Gollic PC Repair Bussness Palan

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Table of Contents
1.0 Executive Summary.....................................................................................................................1

1.1 Objectives....................................................................................................................................1
Chart: Highlights...........................................................................................................................2
1.2 Mission...........................................................................................................................................2
1.3 Keys to Success.........................................................................................................................2
2.0 Company Summary......................................................................................................................2
2.1 Company Ownership................................................................................................................2
2.2 Start-up Summary....................................................................................................................3
Table: Start-up...............................................................................................................................3
Table: Start-up Funding..............................................................................................................4
Chart: Start-up..............................................................................................................................5
3.0 Services.............................................................................................................................................5
4.0 Market Analysis Summary.........................................................................................................6
4.1 Market Segmentation..............................................................................................................6
Table: Market Analysis................................................................................................................7
Chart: Market Analysis (Pie).....................................................................................................7
4.2 Target Market Segment Strategy........................................................................................7
4.3 Service Business Analysis......................................................................................................8
4.3.1 Competition and Buying Patterns...............................................................................8
5.0 Strategy and Implementation Summary.............................................................................9
5.1 Competitive Edge......................................................................................................................9
5.2 Marketing Strategy...................................................................................................................9
5.3 Sales Strategy..........................................................................................................................10
5.3.1 Sales Forecast..................................................................................................................10
Chart: Sales by Year..............................................................................................................11
Table: Sales Forecast.............................................................................................................11
Chart: Sales Monthly.............................................................................................................12
5.4 Milestones..................................................................................................................................12
Table: Milestones.........................................................................................................................12
Chart: Milestones........................................................................................................................13
6.0 Management Summary.............................................................................................................13
6.1 Personnel Plan..........................................................................................................................14
Table: Personnel..........................................................................................................................14
7.0 Financial Plan................................................................................................................................14
7.1 Important Assumptions........................................................................................................15
Table: General Assumptions...................................................................................................15
7.2 Break-even Analysis...............................................................................................................15
Chart: Break-even Analysis....................................................................................................16
Table: Break-even Analysis.....................................................................................................16
7.3 Projected Profit and Loss.....................................................................................................16
Chart: Gross Margin Monthly.................................................................................................17
Chart: Gross Margin Yearly.....................................................................................................17
Table: Profit and Loss................................................................................................................17
Chart: Profit Monthly.................................................................................................................18
Page 1
Table of Contents
Chart: Profit Yearly.....................................................................................................................19

7.4 Projected Cash Flow...............................................................................................................19
Chart: Cash...................................................................................................................................19
Table: Cash Flow.........................................................................................................................20
7.5 Business Ratios........................................................................................................................20
Table: Ratios.................................................................................................................................20
7.6 Projected Balance Sheet......................................................................................................22
7.6 Projected Balance Sheet......................................................................................................22
Table: Balance Sheet.................................................................................................................22
Table: Sales Forecast...........................................................................................................................1
Table: Personnel....................................................................................................................................2
Table: Personnel....................................................................................................................................2
Table: General Assumptions.............................................................................................................3
Table: General Assumptions.............................................................................................................3
Table: Profit and Loss..........................................................................................................................4
Table: Profit and Loss..........................................................................................................................4
Table: Cash Flow...................................................................................................................................5
Table: Cash Flow...................................................................................................................................5
Table: Balance Sheet...........................................................................................................................7
Table: Balance Sheet...........................................................................................................................7
Page 2
Gollic University Advanced Computer Repair
1.0 Executive Summary

Gollic University Advanced Computer Repair will provide computer and
technical consulting (repairs, training, networking and upgrade service) to local small
businesses , home PC users and governmental and nongovernmental organization. The
company will focus on marketing, responsiveness, quality, and creating and retaining customer
relations.
Gollic University Advanced Computer Repair will at first be organized as one sector under office
start-up, utilizing one maintenace room in the Gollic University and serving customers in the
local Hargessa and neighboring city.
The Market
The very nature of the computing industry, with its extraordinary rate of technological
development, creates a constant need for businesses skilled in updating and advising customers
on computer-related issues. In town, the majority of potential customers are dissatisfied with
existing options, creating an attractive niche for an innovative start-up. Small business PC users
will provide the majority of our business revenue.
Gollic University Advanced Computer Repair has decided to focus mainly on the small business
market, as these customers typically don't have a full-time IT person, but have full-time IT
needs. Gollic University Advanced Computer Repair will offer an affordable, on-demand service
for these customers. We can also offer maintenance agreements for non governmental
office(NGO) that generate additional monthly income. For our residential customers, we will
offer a very affordable and helpful service with a very flexible schedule to meet their needs. Our
target market will focus Hargessa and the surrounding areas.
Start-up Funding and Financials
To get Gollic University Advanced Computer Repair started the university is providing cash and
assets. Our conservative sales forecasts, based on industry research within the local area,
project hefty sales in year one, steadily increasing through year three. To reach these goals, we
will use an aggressive advertising campaign to exploit our competitors' weaknesses. With good
cost control, we will see a modest, yet comfortable, net profit the first year.
1.1 Objectives
1. To provide the best service available to the community at an affordable price.
2. To generate substantial market share so that Gollic University Advanced Computer Repair is
a common name.
3. Constant growth in sales from start up through year three.
4. To generate customer satisfaction so that at least 40% of our customer base is repeat
business.
Page 1
Chart: Highlights
1.2 Mission
Our goal is to set the standard for on-site computer solutions through fast, on-site service and
response. Our customers will always receive one-on-one personal attention at a very affordable
price. Our customers will receive the highest quality of customer service available. Our
employees will receive extensive training, a great place to work, fair pay and benefits, and
incentives to use their own good judgment to solve customers' problems.
1.3 Keys to Success
Establishing a brand identity and generating brand recognition through marketing.

Responsiveness: being an on-call computer paramedic with fast response time.
Quality: getting the job done right the first time, offering 100% guarantee.
Relationships: developing loyal repeat customers--retainers.
2.0 Company Summary

Gollic University Advanced Computer Repair is a Sol Corporation located in hargessa city, owned
by Gollice University. Gollic University Advanced Computer Repair will grow in one year from
a one-man, organizational-office based repair shop to a profitable, 3-person business in a
leased location. We will build the necessary infrastructure to quickly and efficiently respond to
customers' computer needs, guaranteeing speedy, friendly, competent, and cost-effective
technical support.
Page 2
2.1 Start-up Summary

Total start-up expenses include initial expenses for establishing our website, setting up the
business, and doing our pre-opening advertising.
The bulk of our start-up requirements are asset needs: we need diagnostic and repair
equipment, half of which will be contributed to the business by the owner from his own
materials. We are treating this equipment as assets because we expect it to last at least three
years, and to have some resale value when we are through with it; we will buy additional
expensed equipment in years two and three. We also need start-up inventory which includes
RAM, spare hard drives, cables, and cases. Although we will keep expenses to a minimum for
the first three months, before we move, we will also need cash at start-up, to see us through
the next several months with a positive cash balance.
We plan to fund our total start-up requirements direct owner investment (including the
contributed assets).We should be able to easily repay this loan within three years, even with
much lower sales revenue than projected.
Table: Start-up
Start-up
Requirements
Start-up Expenses
Business Cards
Uniforms
CPA
Advertisement
Total Start-up Expenses
$100
$300
$275
$1,200
$3,025
Start-up Assets
Cash Required
Start-up Inventory
Other Current Assets
Long-term Assets
Total Assets
$28,000
$1,200
$10,000
$0
$39,200
Total Requirements
$42,225
3.0 Services
Gollic University Advanced Computer Repair will offer computer repairs, training, networking
and upgrade service to clients in two major categories: home PC users and small business
users. As Gollic University Advanced Computer Repair and the client demands grow, we will
offer software development to our business clients.
Page 3
From the very first day, we will offer on-site repair and consulting services, so that our clients
don't need to take time out of their busy days to haul a computer in to our workshop. This is
the single biggest frustration anwar kade has seen among small business owners needing
computer help. Much of our diagnostic equipment is portable, and we will bring a PC to our
workshop only when the problem requires more detailed diagnosis or repair. We will also offer
free pick-up and delivery of PCs needing repair. To meet the growing demand for this service,
we will purchase a company vehicle in the fifth month.
We will also offer extended maintenance contracts, so that business clients can deal with
technical support and repair needs as a single line-item expense, rather than having to plan for
unexpected crashes and problems with a rainy-day fund they may never use. Maintenance
contracts yield a high gross margin for us, and provide peace of mind for the customer.
We will offer limited software support (installation and compatibility issues), and focus on
hardware and networking support - this is a vital distinction, since software is evolving much
more rapidly than hardware, and our clients will have such diverse software needs that we
couldn't possibly keep up with all of them. We will encourage clients to register their software
and use the software's own support options to their full potential. We will, however, keep up to
date with multiple operating systems and networking developments, working with clients to
make sure they have the most appropriate combinations of hardware, OS, networking, backup
systems, and software. Backup and security are becoming higher priorities for all our potential
customers, as internet usage (and its pitfalls) becomes more common, and as more and more
daily records are stored electronically.
4.0 Market Analysis Summary
Gollic University Advanced Computer Repair will provide computer support in both a consulting
and technical capacity to small business owners as well as home PC users. Since Gollic
University Advanced Computer Repair is currently a one man operation, its growth in the first
three months will be limited by the owner's capacity to complete work. However, these first
three months are critical for establishing our credibility and a reputation for getting the job
done quickly and well. We will focus on delivering excellent service, and using the good word of
mouth from this initial period to network with other potential clients.
Personal market research by the owner indicates an attractive market niche for our services, of
which Gollic University Advanced Computer Repair will take full advantage. The very nature of
the computing industry, with its extraordinary rate of technological development, creates a
constant need for businesses skilled in updating and advising customers on computer-related
issues.
National chains, such as "Geeks on Call," have seen rapid growth in demand for these services
in the last few years. Customers are seeking skilled help with everything from installation of
software and hardware components, to networking, to transferring files from an old computer
to a new one. Those who can often enlist their tech-savvy children's help, but others are not so
fortunate, and small-business owners need reliable and quick help with all their computer
needs, since every hour down may mean an hour or more of lost revenue, especially for any
business with a website or those doing e-commerce.
Page 4
4.1 Market Segmentation

The existing computer service market is so extensive that categorizing it is rather difficult. We
have broken our potential market down into two groups, based on their needs: home PC users
and small business clients.
Home PC User
Our home PC user market includes non-tech-savvy residents of the local area, with at least one
home computer. Such home users generally own a computer to do email, play games, write
letters, scan and print photos, and occasionally to do bookkeeping or taxes. Home PC users
with more sophisticated applications generally have enough tech savvy, from tech experience at
work, to do their own repairs and upgrades. Their hardware needs will include the computer
itself, monitors, keyboards, mouse, printer, and scanner.
This group is growing slightly faster than the overall population growth in our area, in part due
to the increasing demand for computers among retired people and young families.
Small Business Users
Small business users will provide the majority of our business revenue. The small business
market will be defined as customers within hargessa city, with 2 or more computers or a
network which they use for business purposes at least 25% of the time. Their business use may
include minor usage, such as updating a business website for a brick-and-mortar store, keeping
the books, designing graphics or ad campaigns, and writing copy for press releases. It may also
be more extensive, incorporating inventory tracking, POS systems, customer databases, online
product/service delivery, or product development. The more intensive their computer usage for
business, the more critical it is to them that their technology work well and reliably, and that
quality repairs and support are available in a crisis. Their hardware needs will include the same
items as home users, plus servers, backup systems, data storage, and wireless networking.
The portion of the small business market we are targeting is growing at around 2% a year.
Table: Market Analysis
Market Analysis
Potential Customers
Growth
Home PC Users
Small Business Users
Other
Total
7%
2%
0%
5.39%
Year 1
Year 2
Year 3
Year 4
Year 5
25,000
10,000
0
35,000
26,750
10,100
0
36,850
28,623
10,201
0
38,824
30,626
10,303
0
40,929
32,770
10,406
0
43,176
CAGR
7.00%
1.00%
0.00%
5.39%
Page 5
Chart: Market Analysis (Pie)
4.2 Target Market Segment Strategy

Although there are more potential customers among home PC users, we expect the majority of
our revenue to come from small business clients, since their need for our services is more
urgent, and they are willing to invest in technology as part of their business plan. The majority
of our marketing efforts will thus be focused on small business owners. These customers
typically don't have a full-time IT person, but have full-time IT needs. Home PCs are often used
by multiple people, and serve multiple purposes. Our home PC users need help with managing
their settings to integrate the different needs of all household members as much as they need
technical assistance.
ComputingNet magazine recently reported on the substantial need for timely and cost-effective
computer upgrades and repairs in this region; Jack Hacker has seen this market need in person,
as frustrated clients waited for days or weeks for their critical components to be returned to full
capacity, with no inexpensive alternative to the existing computer repair shops. All of our clients
need technical assistance, but we are also selling peace of mind: our clients will know that
friendly, efficient help is just a phone call away. As more and more companies switch their
support services to automated call centers or touch-tone menus, the simple reassurance of
hearing another human voice on the phone within a few rings is immeasurable. Even better is
knowing that within a few hours, someone will show up and take care of their problem.
Both the software and hardware side of the computer industry continue to turn out new and
revised computer components at alarming rates. For Gollic University Advanced Computer
Repair this means job security well into the future. As reported by the Wall Street Journal, there
seems to be no end to the development of the computer market. Business Week expects the
computing industry to grow at a rate of 12% and the processor speeds to continue to expand
for years to come.
Page 6
4.3 Service Business Analysis

Secondary market research shows computer service customers tend to be very loyal to
providers that do good work and satisfy their needs. An analysis of Gollic University Advanced
Computer Repair's main competitors shows no overwhelming strengths that would be significant
barriers to entry into the market, as our local competitors have serious weaknesses.
The computer maintenance and repair industry is fragmented, with a few large, national players
and hundreds of small, local stores. While most computers are actually repaired in-store, near
the customer, parts for the repair come from major manufacturers and distributors; delays in
receiving necessary parts can significantly slow down the repair process. Large chains have
solved this problem by keeping vast amounts of inventory in stock at all times, while local
stores offer customers the trade-off of personal interaction and trust that may make up for
some delay.
Gollic University Advanced Computer Repair has established a relationship with a local
distributor to do rapid special-ordering; although this capability is more expensive than normal
channels, it will enable us to quickly establish a reputation as efficient and responsive to
customer needs, particularly for our small business users. We will leverage this customer loyalty
into great word of mouth marketing and steady growth.
4.3.1 Competition and Buying Patterns
Customers choose computer repair and assistance services based on reputation, previous
experience, and price. They may choose to return to a mediocre provider with whom they're
familiar, rather than try out a new unknown company about whom they've heard nothing. Large
stores, especially the service departments of national chains, have a great advantage simply in
their affiliation with an established brand. Establishing our brand identity and a great reputation
in the first few months is critical to our success. Once we have broken in to the local market,
our great service will turn new clients into permanent clients.
Our services will be second to no one and our prices will be very reasonable for the high quality
service we offer. By providing superior service, word of mouth alone will bring in many new
clients. The satisfaction our consumers find will keep them coming back. There are two main
competitors for the computer upgrade and repair business in this area:
1. Competitor A. They are a well established provider of computer upgrades and services,
and do quick work. However, they have a high staff turnover, a young and inexperienced
staff, and are more interested in selling new components than in maintaining existing
machines or finding custom solutions. They do not offer any kind of pick-up and drop-off
service, and do not offer on-site help. They really only offer hardware support.
2. Competitor B. Smaller and less known then A, B provides many services for residents
living in east and south parts of town. They are more willing to spend time with a client,
figuring out exactly what his or her needs are, and suggesting new options than competitor
A. However, they have an inefficient ordering system and an unkempt shop, which deters
potential customers and can turn existing customers to the competition. They also do not
offer on-site services, although they are considering instituting a trial pick-up/drop-off
service. They are in the best position to copy our innovations and steal customers, but their
management is complacent and may not respond to competition.
Page 7
Both of these companies charge rates in excess of Gollic University Advanced Computer Repair;
we will be able to attract the price-sensitive market without much work.
5.0 Strategy and Implementation Summary
Our Strategy and Implementation turn on three points:
1. A value proposition of timely and practical solutions, at a reasonable rate, coupled with a
100% guarantee.
2. Exploiting our competitors weaknesses: a competitive edge based on quick, effective, and
sympathetic customer service, which meets the customer where his needs are, rather than
trying to fit him into an existing box.
3. Quickly establishing a brand identity and developing a great reputation among local
customers to generate word of mouth advertising.
5.1 Competitive Edge
Quick response: Gollic University Advanced Computer Repair will provide same day and
after hours service.
A flat rate policy: This undermines the competition, who charge by the hour. The pricing
has been set to reflect the average amount of time it takes to perform the task. With this
strategy we can undercut most competitors and gain local market power.
On-site and pick-up/drop-off services: This will minimize the time and effort a customer
needs to put into dealing with his computer problem.
Suprisingly, our small size is an advantage: customers will recognize me (and future
employees), and will know they will get the same great service every time they call.
5.2 Marketing Strategy

Our marketing strategy will aggressively exploit our competitors' weaknesses. During the startup phase, we will run large ads in the business section of the local newspaper, asking, "Are you
fed up with poor customer service for your computer needs?" These ads will focus on
our advantages, including on-site service, competitive rates, and quick response and turnaround times. They will announce our opening date, and include a coupon for free diagnostic
service for the first 20 customers.
We will follow up on these opening ads with a smaller direct-marketing campaign to small
business owners, with lists drawn from the local Chamber of Commerce. Jack will use his
contacts with business customers from his years as a manager to create a "buzz" about this
new business.
We will continue periodic advertisements, including several promotions (discounts, free
diagnosis, etc.) throughout the first year. We expect a small but steady response from home PC
users who see our ads elsewhere, but will also run monthly ads in sections other than the
business one.
Page 8
We will offer a promotion during the first 90 days of business to generate business traffic and
word of mouth. Our promo is Spyware removal on any desktop PC for $70 including tax and
software. Spyware is a huge problem for a lot of residential and small business customers, and
the offer should draw a lot of interest.
5.3 Sales Strategy
Our marketing strategy will generate customer inquiries. We will close the deals by offering an
outstanding service and a very reasonable price. Happy customers generate repeat business
and word of mouth. Our toll free number is operational 24 hours a day, seven days a week, and
from 8am to 9pm, I will be available to answer calls. At other times, or when I am on the
phone, an answering service we have hired will catch callers and give them an estimated wait
time for a call-back; this is another step towards delivering a complete solution to our
5.3.1 Sales Forecast
The sales strategy is a prediction of controllable growth for the first year. Gollic University
Advanced Computer Repair will focus on quality and attention to detail to avoid some potential
pitfalls encountered by many new businesses. The predicted growth is moderate in the home PC
market and in the small business arena. However, with aggressive advertising and word of
mouth, this will increase. Our agressive TV advertising will increase our residential and small
business customer base as well as word of mouth within the first year. Within a few months we
will have the need for additional employees to handle the work load. At that time, we will move
into a leased space with additional square footage, and buy a company vehicle to help with the
on-site calls.
Our competitors average 75+ calls a month. Given that our advertising will be aggressive, we
expect the same results. The sales forecast is conservative, which gives us a chance to gauge
our experience and adjust the plan accordingly.
We will service all of Ramsford-on-Bitstream, and the surrounding area. We expect that the
majority of our jobs will be performed in the immediate town area. A service technician can
perform an average of 3 jobs per day. Our sales forecast predictions are less than that. With
our agressive advertising campaign we expect nominal growth. We predict it will take a few
weeks for the marketing to settle in with customers. However, we are going to offer a promo for
our services which should generate some substantial results.
The one element of sales not represented in the table below is direct costs for our maintenance
contracts. We estimate these costs at 12% of sales revenue, but expect a delayed occurrence that is, we will sell maintenance contracts starting in February, but do not expect to actually
perform maintenance on computers guaranteed under them for the first few months. We will
incur more and more costs from these as time goes on, and the computers age - most of the
service in a maintenance contract is performed within the last quarter of the specified period.
Projections for the direct costs for these contracts can be found in the Profit and Loss Table, as
other costs of sales.
Table: Sales Forecast
Sales Forecast
Year 1
Year 2
Year 3
Unit Sales
Page 9
Home PC Unit
Small Business Unit
Promo
Maintenance Contracts
Total Unit Sales
166
264
235
32
697
200
300
0
60
560
225
350
0
85
660
Unit Prices
Home PC Unit
Small Business Unit
Promo
Year 1
$280.00
$500.00
$50.00
$400.00
Year 2
$300.00
$600.00
$0.00
$600.00
Year 3
$300.00
$600.00
$0.00
$600.00
Home PC Unit
Small Business Unit
Promo
Total Sales
$46,480
$132,000
$11,750
$12,800
$203,030
$60,000
$180,000
$0
$36,000
$276,000
$67,500
$210,000
$0
$51,000
$328,500
Direct Unit Costs

Home PC Unit
Small Business Unit
Promo
Year 1
$84.00
$105.00
$4.00
$0.00
Year 2
$90.00
$126.00
$0.00
$0.00
Year 3
$90.00
$126.00
$0.00
$0.00
$13,944
$27,720
$940
$0
$42,604
$18,000
$37,800
$0
$0
$55,800
$20,250
$44,100
$0
$0
$64,350
Sales
Direct Cost of Sales

Home PC Unit
Small Business Unit
Promo
Subtotal Direct Cost of Sales
Chart: Sales by Year
Page 10
Chart: Sales Monthly
Page 11
5.4 Milestones
Our milestones, listed in the table below, outline the major events that will promote, as well as
insure the success of Gollic University Advanced Computer Repair and keep it a going concern
well into the future. We will measure our success in meeting these milestones every month, and
adjust the plan to keep up with our objectives. Name recognition, in particular, is very
important to breaking into this market - we will conduct a survey by calling 200 randomly
selected small businesses from the Chamber of Commerce listings on the specified dates and
asking them whether they have heard of Gollic University Advanced Computer Repair, and if so,
what their impression is of our service. If any of the respondents have actually used our
services, we will elicit feedback on their experience with us, and suggestions for improvement.
We will also ask if they would recommend us to a colleague.
Table: Milestones
Milestones
Milestone
Procurement of materials for
opening
Start-up Ad Campaign
Get Loan Approved
Open Business
Name Recognition by 5% of
potential market
Meet with Leasing Agent
Interview potential Techs
Move into Leased Space
Sign on Leased Vehicle
Targeted Ads Begin
1st Tech Starts
2nd Round Tech Interviews
Direct marketing to Small
Businesses
Increase Name Recognition to
20%
2nd Tech Starts
Totals
Start Date
12/1/2004
End Date
2/1/2005
Budget
$1,200
Manager
JMH
Department
Department
12/15/2004
1/1/2005
2/7/2005
2/28/2005
2/6/2005
1/17/2005
2/8/2005
2/28/2005
$1,200
$0
$0
$0
JMH
JMH
JMH
JMH
Department
Department
Department
Department
3/1/2005
3/1/2005
4/1/2005
4/15/2005
4/15/2005
5/1/2005
7/1/2005
7/1/2005
3/10/2005
4/25/2005
4/10/2005
4/20/2005
5/15/2005
5/1/2005
7/31/2005
9/30/2005
$0
$0
$2,000
$6,000
$4,000
$0
$0
$8,000
JMH
JMH
JMH
JMH
JMH
JMH
JMH
JMH
Department
Department
Department
Department
Department
Department
Department
Department
8/1/2005
8/2/2005
$0
JMH
Department
8/1/2005
8/7/2005
$0
$22,400
JMH
Department
Page 12
Chart: Milestones
6.0 Management Summary

Gollic University Advanced Computer Repair will be owned and managed by Jack Hacker. Jack
has 10 years of experience in the fields of technical support, networking, and computer training
and repair. Jack has also spent the last three years as the manager of a custom computer
building and repair store, and understands the computer needs of small businesses. Jack is
adept at managing his time, and at quickly responding to multiple customer calls and needs.
For the first three months, Jack will be in charge of all aspects of the business. In the third
month, when another tech is hired, Jack will shift some of his energy from directly responding
to customer needs, to training and managing others to do this work effectively. Jack will
maintain direct control over inventory ordering and bookkeeping, and will try to do as many of
the on-site calls as possible himself. Part of our brand recognition strategy is to identify Gollic
University Advanced Computer Repair with Jack's efficiency, friendliness, and technical
expertise. The easiest way to associate the two is for Jack to be a major part of many
customers' experiences with us. He will delegate technical repairs later in the year to the techs
working in the leased office space, and will also train them in his method of direct phone
support.
Jack has worked extensively with computer technicians and support staff in the past, and knows
that they work best when given free rein within a set of mutually-agreed-upon guidelines. The
first week of each tech's employment will be dedicated to helping them understand Gollic
University Advanced Computer Repair's guidelines:
the customer needs help, and we're here to help them;

the customer is frustrated, upset, or confused - but that doesn't make the customer a
problem;
the customer needs reassurance as well as solutions.
Page 13
Within this framework, the techs can solve the customer's problem the best way they see fit Jack is not a micro manager.
6.1 Personnel Plan
Jack Hacker will be the only employee for the first few months; his salary is directly related to
the success of the business, and will never exceed 18% of sales revenue. In the third month,
we will move to a leased office space and hire a second employee, with a third hire planned for
August, if projections are on target. We plan to hire additional part-time employees in the
second year, to better handle the increasing sales.
Our employees will be skilled professionals, with equally strong technical and people skills. It is
very important to Jack that they be paid salaries commensurate with their abilities and
dedication- happy tech support people make for happy customers. To that end, our full-time
employees will receive health benefits (premiums split between the employee and Gollic
University Advanced Computer Repair), paid holidays, and sick time. Those benefits are
included in the payroll totals listed below.
Table: Personnel
Personnel Plan
Year 1
Year 2
Year 3
Owner
Tech1
Tech2
Part Time
Total People
$33,000
$21,600
$14,400
$0
3
$38,000
$30,000
$30,000
$12,000
5
$40,000
$30,000
$30,000
$15,000
5
Total Payroll
$69,000
$110,000
$115,000
7.0 Financial Plan

The following sections include the annual estimates for the standard set of financial tables.
Detailed monthly pro-forma tables are included in the appendix.
Our financial plan calls for limited growth in the first three months, followed by much higher
sales when we move and hire additional employees. These projections are based on sound
market research and ratios for comparable businesses. As we grow, we will keep our operating
expenses down, and maintain a positive cash balance as we repay our three-year loan.
7.1 Important Assumptions
Gollic University Advanced Computer Repair's customer base would fluctuate if there was a
recess in the economy or other extenuating circumstances that pertain directly to consumer or
industry behavior. However, given the steady increase in computer users despite the recent
recession, we assume that sales forecasts are unlikely to be dramatically altered by economic
events. The table below shows some of our other assumptions.
Table: General Assumptions
General Assumptions
Page 14
Plan Month
Current Interest Rate
Long-term Interest Rate
Tax Rate
Other
Year 1
Year 2
Year 3
1
7.00%
10.00%
30.00%
0
2
70.00%
10.00%
30.00%
0
3
70.00%
10.00%
30.00%
0
7.2 Break-even Analysis

Fixed costs are projected at a monthly average for the first year. This includes payroll, moving
expenses and rent, purchase of a company vehicle, and other necessities like cell phones and
the answering service. Variable costs (inventory used in repairing or servicing computers) are
projected as well. At these levels, what we need to bring in per month to break even is shown
in the table and chart below. We will reach our break-even point mid-year, although we expect
sales in November and December to dip below this level because of holidays.
Chart: Break-even Analysis
Table: Break-even Analysis
Break-even Analysis
Monthly Units Break-even
Monthly Revenue Break-even
52
$15,110
Assumptions:
Average Per-Unit Revenue
Average Per-Unit Variable Cost
Estimated Monthly Fixed Cost
$291.29
$70.00
$11,479
Page 15
7.3 Projected Profit and Loss

The table below shows our projected profit and loss. There are two lines for direct cost of sales
- the second line shows projected inventory costs of fulfilling our maintenance contracts. The
marketing/promotion line shows our planned advertising program expenses. Although these are
aggressive, we must spend heavily in the first year in order to establish the brand recognition
that will help us break in to the local market.
This table also shows our projected expense increases as we hire more employees and move
into a larger rented space. Before the move, the owner will absorb expenses related to utilities.
In years two and three, we have budgeted for additional expensed equipment to expand our
diagnostic and repair capabilities to keep up with orders.
We are seeking a modest net profit in the first year. As our reputation grows, we will see higher
revenues and net profit over the next three years.
Chart: Gross Margin Monthly
Page 16
Chart: Gross Margin Yearly
Table: Profit and Loss

Pro Forma Profit and Loss
Year 1
Year 2
Year 3
Sales
Costs of Fulfilling Maintenance Contracts
Total Cost of Sales
$203,030
$42,604
$1,488
$44,092
$276,000
$55,800
$4,320
$60,120
$328,500
$64,350
$6,120
$70,470
Gross Margin
Gross Margin %
$158,938
78.28%
$215,880
78.22%
$258,030
78.55%
$69,000
$28,000
$0
$10,000
$0
$3,150
$2,080
$200
$2,660
$13,200
$1,260
$5,000
$1,200
$2,000
$110,000
$6,000
$0
$12,000
$10,000
$1,200
$480
$2,400
$5,400
$15,000
$1,260
$6,000
$1,200
$0
$115,000
$12,000
$0
$12,000
$12,000
$1,200
$480
$2,400
$5,400
$17,000
$1,260
$7,000
$1,200
$0
$137,750
$170,940
$186,940
Profit Before Interest and Taxes

EBITDA
Interest Expense
Taxes Incurred
$21,188
$21,188
$1,097
$6,027
$44,940
$44,940
$6,570
$11,511
$71,090
$71,090
$2,139
$20,685
Net Profit
Net Profit/Sales
$14,064
6.93%
$26,859
9.73%
$48,266
14.69%
Expenses
Payroll
Marketing/Promotion
Depreciation
Lease
Expensed Equipment
Insurance
Website
Answering Service
Mileage
Vehicles
Cell Phones
Utilities
Internet
Moving Expenses
Total Operating Expenses
Page 17
Chart: Profit Monthly
Chart: Profit Yearly
Page 18
7.4 Projected Cash Flow

The Cash Flow chart, below, shows our projected cash position for the first year; the table
following it shows highlights for the first three years. With the requested start-up funding, we
will maintain a positive cash balance throughout, and repay the loan within three years.
Chart: Cash
Page 19
Table: Cash Flow
Pro Forma Cash Flow

Year 1
Year 2
Year 3
$203,030
$203,030
$276,000
$276,000
$328,500
$328,500
$0
$0
$0
$0
$0
$0
$0
$203,030
$0
$0
$0
$0
$0
$0
$0
$276,000
$0
$0
$0
$0
$0
$0
$0
$328,500
Year 1
Year 2
Year 3
$69,000
$110,873
$179,873
$110,000
$142,543
$252,543
$115,000
$163,375
$278,375
$0
$6,564
$0
$0
$0
$0
$0
$186,437
$0
$6,550
$0
$0
$0
$0
$0
$259,093
$0
$6,111
$0
$0
$0
$0
$0
$284,486
$16,593
$44,593
$16,907
$61,500
$44,014
$105,514
Cash Received
Cash from Operations
Cash Sales
Subtotal Cash from Operations
Additional Cash Received
Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current Borrowing
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Current Assets
Purchase Long-term Assets
Dividends
Subtotal Cash Spent
Net Cash Flow
Cash Balance
7.5 Business Ratios

Business ratios for the years of this plan are shown below. Industry profile ratios based on the
Standard Industrial Classification (SIC) code 7379, Computer Related Services, (NAICS
811212) are shown for comparison.
Our projected growth is much higher than the industry average; in part, this is because we are
a start-up, growing sales steadily in these first three years. We are sure that our sales forecast
is conservative, given the dissatisfaction among local computer users with existing options, and
our planned aggressive marketing campaign.
Page 20
Table: Ratios
Ratio Analysis
Year 1
Year 2
Year 3
Industry Profile
n.a.
35.94%
19.02%
5.23%
Inventory
Total Current Assets
Long-term Assets
Total Assets
8.22%
16.81%
100.00%
0.00%
100.00%
9.07%
12.72%
100.00%
0.00%
100.00%
5.90%
8.15%
100.00%
0.00%
100.00%
2.79%
51.19%
75.09%
24.91%
100.00%
Current Liabilities
Long-term Liabilities
Total Liabilities
Net Worth
42.77%
0.00%
42.77%
57.23%
22.55%
0.00%
22.55%
77.45%
11.07%
0.00%
11.07%
88.93%
31.75%
18.48%
50.23%
49.77%
100.00%
78.28%
38.70%
0.00%
10.44%
100.00%
78.22%
65.72%
0.00%
16.28%
100.00%
78.55%
64.96%
0.00%
21.64%
100.00%
100.00%
80.06%
1.23%
1.95%
2.34
2.15
42.77%
59.02%
33.78%
4.43
4.03
22.55%
63.01%
48.80%
9.03
8.50
11.07%
63.16%
56.17%
1.53
1.24
57.27%
2.73%
6.39%
Sales Growth
Percent of Total Assets
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
Additional Ratios
Year 1
Year 2
Year 3
Net Profit Margin

Return on Equity
6.93%
41.32%
9.73%
44.10%
14.69%
44.21%
n.a
n.a
10.25
9.67
27
3.41
9.29
12.17
32
3.51
8.96
12.17
28
2.68
n.a
n.a
n.a
n.a
0.75
1.00
0.29
1.00
0.12
1.00
n.a
n.a
$34,039
19.32
$60,898
6.84
$109,163
33.24
n.a
n.a
0.29
43%
2.15
5.96
0.00
0.28
23%
4.03
4.53
0.00
0.37
11%
8.50
3.01
0.00
n.a
n.a
n.a
n.a
n.a
Activity Ratios
Inventory Turnover
Accounts Payable Turnover
Payment Days
Total Asset Turnover
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Dividend Payout
Page 21
7.6 Projected Balance Sheet

The Balance Sheet shows a steadily increasing net worth over the next three years. Since we
are planning to rent, and because computer technology changes so rapidly, we will have only
short-term assets, such as computer equipment and furniture. This will make our net worth
much more liquid than many similar businesses.
Table: Balance Sheet
Pro Forma Balance Sheet

Year 1
Year 2
Year 3
$44,593
$4,890
$10,000
$59,482
$61,500
$7,129
$10,000
$78,629
$105,514
$7,239
$10,000
$122,753
$0
$0
$0
$59,482
$0
$0
$0
$78,629
$0
$0
$0
$122,753
Year 1
Year 2
Year 3
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$12,783
$12,661
$0
$25,444
$11,620
$6,111
$0
$17,731
$13,590
$0
$0
$13,590
Total Liabilities
$0
$25,444
$0
$17,731
$0
$13,590
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$23,000
($3,025)
$14,064
$34,039
$59,482
$23,000
$11,039
$26,859
$60,898
$78,629
$23,000
$37,898
$48,266
$109,163
$122,753
Net Worth
$34,039
$60,898
$109,163
Assets
Current Assets
Cash
Inventory
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Liabilities and Capital
Current Liabilities
Page 22
Appendix
Table: Sales Forecast
Sales Forecast
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Home PC Unit
15
18
20
20
20
17
15
10
20
Small Business Unit
10
25
35
40
45
50
15
10
25
Promo
10
30
40
40
40
40
35
Total Unit Sales
17
57
86
58
103
109
111
33
24
84
Unit Sales
Unit Prices
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Home PC Unit
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
$280.00
Small Business Unit
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$500.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$400.00
$840
$1,400
$840
$4,200
$5,040
$5,600
$5,600
$5,600
$4,760
$4,200
$2,800
$5,600
$1,500
$1,500
$1,500
$5,000
$12,500
$17,500
$20,000
$22,500
$25,000
$7,500
$5,000
$12,500
$1,750
Promo
Sales
Home PC Unit
Small Business Unit
Promo
$0
$0
$500
$1,500
$2,000
$0
$2,000
$2,000
$2,000
$0
$0
$0
$400
$400
$800
$1,200
$1,200
$1,200
$1,600
$1,600
$1,200
$1,600
$1,600
$2,340
$3,300
$3,240
$11,500
$20,740
$24,300
$28,800
$31,700
$33,360
$12,900
$9,400
$21,450
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
$84.00
$105.00
$4.00
$0.00
Home PC Unit
$252
$420
$252
$1,260
$1,512
$1,680
$1,680
$1,680
$1,428
$1,260
$840
$1,680
Small Business Unit
$315
$315
$315
$1,050
$2,625
$3,675
$4,200
$4,725
$5,250
$1,575
$1,050
$2,625
Promo
$0
$0
$40
$120
$160
$0
$160
$160
$160
$0
$0
$140
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$567
$735
$607
$2,430
$4,297
$5,355
$6,040
$6,565
$6,838
$2,835
$1,890
$4,445
Total Sales
Direct Unit Costs
Home PC Unit
Small Business Unit
Promo
30.00%
21.00%
8.00%
12.00%
Subtotal Direct Cost of Sales
Page 1
Appendix
Table: Personnel
Personnel Plan
Owner
Tech1
Tech2
Part Time
Total People
Total Payroll
0%
0%
0%
0%
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$2,000
$0
$0
$0
1
$2,000
$0
$0
$0
1
$2,500
$0
$0
$0
1
$2,500
$2,400
$0
$0
2
$3,000
$2,400
$0
$0
2
$3,000
$2,400
$0
$0
2
$3,000
$2,400
$2,400
$0
3
$3,000
$2,400
$2,400
$0
3
$3,000
$2,400
$2,400
$0
3
$3,000
$2,400
$2,400
$0
3
$3,000
$2,400
$2,400
$0
3
$3,000
$2,400
$2,400
$0
3
$2,000
$2,000
$2,500
$4,900
$5,400
$5,400
$7,800
$7,800
$7,800
$7,800
$7,800
$7,800
Page 2
Appendix
Table: General Assumptions
General Assumptions
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
10
11
12
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
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
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
30.00%
Plan Month
Current Interest Rate
Other
Month 12
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss

Sales
Costs of Fulfilling Maintenance
Contracts
Total 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
$2,340
$3,300
$3,240
$11,500
$20,740
$24,300
$28,800
$31,700
$33,360
$12,900
$9,400
$21,450
$567
$735
$607
$2,430
$4,297
$5,355
$6,040
$6,565
$6,838
$2,835
$1,890
$4,445
$0
$0
$48
$96
$144
$144
$144
$192
$192
$144
$192
$192
$567
$735
$655
$2,526
$4,441
$5,499
$6,184
$6,757
$7,030
$2,979
$2,082
$4,637
Gross Margin
$1,773
$2,565
$2,585
$8,974
$16,299
$18,801
$22,616
$24,943
$26,330
$9,921
$7,318
$16,813
Gross Margin %
75.77%
77.73%
79.78%
78.03%
78.59%
77.37%
78.53%
78.68%
78.93%
76.91%
77.85%
78.38%
Payroll
$2,000
$2,000
$2,500
$4,900
$5,400
$5,400
$7,800
$7,800
$7,800
$7,800
$7,800
$7,800
Marketing/Promotion
$4,000
$1,000
$3,000
$2,000
$2,000
$3,000
$3,000
$2,000
$2,000
$2,000
$2,000
$2,000
Depreciation
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Lease
$0
$0
$1,000
$1,000
$1,000
$1,000
$1,000
$1,000
$1,000
$1,000
$1,000
$1,000
Expenses
Expensed Equipment
Insurance
Website
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$150
$0
$300
$300
$300
$300
$300
$300
$300
$300
$300
$300
$200
$40
$40
$200
$200
$200
$200
$200
$200
$200
$200
$200
$200
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Mileage
$80
$85
$95
$100
$200
$300
$300
$300
$300
$300
$300
$300
Vehicles
$0
$0
$6,000
$800
$800
$800
$800
$800
$800
$800
$800
$800
Cell Phones
$0
$60
$120
$120
$120
$120
$120
$120
$120
$120
$120
$120
Utilities
$0
$0
$500
$500
$500
$500
$500
$500
$500
$500
$500
$500
$0
$0
$0
$0
$120
$2,000
$120
$0
$120
$0
$120
$0
$120
$0
$120
$0
$120
$0
$120
$0
$120
$0
$120
$0
$6,470
$3,185
$15,835
$10,040
$10,640
$11,740
$14,140
$13,140
$13,140
$13,140
$13,140
$13,140
($4,697)
($620)
($13,250)
($1,066)
$5,659
$7,061
$8,476
$11,803
$13,190
($3,219)
($5,822)
$3,673
EBITDA
($4,697)
($620)
($13,250)
($1,066)
$5,659
$7,061
$8,476
$11,803
$13,190
($3,219)
($5,822)
$3,673
$109
$106
$103
$99
$96
$93
$90
$87
$83
$80
$77
$74
($1,442)
($218)
($4,006)
($350)
$1,669
$2,090
$2,516
$3,515
$3,932
($990)
($1,770)
$1,080
($3,364)
($508)
($9,347)
($816)
$3,894
$4,878
$5,870
$8,201
$9,175
($2,309)
($4,129)
$2,519
-143.77%
-15.39%
-288.48%
-7.09%
18.78%
20.07%
20.38%
25.87%
27.50%
-17.90%
-43.93%
11.75%
Answering Service
Internet
Moving Expenses
Total Operating Expenses
Interest Expense
Taxes Incurred
Net Profit
Net Profit/Sales
15%
Page 4
Appendix
Table: Cash Flow
Pro Forma Cash Flow

Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Cash Sales
$2,340
$3,300
$3,240
$11,500
$20,740
$24,300
$28,800
$31,700
$33,360
$12,900
$9,400
$21,450
Subtotal Cash from Operations
$2,340
$3,300
$3,240
$11,500
$20,740
$24,300
$28,800
$31,700
$33,360
$12,900
$9,400
$21,450
$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 Other Liabilities (interest-free)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Long-term Liabilities
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Sales of Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Investment Received
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Subtotal Cash Received
$2,340
$3,300
$3,240
$11,500
$20,740
$24,300
$28,800
$31,700
$33,360
$12,900
$9,400
$21,450
Expenditures
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$2,000
$2,000
$2,500
$4,900
$5,400
$5,400
$7,800
$7,800
$7,800
$7,800
$7,800
$7,800
$105
$3,102
$2,353
$10,424
$8,954
$13,556
$15,209
$15,896
$16,290
$16,282
$4,550
$4,152
$2,105
$5,102
$4,853
$15,324
$14,354
$18,956
$23,009
$23,696
$24,090
$24,082
$12,350
$11,952
Cash Received
Cash from Operations
Additional Cash Received

Sales Tax, VAT, HST/GST Received
New Current Borrowing
0.00%
Expenditures from Operations

Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$547
$547
$547
$547
$547
$547
$547
$547
$547
$547
$547
$547
Other Liabilities Principal Repayment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Long-term Liabilities Principal Repayment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Purchase Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Purchase Long-term Assets
$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
$2,652
$5,649
$5,400
$15,871
$14,901
$19,503
$23,556
$24,243
$24,637
$24,629
$12,897
$12,499
Principal Repayment of Current Borrowing
Subtotal Cash Spent

Net Cash Flow
($312)
($2,349)
($2,160)
($4,371)
$5,839
$4,797
$5,244
$7,457
$8,723
($11,729)
($3,497)
$8,951
Cash Balance
$27,688
$25,340
$23,179
$18,809
$24,647
$29,444
$34,688
$42,145
$50,868
$39,139
$35,642
$44,593
Page 5
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet

Assets
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$28,000
$1,200
$10,000
$39,200
$27,688
$633
$10,000
$38,321
$25,340
$898
$10,000
$36,238
$23,179
$1,291
$10,000
$34,470
$18,809
$2,673
$10,000
$31,482
$24,647
$4,727
$10,000
$39,374
$29,444
$5,891
$10,000
$45,335
$34,688
$6,644
$10,000
$51,332
$42,145
$7,222
$10,000
$59,366
$50,868
$7,522
$10,000
$68,390
$39,139
$4,687
$10,000
$53,826
$35,642
$2,797
$10,000
$48,439
$44,593
$4,890
$10,000
$59,482
$0
$0
$0
$39,200
$0
$0
$0
$38,321
$0
$0
$0
$36,238
$0
$0
$0
$34,470
$0
$0
$0
$31,482
$0
$0
$0
$39,374
$0
$0
$0
$45,335
$0
$0
$0
$51,332
$0
$0
$0
$59,366
$0
$0
$0
$68,390
$0
$0
$0
$53,826
$0
$0
$0
$48,439
$0
$0
$0
$59,482
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$3,033
$2,004
$10,130
$8,505
$13,050
$14,680
$15,354
Starting Balances
Current Assets
Cash
Inventory
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Liabilities and Capital
Current Liabilities
Accounts Payable
$0
$16,130
$4,422
$3,711
$12,783
$14,302
$0
$30,432
$13,755
$0
$18,177
$13,208
$0
$16,919
$12,661
$0
$25,444
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
$19,225
$0
$19,225
$18,678
$0
$21,711
$18,131
$0
$20,135
$17,584
$0
$27,714
$17,037
$0
$25,542
$16,490
$0
$29,540
$15,943
$0
$30,623
$15,396
$0
$30,750
$15,733
$14,849
$0
$30,582
Total Liabilities
$0
$19,225
$0
$21,711
$0
$20,135
$0
$27,714
$0
$25,542
$0
$29,540
$0
$30,623
$0
$30,750
$0
$30,582
$0
$30,432
$0
$18,177
$0
$16,919
$0
$25,444
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$23,000
($3,025)
$0
$19,975
$39,200
$23,000
($3,025)
($3,364)
$16,611
$38,321
$23,000
($3,025)
($3,872)
$16,103
$36,238
$23,000
($3,025)
($13,219)
$6,756
$34,470
$23,000
($3,025)
($14,035)
$5,940
$31,482
$23,000
($3,025)
($10,141)
$9,834
$39,374
$23,000
($3,025)
($5,263)
$14,712
$45,335
$23,000
($3,025)
$607
$20,582
$51,332
$23,000
($3,025)
$8,809
$28,784
$59,366
$23,000
($3,025)
$17,983
$37,958
$68,390
$23,000
($3,025)
$15,674
$35,649
$53,826
$23,000
($3,025)
$11,544
$31,519
$48,439
$23,000
($3,025)
$14,064
$34,039
$59,482
Net Worth
$19,975
$16,611
$16,103
$6,756
$5,940
$9,834
$14,712
$20,582
$28,784
$37,958
$35,649
$31,519
$34,039
Page 6

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This is a business plan. It does not imply an offering of securities.

1.0 Executive Summary.....................................................................................................................1

Chart: Profit Yearly.....................................................................................................................19

Gollic University Advanced Computer Repair

1.0 Executive Summary

Gollic University Advanced Computer Repair

Establishing a brand identity and generating brand recognition through marketing.

2.0 Company Summary

Gollic University Advanced Computer Repair

2.1 Start-up Summary

Gollic University Advanced Computer Repair

Gollic University Advanced Computer Repair

4.1 Market Segmentation

Gollic University Advanced Computer Repair

Chart: Market Analysis (Pie)

4.2 Target Market Segment Strategy

Gollic University Advanced Computer Repair

4.3 Service Business Analysis

Gollic University Advanced Computer Repair

5.2 Marketing Strategy

Gollic University Advanced Computer Repair

Gollic University Advanced Computer Repair

Direct Unit Costs

Direct Cost of Sales

Chart: Sales by Year

Gollic University Advanced Computer Repair

Chart: Sales Monthly

Gollic University Advanced Computer Repair

Gollic University Advanced Computer Repair

6.0 Management Summary

the customer needs help, and we're here to help them;

Gollic University Advanced Computer Repair

7.0 Financial Plan

Gollic University Advanced Computer Repair

7.2 Break-even Analysis

Chart: Break-even Analysis

Table: Break-even Analysis

Gollic University Advanced Computer Repair

7.3 Projected Profit and Loss

Gollic University Advanced Computer Repair

Chart: Gross Margin Yearly

Table: Profit and Loss

Profit Before Interest and Taxes

Gollic University Advanced Computer Repair

Chart: Profit Monthly

Chart: Profit Yearly

Gollic University Advanced Computer Repair

7.4 Projected Cash Flow

Gollic University Advanced Computer Repair

Table: Cash Flow

Pro Forma Cash Flow

7.5 Business Ratios

Gollic University Advanced Computer Repair

Net Profit Margin

Gollic University Advanced Computer Repair

7.6 Projected Balance Sheet

Pro Forma Balance Sheet

Small Business Unit

Total Unit Sales

Small Business Unit

Small Business Unit

Direct Cost of Sales