FCDYear: |
| SeptTotal FCDYear: |
| TOTALTotal FCDYear: |
| 37: |
| OctFCDMonth: |
| NovFCDMonth: |
| DecFCDMonth: |
| JanFCDMonth: |
| FebFCDMonth: |
| MarFCDMonth: |
| AprilFCDMonth: |
| MayFCDMonth: |
| JuneFCDMonth: |
| JulyFCDMonth: |
| AugFCDMonth: |
| SeptFCDMonth: |
| TOTALFCDMonth: |
| FCDMonth38: |
| Oct38: |
| Nov38: |
| Dec38: |
| Jan38: |
| Feb38: |
| Mar38: |
| April38: |
| May38: |
| June38: |
| July38: |
| Aug38: |
| Sept38: |
| TOTAL38: |
| 39: |
| OctCash on Hand: |
| NovCash on Hand: |
| DecCash on Hand: |
| JanCash on Hand: |
| FebCash on Hand: |
| MarCash on Hand: |
| AprilCash on Hand: |
| MayCash on Hand: |
| JuneCash on Hand: |
| JulyCash on Hand: |
| AugCash on Hand: |
| SeptCash on Hand: |
| TOTALCash on Hand: |
| 40: |
| OctOpening Balance: |
| NovOpening Balance: |
| DecOpening Balance: |
| JanOpening Balance: |
| FebOpening Balance: |
| MarOpening Balance: |
| AprilOpening Balance: |
| MayOpening Balance: |
| JuneOpening Balance: |
| JulyOpening Balance: |
| AugOpening Balance: |
| SeptOpening Balance: |
| TOTALOpening Balance: |
| 41: |
| Oct Cash Receipts: |
| Nov Cash Receipts: |
| Dec Cash Receipts: |
| Jan Cash Receipts: |
| Feb Cash Receipts: |
| Mar Cash Receipts: |
| April Cash Receipts: |
| May Cash Receipts: |
| June Cash Receipts: |
| July Cash Receipts: |
| Aug Cash Receipts: |
| Sept Cash Receipts: |
| TOTAL Cash Receipts: |
| 42: |
| OctCash Disbursements_2: |
| NovCash Disbursements_2: |
| DecCash Disbursements_2: |
| JanCash Disbursements_2: |
| FebCash Disbursements_2: |
| MarCash Disbursements_2: |
| AprilCash Disbursements_2: |
| MayCash Disbursements_2: |
| JuneCash Disbursements_2: |
| JulyCash Disbursements_2: |
| AugCash Disbursements_2: |
| SeptCash Disbursements_2: |
| TOTALCash Disbursements_2: |
| 43: |
| OctTotal New Balance: |
| NovTotal New Balance: |
| DecTotal New Balance: |
| JanTotal New Balance: |
| FebTotal New Balance: |
| MarTotal New Balance: |
| AprilTotal New Balance: |
| MayTotal New Balance: |
| JuneTotal New Balance: |
| JulyTotal New Balance: |
| AugTotal New Balance: |
| SeptTotal New Balance: |
| TOTALTotal New Balance: |
| undefined_16: |
| undefined_17: |
| undefined_18: |
| undefined_19: |
| undefined_20: |
| undefined_21: |
| undefined_22: |
| undefined_23: |
| undefined_24: |
| undefined_25: |
| undefined_26: |
| H_2: |
| A1_2: |
| A2: |
| Oct2: |
| Nov2: |
| Dec2: |
| Jan2: |
| Feb2: |
| Mar2: |
| April2: |
| May2: |
| June2: |
| July2: |
| Aug2: |
| Sept2: |
| TOTAL2: |
| 3_2: |
| OctSales: |
| NovSales: |
| DecSales: |
| JanSales: |
| FebSales: |
| MarSales: |
| AprilSales: |
| MaySales: |
| JuneSales: |
| JulySales: |
| AugSales: |
| SeptSales: |
| TOTALSales: |
| 4_2: |
| OctWholesale_2: |
| NovWholesale_2: |
| DecWholesale_2: |
| JanWholesale_2: |
| FebWholesale_2: |
| MarWholesale_2: |
| AprilWholesale_2: |
| MayWholesale_2: |
| JuneWholesale_2: |
| JulyWholesale_2: |
| AugWholesale_2: |
| SeptWholesale_2: |
| TOTALWholesale_2: |
| 5_2: |
| OctRetail_2: |
| NovRetail_2: |
| DecRetail_2: |
| JanRetail_2: |
| FebRetail_2: |
| MarRetail_2: |
| AprilRetail_2: |
| MayRetail_2: |
| JuneRetail_2: |
| JulyRetail_2: |
| AugRetail_2: |
| SeptRetail_2: |
| TOTALRetail_2: |
| 6_2: |
| OctTotal Sales: |
| NovTotal Sales: |
| DecTotal Sales: |
| JanTotal Sales: |
| FebTotal Sales: |
| MarTotal Sales: |
| AprilTotal Sales: |
| MayTotal Sales: |
| JuneTotal Sales: |
| JulyTotal Sales: |
| AugTotal Sales: |
| SeptTotal Sales: |
| TOTALTotal Sales: |
| Total Sales7: |
| Oct7: |
| Nov7: |
| Dec7: |
| Jan7: |
| Feb7: |
| Mar7: |
| April7: |
| May7: |
| June7: |
| July7: |
| Aug7: |
| Sept7: |
| TOTAL7: |
| 8_2: |
| OctCost of Materials: |
| NovCost of Materials: |
| DecCost of Materials: |
| JanCost of Materials: |
| FebCost of Materials: |
| MarCost of Materials: |
| AprilCost of Materials: |
| MayCost of Materials: |
| JuneCost of Materials: |
| JulyCost of Materials: |
| AugCost of Materials: |
| SeptCost of Materials: |
| TOTALCost of Materials: |
| 9_2: |
| OctVariable Labor_2: |
| NovVariable Labor_2: |
| DecVariable Labor_2: |
| JanVariable Labor_2: |
| FebVariable Labor_2: |
| MarVariable Labor_2: |
| AprilVariable Labor_2: |
| MayVariable Labor_2: |
| JuneVariable Labor_2: |
| JulyVariable Labor_2: |
| AugVariable Labor_2: |
| SeptVariable Labor_2: |
| TOTALVariable Labor_2: |
| OctCost of Goods Sold: |
| NovCost of Goods Sold: |
| DecCost of Goods Sold: |
| JanCost of Goods Sold: |
| FebCost of Goods Sold: |
| MarCost of Goods Sold: |
| AprilCost of Goods Sold: |
| MayCost of Goods Sold: |
| JuneCost of Goods Sold: |
| JulyCost of Goods Sold: |
| AugCost of Goods Sold: |
| SeptCost of Goods Sold: |
| TOTALCost of Goods Sold: |
| Cost of Goods Sold11: |
| Oct11: |
| Nov11: |
| Dec11: |
| Jan11: |
| Feb11: |
| Mar11: |
| April11: |
| May11: |
| June11: |
| July11: |
| Aug11: |
| Sept11: |
| TOTAL11: |
| OctGross Margin: |
| NovGross Margin: |
| DecGross Margin: |
| JanGross Margin: |
| FebGross Margin: |
| MarGross Margin: |
| AprilGross Margin: |
| MayGross Margin: |
| JuneGross Margin: |
| JulyGross Margin: |
| AugGross Margin: |
| SeptGross Margin: |
| TOTALGross Margin: |
| Gross Margin13: |
| Oct13: |
| Nov13: |
| Dec13: |
| Jan13: |
| Feb13: |
| Mar13: |
| April13: |
| May13: |
| June13: |
| July13: |
| Aug13: |
| Sept13: |
| TOTAL13: |
| OctOperating Expenses: |
| NovOperating Expenses: |
| DecOperating Expenses: |
| JanOperating Expenses: |
| FebOperating Expenses: |
| MarOperating Expenses: |
| AprilOperating Expenses: |
| MayOperating Expenses: |
| JuneOperating Expenses: |
| JulyOperating Expenses: |
| AugOperating Expenses: |
| SeptOperating Expenses: |
| TOTALOperating Expenses: |
| OctUtilities_2: |
| NovUtilities_2: |
| DecUtilities_2: |
| JanUtilities_2: |
| FebUtilities_2: |
| MarUtilities_2: |
| AprilUtilities_2: |
| MayUtilities_2: |
| JuneUtilities_2: |
| JulyUtilities_2: |
| AugUtilities_2: |
| SeptUtilities_2: |
| TOTALUtilities_2: |
| OctSalaries_2: |
| NovSalaries_2: |
| DecSalaries_2: |
| JanSalaries_2: |
| FebSalaries_2: |
| MarSalaries_2: |
| AprilSalaries_2: |
| MaySalaries_2: |
| JuneSalaries_2: |
| JulySalaries_2: |
| AugSalaries_2: |
| SeptSalaries_2: |
| TOTALSalaries_2: |
| OctPayroll Taxes and Benefits_2: |
| NovPayroll Taxes and Benefits_2: |
| DecPayroll Taxes and Benefits_2: |
| JanPayroll Taxes and Benefits_2: |
| FebPayroll Taxes and Benefits_2: |
| MarPayroll Taxes and Benefits_2: |
| AprilPayroll Taxes and Benefits_2: |
| MayPayroll Taxes and Benefits_2: |
| JunePayroll Taxes and Benefits_2: |
| JulyPayroll Taxes and Benefits_2: |
| AugPayroll Taxes and Benefits_2: |
| SeptPayroll Taxes and Benefits_2: |
| TOTALPayroll Taxes and Benefits_2: |
| OctAdvertising_2: |
| NovAdvertising_2: |
| DecAdvertising_2: |
| JanAdvertising_2: |
| FebAdvertising_2: |
| MarAdvertising_2: |
| AprilAdvertising_2: |
| MayAdvertising_2: |
| JuneAdvertising_2: |
| JulyAdvertising_2: |
| AugAdvertising_2: |
| SeptAdvertising_2: |
| TOTALAdvertising_2: |
| OctOffice Supplies_2: |
| NovOffice Supplies_2: |
| DecOffice Supplies_2: |
| JanOffice Supplies_2: |
| FebOffice Supplies_2: |
| MarOffice Supplies_2: |
| AprilOffice Supplies_2: |
| MayOffice Supplies_2: |
| JuneOffice Supplies_2: |
| JulyOffice Supplies_2: |
| AugOffice Supplies_2: |
| SeptOffice Supplies_2: |
| TOTALOffice Supplies_2: |
| OctInsurance_2: |
| NovInsurance_2: |
| DecInsurance_2: |
| JanInsurance_2: |
| FebInsurance_2: |
| MarInsurance_2: |
| AprilInsurance_2: |
| MayInsurance_2: |
| JuneInsurance_2: |
| JulyInsurance_2: |
| AugInsurance_2: |
| SeptInsurance_2: |
| TOTALInsurance_2: |
| OctMaintenance and Cleaning_2: |
| NovMaintenance and Cleaning_2: |
| DecMaintenance and Cleaning_2: |
| JanMaintenance and Cleaning_2: |
| FebMaintenance and Cleaning_2: |
| MarMaintenance and Cleaning_2: |
| AprilMaintenance and Cleaning_2: |
| MayMaintenance and Cleaning_2: |
| JuneMaintenance and Cleaning_2: |
| JulyMaintenance and Cleaning_2: |
| AugMaintenance and Cleaning_2: |
| SeptMaintenance and Cleaning_2: |
| TOTALMaintenance and Cleaning_2: |
| OctLegal and Accounting_2: |
| NovLegal and Accounting_2: |
| DecLegal and Accounting_2: |
| JanLegal and Accounting_2: |
| FebLegal and Accounting_2: |
| MarLegal and Accounting_2: |
| AprilLegal and Accounting_2: |
| MayLegal and Accounting_2: |
| JuneLegal and Accounting_2: |
| JulyLegal and Accounting_2: |
| AugLegal and Accounting_2: |
| SeptLegal and Accounting_2: |
| TOTALLegal and Accounting_2: |
| OctDelivery Expenses_2: |
| NovDelivery Expenses_2: |
| DecDelivery Expenses_2: |
| JanDelivery Expenses_2: |
| FebDelivery Expenses_2: |
| MarDelivery Expenses_2: |
| AprilDelivery Expenses_2: |
| MayDelivery Expenses_2: |
| JuneDelivery Expenses_2: |
| JulyDelivery Expenses_2: |
| AugDelivery Expenses_2: |
| SeptDelivery Expenses_2: |
| TOTALDelivery Expenses_2: |
| OctLicenses_2: |
| NovLicenses_2: |
| DecLicenses_2: |
| JanLicenses_2: |
| FebLicenses_2: |
| MarLicenses_2: |
| AprilLicenses_2: |
| MayLicenses_2: |
| JuneLicenses_2: |
| JulyLicenses_2: |
| AugLicenses_2: |
| SeptLicenses_2: |
| TOTALLicenses_2: |
| OctBoxes Paper etc_2: |
| NovBoxes Paper etc_2: |
| DecBoxes Paper etc_2: |
| JanBoxes Paper etc_2: |
| FebBoxes Paper etc_2: |
| MarBoxes Paper etc_2: |
| AprilBoxes Paper etc_2: |
| MayBoxes Paper etc_2: |
| JuneBoxes Paper etc_2: |
| JulyBoxes Paper etc_2: |
| AugBoxes Paper etc_2: |
| SeptBoxes Paper etc_2: |
| TOTALBoxes Paper etc_2: |
| OctTelephone_2: |
| NovTelephone_2: |
| DecTelephone_2: |
| JanTelephone_2: |
| FebTelephone_2: |
| MarTelephone_2: |
| AprilTelephone_2: |
| MayTelephone_2: |
| JuneTelephone_2: |
| JulyTelephone_2: |
| AugTelephone_2: |
| SeptTelephone_2: |
| TOTALTelephone_2: |
| OctDepreciation: |
| NovDepreciation: |
| DecDepreciation: |
| JanDepreciation: |
| FebDepreciation: |
| MarDepreciation: |
| AprilDepreciation: |
| MayDepreciation: |
| JuneDepreciation: |
| JulyDepreciation: |
| AugDepreciation: |
| SeptDepreciation: |
| TOTALDepreciation: |
| OctMiscellaneous_2: |
| NovMiscellaneous_2: |
| DecMiscellaneous_2: |
| JanMiscellaneous_2: |
| FebMiscellaneous_2: |
| MarMiscellaneous_2: |
| AprilMiscellaneous_2: |
| MayMiscellaneous_2: |
| JuneMiscellaneous_2: |
| JulyMiscellaneous_2: |
| AugMiscellaneous_2: |
| SeptMiscellaneous_2: |
| TOTALMiscellaneous_2: |
| OctRent: |
| NovRent: |
| DecRent: |
| JanRent: |
| FebRent: |
| MarRent: |
| AprilRent: |
| MayRent: |
| JuneRent: |
| JulyRent: |
| AugRent: |
| SeptRent: |
| TOTALRent: |
| OctTotal Operating Expenses: |
| NovTotal Operating Expenses: |
| DecTotal Operating Expenses: |
| JanTotal Operating Expenses: |
| FebTotal Operating Expenses: |
| MarTotal Operating Expenses: |
| AprilTotal Operating Expenses: |
| MayTotal Operating Expenses: |
| JuneTotal Operating Expenses: |
| JulyTotal Operating Expenses: |
| AugTotal Operating Expenses: |
| SeptTotal Operating Expenses: |
| TOTALTotal Operating Expenses: |
| Total Operating Expenses31: |
| Oct31: |
| Nov31: |
| Dec31: |
| Jan31: |
| Feb31: |
| Mar31: |
| April31: |
| May31: |
| June31: |
| July31: |
| Aug31: |
| Sept31: |
| TOTAL31: |
| OctOther Expenses: |
| NovOther Expenses: |
| DecOther Expenses: |
| JanOther Expenses: |
| FebOther Expenses: |
| MarOther Expenses: |
| AprilOther Expenses: |
| MayOther Expenses: |
| JuneOther Expenses: |
| JulyOther Expenses: |
| AugOther Expenses: |
| SeptOther Expenses: |
| TOTALOther Expenses: |
| OctInterest Mortgage: |
| NovInterest Mortgage: |
| DecInterest Mortgage: |
| JanInterest Mortgage: |
| FebInterest Mortgage: |
| MarInterest Mortgage: |
| AprilInterest Mortgage: |
| MayInterest Mortgage: |
| JuneInterest Mortgage: |
| JulyInterest Mortgage: |
| AugInterest Mortgage: |
| SeptInterest Mortgage: |
| TOTALInterest Mortgage: |
| OctInterest Term Loan: |
| NovInterest Term Loan: |
| DecInterest Term Loan: |
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| FebInterest Term Loan: |
| MarInterest Term Loan: |
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| TOTALInterest Term Loan: |
| OctInterest Line of Credit: |
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| TOTALInterest Line of Credit: |
| OctTotal Other Expenses: |
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| TOTALTotal Other Expenses: |
| OctTotal Expenses: |
| NovTotal Expenses: |
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| AprilTotal Expenses: |
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| AugTotal Expenses: |
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| TOTALTotal Expenses: |
| Total Expenses38: |
| Oct38_2: |
| Nov38_2: |
| Dec38_2: |
| Jan38_2: |
| Feb38_2: |
| Mar38_2: |
| April38_2: |
| May38_2: |
| June38_2: |
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| Aug38_2: |
| Sept38_2: |
| TOTAL38_2: |
| OctNet Profit Loss PreTax: |
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| TOTALNet Profit Loss PreTax: |
| Balance sheet past three years: |
| Income statement past three years: |
| Tax returns past three years: |
| Current credit report from major credit bureau: |
| Personal résumés of business owners officers and partners: |
| Personal financial statements of business owners officers and partners: |
| Bank or investor letters of intent to finance project: |
| Copies of business leases pertinent to this business: |
| Copies of all pertinent existing permits or licenses applicable to this business: |
File details come from the government source that posted it.