Business Plan

БОЛЬШАЯ ЛЕНИНГРАДСКАЯ БИБЛИОТЕКА - РЕФЕРАТЫ - Business Plan

Business Plan

BUSINESS PLAN

Introductory letter 2

Executive Summary 2

STATEMENT OF OBJECTIVES 2

Mission Statement 2

Driving Force 3

Market Position 3

Streanthes and Weaknesses 3

Streanthes: 3

Weaknesses: 3

Opportunities and threats 3

External Opportunities: 3

External Threats 4

Key Factors For Success 4

Goals and Objectives 4

Strategy 4

BACKGROUND INFORMATION 5

TECHNICAL DESCRIPTION OF SERVICE 5

MARKET DATA 6

Target Market Information 7

Social Environment 7

Demographic 7

Culture 8

Political Environment 9

Economic Environment 9

Competitive Environment 10

Potential Problems 10

Market Data Summary 10

Target Clients 10

Target Market Size 10

MARKET STRATEGY 10

Product 10

Price 11

Place 11

Promotion 11

SELLING TACTICS 12

Cash and Accounts Receivables 12

Peak sales 12

OPERATIONS PLAN 12

FINANCIAL PLAN 13

Necessary Financing 13

Cash Budget 13

Balance Sheet 14

Income Statement 15

Ratio Analysis 16

Depreciation Estimation 17

Fixed Capital Estimation 17

Working Capital Estimation 18

Marketing Estimation 18

Rent Expense Estimation 19

MANAGEMENT PLAN 20

HUMAN RESOURCES PLAN 20

CONCLUSIONS 21

Introductory letter

This business plan was created to check the idea about the

effectiveness of the creation of the database that will help clients at

different shopping centers to find products more quickly. As a result, it

saves their time and money.

Executive Summary

The company name is Svetlana. The main idea of venture is the creation

of the database of products that will help potential clients to find what

are necessary for them.

The mission of it is to be the best consultants of defining the

nonfood product location at the Irkutsk markets, to take care of our

clients by saving their time and money, when they do shopping, to offer the

best service by using modern computer technology and polite and affable

consultants

The market of such informational service is quite big and has a lot of

opportunities for development. In addition, Svetlana can use the greatest

of them because there are no competitors at the market. It offer product

that satisfy most of this market demand, as the product contain all main

information potential clients want to get to find a product. The sales

policy is build on the statement that clients lose nothing, but only save

their time and money.

After the third year of existence, Svetlana reach the after-tax profit

level of $3 510 and will have ROE 35%.

The structure of the company is simple as it is quite small, and it is

ineffective to use complex system of the distribution of functions.

So, as a result of market opportunities, Svetlana have a lot of

chances for succeed.

STATEMENT OF OBJECTIVES

Mission Statement

We will be the best consultants of defining the nonfood product

location at the Irkutsk markets. We will take care of our clients by saving

their time and money, when they do shopping. By using the best computer

technology and polite and affable consultants, we will offer the best

service our clients can get.

We will create a positive working environment for our employees that

will promote satisfaction and personal growth.

Driving Force

* Our company will offer service that does not exist yet at Irkutsk. It

will create very good advantage for our development.

* We will place the emphases on the Internet and telephone consultations.

* The business will be based on TQM.

Market Position

The main our clients are busy people who do not have time to go from

shop to shop and want to find product as quickly as possible. Such people

are the most likely users of our database.

Streanthes and Weaknesses

Streanthes:

* Low-cost equipment

* The absence of such database at all local product markets

* Skilled labor force

* Low operational cost

* Use of high technology

Weaknesses:

* The creation and updating of database may take a lot of time

* Poor marketing materials

* High taxes for this kind of service

Opportunities and threats

External Opportunities:

* Changes in tax structure

* The Increase of customer demand level

* The government policy for supporting the small business sector

External Threats

* Increased competition

* Economic downturn or recession

* The decrease of customer demand level

Key Factors For Success

* The absence of competitors

* Broad approach that is provided by the use of Internet and telephone

consultations

* Polite and affable personal

Goals and Objectives

* To create the consulting center that will cover all main nonfood markets

In Irkutsk

> The collection of information and the creation of the consulting

center in the ``Irkutskiy`` market

> The collection of information and the creation of the consulting

center in the ``Fortuna`` market

> The collection of information and the creation of the consulting

center in the ``Complex`` market

* To create the centralized informational system

> The development of database

> The installation of the server station and user machines

* To create web-site

> The market research of similar sites in Internet

> The creation of the site structure

> The creation of the site interface

Strategy

As our service is new in the Irkutsk market, our company plans to

follow the differentiation strategy. The determining factors will be

clients and development. Price will not take the first place. We plan the

step by step development at first in the ``Irkutskiy`` market, then in the

``Fortuma`` market, and the last step is ``Complex`` market. In addition,

as our service is new, we plan to create loyalty of our customers until

direct competitors appear. The scope of development will be the Irkutsk

nonfood markets, which sell clothes, shoes, home appliances and other

similar things.

BACKGROUND INFORMATION

Irkutsk is the biggest city of eastern Siberia. It has a lot of

markets, but any of them does not have any consolidating data base that

help people to find goods that is necessary. So, this database of products

is a result of the demand of many people.

Such business is new for the Irkutsk market, so there are no examples

of development and existence of similar service, where we can get

information and some experience about our venture. The positive side of

such situation is that we will be the first, and, as a result we can get

the greatest benefits. The negative side is that we will have a lot of

unpredictable situations that may create big obstacles for good

development. Our informational service center can be classified as

informational business, which is in the beginning stage in Russia today. It

also creates some global opportunities and threats because during this

stage the most prosperous ventures appear, but also many businesses force

into insolvency.

So, current situation gives our venture a lot of opportunities for

good development.

TECHNICAL DESCRIPTION OF SERVICE

Our product is information. We plan to offer information about non-

food products such as clothes, shoes, bags, home appliances and car spare

parts for potential clients in the Irkutsk markets such as ``Irkutskiy``,

``Fortuna``, and ``Complex``.

Information about clothes and shoes will consist of the type of

clothes, a season, the country of origin, the company name, the year of

production, size, color, price range, and the location and number of the

pavilion or the section of a market.

Information about bags will consist of the type of bags, the company

name, the country of origin, the year of production, price range, and the

location and number of the pavilion or the section of a market.

Information about home appliances will consist of the type of a home

appliance, the company name, the year of production, size such as the

length of diagonal for TV, price range, and the location and number of the

pavilion or the section of a market.

Information about car spare parts will consist of the type of a spare

part, the company name, the type of a car and other spare parts, where this

spare part is used, the year of production, price range, and the location

and number of the pavilion or the section of a market.

The example of list:

|№|Typ|Name|Si|Season |Count|Year of|Color |Price |Location |

| |e | |ze| |ry of|product| |range | |

| | | | | |origi|ion | | | |

| | | | | |n | | | | |

| | | | | | | | | |Market |Pavelion|

|1|Jea|Anga|32|Summer/F|Russi|2001 |Red/Gre|$20--$3|“Irkuts|#1,#102,|

| |ns |ra | |all |a | |en/Blue|2 |kiy” |#176 |

| | | | | | | |/Black/| | | |

| | | | | | | |other | | | |

|2|Jea|Lee |32|Summer/F|China|2002 |All |$30--$6|“Irkuts|#17,#78 |

| |ns | | |all | | | |2 |kiy” | |

|3|…..|….. |….|….. |….. |….. |….. |….. |….. |….. |

| | | |. | | | | | | | |

|4|…..|….. |….|….. |….. |….. |….. |….. |….. |….. |

| | | |. | | | | | | | |

|5|…..|….. |….|….. |….. |….. |….. |….. |….. |….. |

| | | |. | | | | | | | |

The Database will be created in the FoxPro 5.0. It will be adopted for

using through the local net and the Internet. The design of the Internet

site will be developed with the Microsoft FrontPage.

This database will be updated every second day. At first time it will

be done manually by surveying the owners of the pavilions or the sections

of a market, but then we plan to automate this process.

The information will be deliver to customers on printed lists, if they

get information directly in the market building from an operator. Next, it

will be delivered electronically, if customers get information by using the

Internet. Finally, it will be delivered by fax or orally, if customers get

information by phone.

MARKET DATA

To analyze and collect the market data I used as the statistical

sources, so and my own experience and knowledge.

Target Market Information

The shopping center “Irkutskiy” is the biggest nonfood market in

Irkutsk, in which everybody can buy everything, what is used in everyday

life, for example clothes, shoes, satchels, wallets, kitchen-ware and etc.

It unites three shopping centers and contains up to 500 small shops. The

shopping center “Irkutskiy” is the only big nonfood shopping center with

such range of goods in Irkutsk and, consequently, serves most of the

Irkutsk population. The shopping center ``Fortuna`` is the biggest car

spare part market. The “Complex” is also a big nonfood market, but it is

smaller than “Irkutskiy”.

Social Environment

Demographic

The Irkutsk population today is 592,4 thousand people.

(http://www.centerru.com/regions/regions.asp?id=7). The potential clients

of the shopping center “Irkutskiy”, where I plan to open the first

consulting center, and also the potential clients of my database are people

from 18 to 60 years. It is 60% of the whole population 355,2 thousand

people. (http://www.centerru.com/regions/diagrams/d1_r.html). I do not take

into account people below 18 and over 60 because their parents or children

usually maintain such people. The people over 60, who are not maintained by

their children, usually have very small pension.

In addition, the shopping center “Irkutskiy” is oriented on the people

and households from the middle class with revenues from 120,000 to 240,000

rubles per year. According to the statistical information and my knowledge

it is approximately 10% of able-bodied citizens or 35,5 thousand people.

(http://www.centerru.com/regions/regions.asp?type=reg&id=7). I also made a

small survey, which tells that approximately once for three months

respondents of such people make purchases of clothes, shoes, or some other

similar products. I assumed that for year potential clients make 142

thousand purchases, 0,38 thousands a day. If every second makes such

purchase in of the shopping center “Irkutskiy”, than there may be

approximately 190 potential clients of my database a day according to

demographic analysis.

Culture

According to my survey and experience, I divided all potential clients

into two categories. The first is people, who like go shopping and do it

for rest. They are approximately 70% of respondents. The second is people,

who do not like go shopping and do it as necessity 30%. The second category

is my potential clients. So, I assumed that there are about 57 (190*30%)

potential clients of my database a day.

Political Environment

For last years, the local government has made attempts to increase the

power of the consumer protection law. It reflects in the increasing

quantity of people, who are content from purchases. As a result, more

people are ready to make a purchase and companies increase their quality of

service and products. It can be applied also to the shopping center

“Irkutskiy” because for the last year more people have made purchases there

than for previous years. These political attempts and other economical

factors are the causes of the increasing quantity of clients in the

shopping center “Irkutskiy”, and, consequently, my potential clients.

Economic Environment

For last years, the level of revenues of population in Irkutsk is

constantly increasing.

(http://www.centerru.com/regions/regions.asp?type=reg&id=7). It increases

the purchasing power of population. As a result, the shopping center

«Irkutskiy» has constantly increasing quantity of clients that can be the

potential clients of my database.

The increase in the level of revenue results in the increase quantity

of nonfood purchases because this sector of household is only 15% of all

households revenues (about 60% of revenue are spent for food in Russia). It

is significantly less than in developed countries. So, the increase of

revenues increases the quantity of nonfood purchases.

Competitive Environment

There is no such service in the shopping center «Irkutskiy» and other

markets. So, there are no direct competitors.

Indirect competitors are different print media that usually give brief

information, where people can buy some kinds of clothes, shoes and etc.

Such information is usually about one product or one company and does not

give potential clients the picture of the whole market to choose the most

appropriate product. So, these competitors can not influence my business

very much.

Potential Problems

1. My assumption that every second purchase is made in the shopping center

“Irkutskiy” may be overrated, so there are may be the smaller quantity of

potential clients of my database.

2. The results of my survey may be not valid. It also may change the

quantity of potential clients.

Market Data Summary

Target Clients

Target clients are people between 18 and 60 years old, who have

revenues from 120,000 to 240,000 rubles per year and go shopping as

necessity. They will use my service as they do not want to spend much time

on shopping and want to save their time.

Target Market Size

There are 355,2 thousand people between 18 and 60 years old. Ten

percent of them 35,5 thousand have an average annual income between 120,000

to 240,000 rubbles. Thirty percent of them do shopping as necessity. So, my

target market size is 10,650 clients a year. If every client makes four

purchases a year in average than total annual purchases are 42,600.

MARKET STRATEGY

Product

The product of the venture will be the information about available

goods in the shopping center «Irkutskiy» at first. Then we will broad our

service and offer information about the shopping center «Fortuna». Finally,

we will create database, where each person will be able to get information

about products that are available at the shopping center «Irkutskiy», the

shopping center «Fortuna», and the shopping center “Complex”.

Price

Price policy will be based on the market demand. The small survey, I

made, gave information that the best price will be 24 rubles ($ 0,8).

Place

We plan to develop three ways of delivering information. First, we

open the consulting center in the shopping center «Irkutskiy», then in the

shopping center «Fortuna», and finally in the shopping center “Complex”.

Each center will have one consultant that will sell clients necessary

information for cash. Second, after the establishment of the consulting

center in the shopping center «Fortuna» we plan to create the wed site,

which will offer the same service as consulting centers. After the

establishment of the consulting center in the shopping center “Complex” we

plan to offer phone consultation about available products at these markets.

Promotion

The key promotion tactics will be that clients will lose nothing. I

plan to sell necessary information and give a coupon that will offer a

client a discount of $0,8 (the price of my service). He or she will give

this coupon to salesperson when will make a purchase, as a result a client

of a market will lose nothing. In addition, before the beginning of

operations I will make contracts with the managers of pavilions and shops.

The main point of them is that I will publish information about their

product in my database and will take nothing from them, but they will have

to compensate clients the $0,8, when they will make purchases in the

pavilions with my coupons. So, clients will be motivated to make a purchase

in the pointed pavilions and managers will get new clients.

I also will give advertisement in newspapers and on printed buckets

that will be spread at the doorways of the shopping centers.

Finally, I plan to use the Internet advertising; mostly banners that

will be located at the Irkutsk on-line shops. I plan to make the exchange

of banners to avoid the payment for advertisement.

SELLING TACTICS

Cash and Accounts Receivables

All sales will be made in cash, as invoices and credit cards are not

yet actively used in Russia. So for the first three year I will not plan to

use accounts receivables. Only after the third year, when the phone-

consulting center will be opened, I plan to sell information on credit by

phone bills. Such system assumes that the phone companies will clear these

bills, and then their clients pay for the whole phone bill, in which the

amount of my bill will be included. So, the management of account

receivables will not be complex, and will be secured by the phone

companies’ liabilities.

Peak sales

As I plan to establish consultant service by using database that helps

to find products, my sales will depend on the sales of market. Within

Russia, most retail sales occur during the New Year holiday season and

during the season of the men’s and the women’s holidays (February 23 and

Mart 8). As a result, the biggest sales will be during the winter season

because during that time there are the biggest quantity of clients, but at

this time there is also a downturn in cash. I think that some decline will

be at other seasons, especially during summer because a lot of people are

going on vocation. There is an increase in sales at the end of summer

because students prepare for school and colleges and buy a lot of non-food

things. So, the best time is the end of December, the end of February, the

beginning of Mart, the end of August and the beginning of September. During

this time, I will have the biggest cash inflow.

OPERATIONS PLAN

Each consulting center will be located at the doorways of the shopping

centers. The average square of a center will be 16 m2. One center will have

the computer (Pentium 3, 550-750 hertz, 128 RAM) with a monitor and a

modem, the printer (Canon LBP-800) and a telephone/fax. Each computer will

have the database of goods at markets, Windows 2000, Microsoft Office

package, the Internet application and Web-design programs. Office equipment

will be a computer table, a chair, and the document cupboard. In addition

each consulting center will have the pack of paper for printing and some

writing implements. A manager will deliver the cartridges for a printer,

when they are necessary.

The working time of my business will be the same as the working time

of the shopping center «Irkutskiy», the shopping center «Fortuna», and the

shopping center «Complex». The «Irkutskiy» and the «Complex» working hours

are from 10 am to 8 pm, so the consulting centers in these markets will be

opened during this time. The consulting center in the shopping center

«Fortuna» will work from 9 am to 7 pm. The web site will be available 24

hours a day. The phone center will work from 9 am to 9 pm.

The information will be updated by consultants of consulting centers

that have liabilities to collect changes in information after the workday

and put it in the database.

FINANCIAL PLAN

Necessary Financing

For my operation I will need $2,250 at the beginning of the second

year of existence. If the demand for my service will be as projected then I

will open the second consulting center in the shopping center «Fortuna», so

I will need financing to buy the fixed assets. This loan will be necessary

to support my development.

Cash Budget

| |2003 |2004 |2005 |

|Operating activities | | | |

|Net income |$1 331|$3 075|$3 510|

|Depreciation |$694 |$1 674|$2 073|

|Net cahs provided by |$2 025|$4 750|$5 583|

|operating activities | | | |

|Long-term investing | | | |

|activities | | | |

|Cash used to acquire fixed |-$1 |-$1 |-1403,|

|assets |273 |336 |31 |

|Cash used to acquire |-$829 |-$871 |-$914 |

|intangible assets | | | |

|Net cash provided by |-$2 |-$2 |-$2 |

|investing activities |102 |207 |317 |

|Financing activities | | | |

|Owner's investments |$2 102|$0 |$0 |

|Increase in notes payable |$0 |$2 207|$0 |

|Net cash provided by |$2 102|$2 207|$0 |

|financing activities | | | |

|Net change in cash |$2 025|$4 750|$3 266|

|Cash at the beginning of year|$0 |$2 025|$6 774|

|Cash at the end of year |$2 025|$6 774|$10 |

| | | |040 |

Balance Sheet

|Assets | | | |

| |2003 |2004 |2005 |

|Current assets: | | | |

|Cash |$2 025|$6 774|$10 |

| | | |040 |

|Fixed assets: | | | |

|a computer |$500 |$1 025|$1 576|

|a monitor |$250 |$513 |$788 |

|a modem |$80 |$165 |$253 |

|a printer |$153 |$313 |$481 |

|office equipment |$200 |$410 |$631 |

|a telephone/fax |$90 |$185 |$284 |

|Less accum. |$420 |$1 434|$2 689|

|depreciation | | | |

|Total fixed assets |$853 |$1 175|$1 323|

| | | | |

|Intangible assets: | | | |

|a database |$661 |$1 355|$2 083|

|Other software |$168 |$345 |$531 |

|Less accum. |$274 |$934 |$1 752|

|depreciation | | | |

|Total intangible |$556 |$766 |$862 |

|assets | | | |

| | | | |

|Total assets |$3 433|$8 715|$12 |

| | | |225 |

| | | | |

|Liabilities | | | |

|Long-term notes |- |$2 207|$2 207|

|payable | | | |

| | | | |

|Owner's equity | | | |

|Nikolay Belih, |$3 433|$6 508|$10 |

|capital | | |018 |

| | | | |

|Total Liab. and |$3 433|$8 715|$12 |

|Equity | | |225 |

Income Statement

The amounts are given as they are in Russia

| |2003 |2004 |2005 |

|Revenues |$8 464|$18 |$33 |

| | |050 |940 |

|Operating expenses: | | | |

|Salary expense |$2 400|$5 040|$15 |

| | | |876 |

|Office rent expense |$1 600|$3 480|$6 854|

|Depreciation furniture |$694 |$1 674|$2 073|

|and equipment | | | |

|Advertising |$659 |$631 |$609 |

|Insurance |$105 |$210 |$315 |

|Utilities expenses |$62 |$131 |$413 |

|Total operating expenses |$5 520|$11 |$26 |

| | |167 |141 |

| | | | |

|General expenses: | | | |

|Telephone & Internet |$525 |$630 |$756 |

| | | | |

|Other expenses: | | | |

|Interest |$0 |$662 |$662 |

| | | | |

|Total expenses |$6 045|$12 |$27 |

| | |458 |559 |

|Net income before taxes |$2 420|$5 591|$6 381|

|taxes (45%) |$1 089|$2 516|$2 872|

|Net income |$1 331|$3 075|$3 510|

Ratio Analysis

| |2003 |2004 |2005 |

|Leverage ratios | | | |

|Debt ratio |- |0,25 |0,18 |

|Debt -to-net worth |- |0,46 |0,30 |

|ratio | | | |

|Times interest earned |- |8,44 |9,64 |

|ratio | | | |

|Asset Management | | | |

|Fixed assets turnover |9,93 |15,36 |25,65 |

|Total assets turnover |2,47 |2,07 |2,78 |

|Profitability ratios | | | |

|Profit margin on sales |0,16 |0,17 |0,10 |

|Return on total assets |0,39 |0,35 |0,29 |

|Return on equity |0,39 |0,47 |0,35 |

I did not indicate accounts receivables and accounts payables, as my

business will be very small and all operations will be done in cash by

personal sales during first three years. In addition, invoices and credit

cards are not common in Russia, so it is one more reason of not indicating

them. So, I did not count liquidity ratios, as all of them are based on

current liabilities.

From my analysis of projected future operations, we can see that debt

ratio will decrease in 2004 and 2005 from 0,25 to 0,18. It tells about the

decrease of funds provided by creditors and increase in the attractiveness

of business for investments, as creditors prefer lower ratios. Debt -to-net

worth ratio will also decrease in 2004 and 2005 from 0,46 to 0,30, what

tells about the increase of business’s ability to meet both its creditor

and owner obligations in case of liquidation. The times interest earned

ratio will decrease. It indicates that the firm will have fewer

difficulties in meeting the interest payments of loan. The net income can

decrease almost by ten times until the business will not be able to pay its

interest obligations in 2005.

The fixed assets turnover will constantly increase, what indicates the

increase of effectiveness of the fixed asset usage. The total assets

turnover ratio will decrease from 2003 to 2004 and increase from 2004 to

2005. It tells about the decrease of the volume of the business produced on

the total asset investment in 2004 and increase of it in 2005. The main

cause of decrease will be more significant increase in total assets and

less significant in sales.

The profit margin on sales ratio will slightly increase in 2004 and

more significantly decrease in 2005. It indicates the decrease of income

per dollar for the first three years of existence. The cause of the

decrease in 2005 will be the more intensive use of debt.

The ROA will constantly decrease in the first three years of existence

of the business. It indicates the decrease of the return on assets. The

cause of it will be more significant increase in total assets and less

significant in net income.

The ROE will increase from 2003 to 2004. It will indicate the increase

in the rate of return on the owner’s investments. The cause of it will be

more intensive use of debt. But in 2005 there will decrease in ROE, what is

explained by the more significant increase in equity and less significant

in net income.

Depreciation Estimation

I will use the modified accelerated cost recovery system method of

depreciation. According to my opinion it is the best for me because it will

allow getting some tax savings because of the decrease of income due to

accelerated depreciation.

|All assets |Fixed assets |Intangible assets |

|Depreciation |Depreciation |Depreciation |

|2003 |2004 |2005 |2003 |2004 |2005 |2003 |2004 |2005 |

|33% |45% |15% |33% |45% |15% |33% |45% |15% |

| |33% |45% | |33% |45% | |33% |45% |

| | |33% | | |33% | | |33% |

|Accumulated depreciation |Accumulated depreciation |Accumulated |

| | |depreciation |

|$694 |$1 674 |$2 073|$420 |$1 014|$1 255|$274 |$660 |$818 |

Fixed Capital Estimation

I made the estimation for the first year. As all assets are almost the

same in each consulting service than I determined the price for the next

period by making inflation adjustments.

|Name of |Costs | | | |

|assets | | | | |

| |Pessimist|Realist|Optimist|Most |

| |ic |ic |ic |probably |

|a |$550,00 |$500,00|$450,00 |$500,00 |

|computer | | | | |

|a monitor|$275,00 |$250,00|$225,00 |$250,00 |

|a modem |$96,00 |$80,00 |$66,06 |$80,34 |

|a printer|$180,00 |$150,00|$135,00 |$152,50 |

|the |$1 040,00|$650,00|$325,00 |$660,83 |

|database | | | | |

|Other |$400,00 |$150,00|$10,00 |$168,33 |

|software | | | | |

|office |$220,00 |$200,00|$180,00 |$200,00 |

|equipment| | | | |

|a |$100,00 |$90,00 |$80,00 |$90,00 |

|telephone| | | | |

|/fax | | | | |

|Total: |$2 861,00|$2 |$1 |$2 102,01 |

| | |070,00 |471,06 | |

Working Capital Estimation

I also made the estimation for the first year, as with the fixed

capital, and than determined the price for the next period by making

inflation adjustments.

|Name |Costs |

|of | |

|assets| |

| | | | |

| |Pessimi|Reali|Optimi|

| |stic |stic |stic |

| | | | |

|Paper |$36,00 |$24,0|$13,00|

| | |0 | |

| | | | |

|Cartri|$27,50 |$25,0|$22,50|

|dges | |0 | |

| | | | |

|Writin|$15,00 |$12,7|$7,14 |

|g | |1 | |

|implem| | | |

|ents | | | |

| | | | |

|Total:|$78,50 |$65,7|$42,64|

| | |1 | |

| | | | |

Basing on the cash receipt forecast, I will need

1*$78,50+4*$62,71+1*$42,64= $62 a year for working capital.

Marketing Estimation

The sales estimation I based on the next assumptions:

1. The share of the ''Irkutskiy'' market will decrease, as there will

appear some competitors.

|2003 |2004 |2005 |

|45% |43% |41% |

The amount of purchases a day in average in the "Irkutskiy" market:

in items

|2003 |2004 |2005 |

|193 |219 |242 |

2. The share of the the ''Fortuna'' martet will decrease as there will

appear some competitors.

|2004 |2005 |

|12% |10% |

The amount of purchases a day in average in the "Fortuna" market:

in items

|2004 |2005 |

|61 |59 |

3. The share of the ''Complex'' market will stay constant.

|2005 |

|19% |

The amount of purchases a day in average in the "Complex" market:

in items

|2005 |

|112 |

The assumed amount of potential clients that will use my database:

Share:

|1 year|2 year|3 year|

|50% |70% |85% |

The amount of potential clients a day

|2003 |2004 |2005 |

|29 |59 |105 |

The amount of potential clients a year:

|2003 |2004 |2005 |

|10650 |21488 |38481 |

The projected sales price

|2003 |2004 |2005 |

|$0,80 |$0,84 |$0,88 |

Advertisement expenses

| |2003 |2004 |2005 |

|Printed |$347 |$303 |$265 |

|materials | | | |

|News papers|$312 |$328 |$344 |

|Total: |$659 |$631 |$609 |

Labor Expenses

Labor expenses are based on assumption that every year I will open one

additional consulting center. So, there should be one additional consultant

each year.

A month:

| |2003 |2004 |2005 |

|Salary |$200 |$210 |$221 |

A year:

| |2003 |2004 |2005 |

|Salary |$2 400|$5 040|$15 |

| | | |876 |

Rent Expense Estimation

Rent, a year

| |2003 |2004 |2005 |

|``Irkutskiy`` |$1 |$1 |$1 |

|market |600,00 |680,00 |764,00 |

|``Fortuma`` | |$1 |$1 |

|market | |800,00 |890,00 |

|``Complex`` | | |$3 |

|market | | |200,00 |

|Total |$1 |$3 |$6 |

| |600,00 |480,00 |854,00 |

MANAGEMENT PLAN

As I plan to organize small venture, I decided to use simple structure for

management.

The responsibility of manager: develop database, programming, accounting,

transport, managing finance, human resource, and operational activities.

The responsibility of consultants: serve clients and update database, look

after equipment

This structure and distribution of functions are optimal for such

businesses as I plan to organize.

HUMAN RESOURCES PLAN

The manager of the firm should be able to use specific program tools.

He or She should have manager/economic education and have some experience

in working for a consulting firm. The manager should know financing,

programming, basics of human resource management, and accounting.

The consultant should have computer skills, know programming and be

able to work with the Internet effectively.

As I stated in the financing plan I plan to hire one more consultant

each year because I plan to open new consulting center each year.

As my venture is small and does not have much financing I will not

plan to pay for all medical insurance expense of employees, but I will

provide transportation from home to work and from work to home. I plan to

establish friendly environment that will help to organize work more

effectively.

The motivation will be based on the salary % and on the opportunity of

realization available knowledge.

CONCLUSIONS

This venture will help people to save their time and money. It will

help to find what is necessary more quickly.

According to market plan it has good opportunities for development and

if the market strategy is right than it might be quite profitable. Next, by

using effective management tactics the organization of the work process

will be on the highest level. In addition, the use of cash sales will help

to held cash balance in good condition. Finally, prepared and qualified

personal will be the guaranty of stable development.

As a result of this venture clients find products more quickly, and

sellers get new clients, consequently, everybody win. So, this venture has

a lot of perspectives.

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Manager

Consultant 1

Consultant 2

Consultant 3