Call Center Proposal

Executive Summary Introduction It is the mission of Vashon Solicitation Services to provide clients with top quality call center services 24 hours-a-day. A service that provides our clients with the greatest chance of communicating with their end customers. We do B2B and B2C services including both inbound and outbound calls. We have a dedicated and well trained cadre of customer support specialists who are able to consistently provide excellent services delivered in a timely and cost-effective manner. Whatever a client's customer relations goals are: quantifying sales leads, taking orders, responding to ad inquiries, market research, or general information requests, VSS has the people with the expertise to professionally service those needs. The Company VSS will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mr. Martin Gibbs, a former telemarketing head with Medfone, Inc. Mr. Gibbs has brought together a highly respected group of telemarketing and customer relations specialists who have a total of 35 years of combined experience with this industry. The company has a limited number of private investors and does not plan to go public. The company has its main offices in Gig Harbor, Washington. The facilities include office spaces, conference rooms, and a phone center. The company expects to begin offering services in June of Year 1. The Services Vashon offers a wide range of call center service including both inbound and outbound calls. We provide bilingual services in both english and spanish. The most common needs that we can fulfill are: •

Generate sales leads

•

Set appointments

•

Market research

•

Surveys (including statistical analysis and political surveys)

•

First level help desk

•

Database or mailing list information

•

Business development

•

Point-of-sale product promotion

•

Seminar and conference invitations

VSS iss not a telemarketing company, we do nott create the e marketin g campaig gns for ents. Experience has s shown tha at many co ompanies desire d to ccreate theirr own our clie marketting campa aign since they t alread dy have marketing pe ersonnel w with extens sive contactt and expe erience in the t industryy. The Ma arket The tellemarketing industry is a growin ng industry y with most companiees having an annual growth be etween 6.5 5% and 8% %. This is due to busin nesses thaat are beco oming increassingly aware of the need for ma arket inform mation and d the desiree to reduce e custom mer turnove er rates in a hard hit e economy. A significa ant trend inn this indus stry is the gro owing number of clien nts who wi sh to outso ource telem marketing ffunctions to t client compa anies instea ad of developing succh infrastructure in-ho ouse. This makes forr an ent opportu unity for VS SS. Howevver, long-te erm analysis of growtth rates in this excelle industrry show a cyclical c patttern and V VSS does not n expectt this high ggrowth rate e to continu ue. VSS pllans to entter into two o market se egments. First, F we will work in tthe medica al service es industryy since they y have a hiigh need to o maintain contact w with their pa atients at all tim mes. We will w also be e working a as a first lev vel help de esk for a nuumber of small s high-te ech companies, and be b taking o on short-term projects s such as ssurveys fro om small cclients. Financ cial Consid derations Start-up assets re equired are e shown in n the tables s accompa anying the Start-up Summa ary topic. This T includes expensses and the e cash nee eded to suppport opera ations until re evenues rea ach an acc ceptable le evel. Most of the com mpany's liabbilities will come utside priva ate investo ors and ma anagement investment, howeveer, we have from ou obtaine ed current borrowing from Bankk of Americ ca Comme ercial Invesstments, th he principal to be pa aid off in tw wo years. A long-term m loan through Charteer Bank of Tillamo ook will be paid off in ten years . We also have h a line e of credit ffrom Viking g Bank that we e can draw w upon if ne eed be. The co ompany expects to re each profita ability in ye ear two and d does nott anticipate e any seriouss cash flow w problems s. We consservatively believe tha at during thhe first thre ee years tthat about three ongo oing contra acts per mo onth will gu uarantee a break-eve en point.

Need a actual charrts? We reccommend using u Business Plan Pro as the e easiest way w to creaate graphs for your ow wn businesss plan. Edit thiis sample plan p » 1.1 Keyys to Succcess Vashon n's keys to o long-term m survivabillity and pro ofitability are: •

Create e long-term m contracts that dema and constant monitoring or on-ccall service es.

•

Keepin ng close co ontact with clients and d establish hing a well functionin g long-term m relation nship with them to ge enerate rep peat busine ess and ob btain a top notch reputation.

•

Establish a comp prehensive service exxperience for f our clie ents that in cludes consulttation, prog gress repo orts and po ost-program m feedback k. 1.2 Misssion It is the e mission of o VSS to provide p ourr clients wiith top qua ality call cennter servic ces 24 hours-a a-day that provide the greatestt chance off communicating withh end custo omers. We do B2B and B2C B servic ces includin ng both inb bound and outbound calls. We have a dedicatted and we ell trained cadre of cu ustomer su upport specialists whho are able e to consisttently provvide excelle ent service es delivered d in a timely and costt-effective manne er. Whatevver a client's customer relationss goals are e: quantifying sales leeads, takin ng orders,, respondin ng to ad inquiries, ma arket resea arch, or ge eneral inforrmation req quests, VSS ha as the peo ople with th he expertise e to profes ssionally se ervice yourr needs. 1.3 Obj bjectives The thrree year go oals for Va ashon Soliccitation Services LLC C (VSS) aree:

•

Achieve break-even by year two.

•

Establish long-term contracts with at least four clients.

•

Establish minimum 95% customer satisfaction rate to form long-term relationships with our clients and create word of mouth marketing.

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Company Summary VSS will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mr. Martin Gibbs, a former telemarketing head with Medfone, Inc. Mr. Gibbs has brought together a highly respected group of telemarketing and customer relations specialists who have a total of 35 years of combined experience with this industry. The company has a limited number of private investors and does not plan to go public. The company has its main offices in Gig Harbor, Washington. The facilities include office spaces, conference rooms, and a phone center. The company expects to begin offering its services in June of Year 1. The company's main clients will be companies that require high amounts of communication between themselves and their clients. This includes medical services, and companies that wish to outsource first-level help desk support. By focusing on institutions such as these that have special needs, we believe we will be able to better serve our clients and produce a superior service that is more effective that other call center firms. 2.1 Start-up Summary Start-up assets required are shown in the tables below. This includes expenses and the cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have obtained current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-

term lo oan through h Charter Bank B of Tilllamook will be paid off o in ten yeears.We also have a line of cre edit from Viking Bankk that we ca an draw up pon if needd be.

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Start-u up Require ements Start-u up Expens ses Legal

$2,,000

Insuran nce

$1,,000

utilitiess

$$200

Rent

$3,,000

Accoun nting and bookkeepin b ng fees

$2,,000

Expenssed equipm ment

$8,,000

Advertiising

$3,,500

Other

$8,,000

Total S Start-up Expenses

$27,,700

Start-u up Assets Cash R Required Other C Current Asssets Long-te erm Assetss

$117,,800 $3,,500 $25,,000

Total A Assets

$146,,300

Total R Requireme ents

$174,,000

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Start-u up Funding Start-up Expense es to Fund

$27,,700

Start-up Assets to o Fund

$146,,300

Total F Funding Required R

$174,,000

Assets s Non-ca ash Assetss from Starrt-up Cash R Requireme ents from Start-up S Additio onal Cash Raised R

$28,,500 $117,,800 $0

Cash Balance on Starting Date

$117,800

Total Assets

$146,300

Liabilities and Capital Liabilities Current Borrowing

$16,000

Long-term Liabilities

$55,000

Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities

$3,000 $0 $74,000

Capital Planned Investment Mr. Martin Gibbs

$25,000

Ms. Mary Stuart

$20,000

Mr. Henry Hannover

$20,000

Mr. Nicolas Caput Others Additional Investment Requirement

$8,000 $27,000 $0

Total Planned Investment

$100,000

Loss at Start-up (Start-up Expenses)

($27,700)

Total Capital

$72,300

Total Capital and Liabilities

$146,300

Total Funding

$174,000

2.2 Company Ownership The company will have a number of outside private investors who will own 27% of the company's shares. The rest will be owned by the senior management including Mr. Martin Gibbs, (25%), Ms. Mary Stuart (20%), Mr. Henry Hannover, (20%), and Mr. Nicholas Caput (8%). All other financing will come from loans.

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Services Vashon offers a wide range of call center service including both inbound and outbound calls. We provide bilingual services in both english and spanish. The most common needs for call centers are: •

Generate sales leads

•

Set appointments

•

Market research

•

Surveys (including statistical analysis and political surveys)

•

First level help desk

•

Database or mailing list information

•

Business development

•

Point-of-sale product promotion

•

Seminar and conference invitations VSS is not a telemarketing company we do not create the marketing campaigns for our clients. Experience has shown that many companies desire to create their own marketing campaign since they already have marketing personnel with extensive contact and experience in the industry. However, the costs of carrying out such a telemarketing campaign can be prohibitive and often the firm does not wish to

develop the infrastructure to do so. This requires developing different skills and core competencies that divert management and resources from their primary duties. This is where VSS comes in. We either connect a prospective client with a telemarketing company (we have arrangements and contacts with three such consulting firms) or once such a campaign is designed we implement it for our clients. We work closely with our clients in the creation of the campaign's goals, scope, length, and costs so has to create as close a fit between the client needs and our capabilities.

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Market Analysis Summary The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. A significant trend in this industry is the growing number of clients who wish to outsource telemarketing functions to client companies instead of developing such infrastructure in-house. This makes for an excellent opportunity for VSS. However, long-term analysis of growth rates in this industry show a cyclical pattern and VSS does not expect this high growth rate to continue. The telemarketing industry is quite fragmented with companies that vary greatly in size, scope, services offered, and market share. Many companies are general advertising agencies that offer telemarketing services along with a wide range of other consulting services. In addition, many companies, still not realizing the potential advantages of outsourcing, choose to develop their own telemarketing services. VSS plans to enter into two market segments. First, we will work in the medical services industry since they have a high need to maintain contact with their patients at all times. We also will be working as a first level help desk for a number of small high-tech companies. Mr. Gibbs and Ms. Stuart have already signed contracts with

Evergrreen Mediccal and Sno o-net, Inc. to serve in n these cap pacities. W We will also o be erm projectts, such ass surveys, from small clients. taking on short-te 4.1 Ma arket Segm mentation Virtuallly every co ompany, bo oth large a and small re equire som me form of telemarketing at some p point. Often n it is a surrvey to dettermine customer sattisfaction oor awarene ess. Sometiimes it is effectively e communica c ating an up pcoming event such as a confe erence. Other ccompaniess wish to kn now if telem marketing is a feasib ble method of sales genera ation. One of the new w uses for ccall centers s is in first level help desk services. About 7 75-80% off all technic cal problem ms faced by end custtomers cann be solved d by non-tecchnical cusstomer serrvice repre sentatives who are fa amiliar withh a compu uter or techniccal system and who have h a scriipted set of o procedurres to solvee most com mmon occurin ng problem ms. This is where w an o outsourced d call cente er can savee a client a large amoun nt of moneyy and allow w a reductio on in perso onnel need ded on calll 24 hours--a-day. VSS pllans to entter into two o market se egments. First, F we will work in tthe medica al service es industryy since they y have a hiigh need to o maintain contact w with their pa atients at all tim mes. We also a will be e working a as a first lev vel help de esk for a nuumber of small s high-te ech companies. Mr. Gib bbs and Mss. Stuart have alread dy signed contracts c with w Evergrreen Medic cal and Sno-ne et, Inc. to serve s in the ese capaciities. Our customer c service reprresentative es are alreadyy in the pro ocess of re eceiving ha ands-on tra aining from these twoo companie es to meet th heir needs. We will also a be takiing on short-term pro ojects suchh as survey ys from small cclients. Once w we have esstablished a good wo orking relattionship with these innitial clients s, we will leverage our reputation and profittability into new conta acts and coontracts with other lo ocal compa anies. Ourr ultimate g goal is to se ervice the entire wesst coast reg gion and be ecome the company with w a dom minant mark ket share. The ma arket analyysis table and a graph which follo ows shows s the numbber of busin nesses within tthe state of o Washington. This w will be our initial geog graphical foocus for the first fou ur to five ye ears of ourr companyy's existanc ce. Later, as a we expaand to a we est coast sscope, our future bus siness plan ns will inclu ude all of our potentiaal clients in n this area.

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Markett Analysis s Year

Yea ar

Year

Year

Year Y

1

2

3

4

5

Potenttial Custom mers

G Growth

AGR CA

High-te ech 2%

400

40 08

416

424

432 4

1.994%

compa anies

3%

350

36 61

372

383

394

3.000%

Other

3% 2,200 2 2,26 66 2,334 2,404 2,4 476

3.000%

Total

2.86% 2,950 2 3,03 35 3,122 3,211 3,302

2.886%

compa anies Medica al

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We recommend using Business Plan Pro as the easiest way to create automatic financials for your own business plan. Edit this sample plan » 4.2 Service Business Analysis The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. However, long-term analysis of growth rates in this industry show a cyclical pattern and VSS does not expect this high growth rate to continue. The telemarketing industry is quite fragmented with companies that vary greatly in size, scope, services offered, and market share. Many companies are general advertising agencies that offer telemarketing services along with a wide range of other consulting services. In addition, many companies, not realizing the potential advantages of outsourcing, choose to develop their own telemarketing services. VSS believes that the greatest threat at the moment is in new entrants to the market who perceive an opportunity in a "high" growth industry. The most likely entrants will be pre-existing advertising agencies wishing to horizontally integrate and enter new sub-markets. The one major disadvantage to new entrants is that all firms engaged in contracting to telemarketing agencies face significant switching costs when bringing on a new partner. Furthermore, VSS understands that in this industry there is a significant learning curve that creates declining "unit" costs as a firm gains more cumulative experience in the field itself and with long-term clients specifically. Finally there are significant start-up costs associated with creating a call center. Rivalry among different call center agencies is quite intense. The telemarketing industry as a whole is mature with long-term moderate growth. Most of the largest agencies are mutually dependent when it comes to jockeying for position and market share. The fact that there are so many diverse and seemingly "generic" or general telemarketing agencies makes this a cutthroat industry. The threat of clients backwardly integrating so as to have all their advertising done in-house is one of the major factors that buyers use to indirectly control price in this industry, and increase competition among firms. This must always be foremost in the minds of Vashon's management when offering services and setting prices.

4.2.1 Competition and Buying Patterns Competition Competition includes all potential call centers and telemarketing agencies across the country. In addition we have indirect competition from organizations that handle all their telemarketing in-house. Practically speaking, this means we have the greatest threat from the largest telemarketing agencies such as Crouch & Weasley, Berman Telemarketing, and other big, nationwide call center companies that hold significant market share. The call center industry is highly fragmented, with a large number of small companies that mainly cater to small firms and a few large companies that seek the largest contracts from companies such as Sprint, GM, etc. This makes competition within the industry very intense. Through our focused strategy of serving niche markets such as help desk services, we intend to avoid such a debilitating environment and avoid its drawbacks such as price wars, and etc. Buying patterns and needs Companies usually enter into contracts with call center firms based on their reputation of professionalism and effective campaigns in the past. This reputation is difficult to obtain by new firms unless its personnel bring it with them from previous companies such as ours. Price and scope are also important reasons for accepting contracts, especially if the company is small.

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Strategy and Implementation Summary Vashon Solicitation Services' business strategy is to enter into a focused approach to its services rather than being everything to its clients. Our company does not intend to be a telemarketing consultation firm, nor will it ever become so. We are a call center firm that simply implements telemarketing campaigns or help desk functions for its clients. These services are where we can offer a higher standard of quality to our clients. This will allow us to charge a higher profit margin for these differentiated and more focused services.

5.1 Ma arketing Strrategy Vashon n has alrea ady concluded two co ontracts with local co ompanies rrequiring 24 hour call cen nter servicces. These will provid de us with initial i reven nue and thhe chance to build our rep putation. Our O compan ny intends to use testimonials from such cclients to build b further contracts. We have begun to e establish our o presenc ce using vaarious marrketing method ds such ass flyers, colld calls, B2 2B contacts, and we will be atteending conven ntions and other even nts as well . 5.2 Salles Strateg gy Vashon n's management will be focusin ng on leverraging its employee's e s established reputattions and contacts c in the telema arketing in ndustry to generate g coontracts. Both B Mr. Gib bbs and Mr. Hannove er have be een in the in ndustry forr many yeaars and experie ence show ws that man ny of their e existing clients will sttill wish to w work with them despite e having to o establish a new con ntract with VSS. We also a underrstand that we may ne eed to lowe er costs in our first co ouple of ye ears in orde er to attracct new customers and clo ose deals. In addition to ourr first contra acts with E Evergreen Medical an nd Sno-nett, Inc. Mr. Hannovver has be een actively y seeking tto acquire a large contract withh National Conven ntions & Events overr the past sseven mon nths. This company c iss the largest event o organizing firm on the e West coa ast and has been see eking a calll center firrm for a custom mer survey project to be launche ed in the near n future. VSS belieeves that itts chance es for acqu uiring this contract c are e excellentt. 5.2.1 S Sales Foreccast Sales a are based on the varrious contra act projectts we anticipate acquuiring in the e variouss market se egments. Revenues R are based d on averag ge costs peer projectt/contract based b on estimated e ttime and co omplexity of o contractt plus and undiscllosed profiit margin. The T compa any does not n have an ny significaant direct costs c of sales. at our most attractive e target ma arkets, med dical servicces and he elp We antticipate tha desk cllients will provide p us with signifficant early y revenue. As time gooes on, and we acquire e more cusstomers, th he percenta age of sho ort-term and d other proojects will increasse.

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Sales Forecast Year 1

Year 2

Year 3

$132,000

$180,000

$270,000

Help desk services

$69,000

$120,000

$150,000

Short-term projects

$43,500

$65,000

$96,000

Other projects

$33,500

$58,000

$69,000

$278,000

$423,000

$585,000

Year 1

Year 2

Year 3

Row 1

$0

$0

$0

Other

$0

$0

$0

Subtotal Direct Cost of Sales

$0

$0

$0

Sales Medical call center services

Total Sales Direct Cost of Sales

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Management Summary The company will have four officers including our president, Mr. Martin Gibbs. Our head of operations will be Mr. Nicholas Caput, plus 12 customer service representatives. Finances and general admin will be handled by Ms. Stuart. The company plans to hire additional service representatives, and administrative personnel as we begin to get large numbers of contracts.

6.1 Perrsonnel Vashon n's management brin ngs to the ccompany strong s capa abilities in contract negotia ation, proje ect manage ement, tele emarketing g, and a un nique combbination of skills drawn from otherr businesse es. Key Pe ersonnel Mr. Ma artin Gibbs is a gradu uate of the University y of Missouri where h e obtained d his business degree degree in 1971. Sincce then, Mr. M Gibbs ha as had exttensive experie ence in ma arketing, te elemarketin ng, and pro oject mana agement. T This include es experie ence in bud dgeting, prroject overrsight, etc. In 1996 he e obtained a graduate degree e in marketting from University U o of Washing gton. Mr. Gibbs G spentt the last fo our years a as the telem marketing departmen nt head witth Medfone e, Inc. Mr. Niccholas Cap put graduatted from A Arizona Sta ate Univers sity with a bbachelors degree in markketing in 19 975. From 1978-198 8 Mr. Capu ut worked for Nelsonn Marketing g Consulltants. In 1989 he we ent to workk for Anderson Consu ulting in theeir marketing division n, where he worked as a a projecct manager.

Person nnel Plan Year 1

Year 2

Ye ar 3

Mr. Ma artin Gibbs - Presiden nt

0 $36,000

$36,000

$60,,000

Ms. Ma ary Stuart - Office Ma anager

$36,000 0

$36,000

$60,,000

Mr. Niccholas Cap put - Opera ations

$36,000 0

$36,000

$36,,000

$101,050 0 $203,000

$203,,000

Custom mer service e representatives Total P People Total P Payroll Financcial Plan

19 9

27

27

$209,050 0 $311,000

$359,,000

Our financial plan n anticipate es two yea ars of nega ative profits s as we ga in sales vo olume. ed enough h investmen nt to coverr these loss ses and haave an add ditional We havve budgete credit line availab ble if sales do not ma atch predic ctions. portant Asssumptions 7.1 Imp We are e assuming g approxim mately 75% % sales on credit and average innterest rate es of 10%. T These are considered c d to be con nservative in case our predictio ns are erroneo ous.

Genera al Assump ptions Ye ear 1

Year 2

Ye ar 3

1

2

3

Curren nt Interest Rate R

10.0 00%

10.00%

10.000%

Long-te erm Interesst Rate

10.0 00%

10.00%

10.000%

Tax Ra ate

30.0 00%

30.00%

30.000%

0

0

0

Plan M Month

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We reccommend using u Business Plan Pro as the e easiest way w to creaate automa atic financia als for your own busiiness plan . Edit thiis sample plan p » 7.2 Bre eak-even Analysis A Our bre eak-even analysis a is based on the assum mptions tha at our grosss margin is s approxximately 10 00%. In oth her words, we will hav ve insignificant direct ct cost of sa ales. Since e each contrract will be of differen nt scope, le ength, and complexityy, it is diffic cult to assign and avera age per uniit revenue figure. How wever, it is s conservaatively belie eved that du uring the firrst three ye ears, avera age profitab bility per month m per ssegment will w be modera ate. This iss because we will be dealing with smallerr companiees at first th hat have smaller con ntracts. We e expect that about th hree ongoing contraccts per mon nth will guaran ntee a brea ak-even po oint.

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Break--even Ana alysis Monthly Revenue e Break-ev ven

$27,,234

mptions: Assum Averag ge Percentt Variable Cost C Estima ated Monthly Fixed Cost

0% $27,,234

7.3 Pro ojected Pro ofit and Los ss The folllowing tab ble itemizes s our reven nues and associated a costs. Wee expect to o be paying higher cossts in mark keting and advertising than othe er compannies as we attemp pt to build sales s volum me. As sho own in the table in the e Appendixx, we expe ect monthly profits to o begin in December D 2003.

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Pro Forma Profit and Loss Year 1

Year 2

Year 3

$278,000

$423,000

$585,000

$0

$0

$0

Other Costs of Sales

$4,300

$6,000

$6,000

Total Cost of Sales

$4,300

$6,000

$6,000

$273,700

$417,000

$579,000

98.45%

98.58%

98.97%

$209,050

$311,000

$359,000

$18,000

$10,000

$10,000

$0

$0

$2,500

$18,000

$18,000

$18,000

$7,200

$8,000

$9,000

Insurance

$13,200

$14,000

$15,000

Payroll Taxes

$31,358

$46,650

$53,850

Travel

$12,000

$8,000

$4,000

Other

$18,000

$15,000

$15,000

$326,808

$430,650

$486,350

($53,108)

($13,650)

$92,650

Sales Direct Cost of Sales

Gross Margin Gross Margin % Expenses Payroll Sales and Marketing and Other Expenses Depreciation Rent Utilities

Total Operating Expenses

Profit Before Interest and

Taxes A EBITDA Interesst Expense e Taxes Incurred Net Prrofit Net Prrofit/Sales

($5 53,108)

($13,650)

$95,,150

$8,183

$9,400

$9,,100

$0

$0

$25,,065

($6 61,291)

($23,050)

$58,,485

-2 22.05%

-5.45%

10.000%

7.4 Pro ojected Cash Flow The folllowing is our o cash flo ow chart a nd diagram m. We do not n expect to have an ny short-te erm cash flow f proble ems even tthough we will be ope erating at a loss for the first nine months. Ourr short-term m loan will be repaid in two equ ual paymennts in 2004 4-2005. Our lon ng-term loa an will be paid p off in tten years.

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Pro Forma Cash Flow Year 1

Year 2

Year 3

$69,500

$105,750

$146,250

Cash from Receivables

$159,050

$291,458

$409,934

Subtotal Cash from Operations

$228,550

$397,208

$556,184

$0

$0

$0

$20,000

$6,000

$0

free)

$0

$0

$0

New Long-term Liabilities

$0

$0

$0

Sales of Other Current Assets

$0

$0

$0

Sales of Long-term Assets

$0

$0

$0

New Investment Received

$3,000

$5,000

$0

Subtotal Cash Received

$251,550

$408,208

$556,184

Year 1

Year 2

Year 3

$209,050

$311,000

$359,000

Cash Received Cash from Operations Cash Sales

Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-

Expenditures Expenditures from Operations Cash Spending

Bill Payyments

$ $121,806

$135,385 5

$162,,552

Subtottal Spent on o Operattions

$ $330,856

$446,385 5

$521,,552

$0

$0 0

$0

$0

$0 0

$8,,000

$0

$0 0

$0

Repaym ment

$0

$0 0

$4,,000

Purcha ase Other Current C As ssets

$0

$0 0

$0

Purcha ase Long-te erm Assets s

$0

$0 0

$0

Dividen nds

$0

$0 0

$0

Subtottal Cash Spent S

$ $330,856

$446,385 5

$533,,552

Net Ca ash Flow

(($79,306) ($38,177)

$22,,632

Additio onal Cash Spent S Sales T Tax, VAT, HST/GST Paid Out Princip pal Repaym ment of Current Borrow wing Other L Liabilities Principal P Repaym ment Long-te erm Liabilitties Princip pal

Cash B Balance

$38,494

$317 7

$22,,949

7.5 Pro ojected Balance Shee et The folllowing tab ble shows the t projectted balance e sheet forr VSS.

Pro Fo orma Balance Sheett Year 1 Assets s

Year 2

Ye ar 3

Current Assets Cash

$38,494

$317

$22,949

Accounts Receivable

$49,450

$75,242

$104,058

Other Current Assets

$3,500

$3,500

$3,500

Total Current Assets

$91,444

$79,059

$130,507

$25,000

$25,000

$25,000

$0

$0

$2,500

$25,000

$25,000

$22,500

$116,444

$104,059

$153,007

Year 1

Year 2

Year 3

Accounts Payable

$11,435

$11,100

$13,563

Current Borrowing

$36,000

$42,000

$34,000

$0

$0

$0

Subtotal Current Liabilities

$47,435

$53,100

$47,563

Long-term Liabilities

$55,000

$55,000

$51,000

Total Liabilities

$102,435

$108,100

$98,563

Paid-in Capital

$103,000

$108,000

$108,000

Retained Earnings

($27,700)

($88,991)

($112,041)

Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities

Other Current Liabilities

Earning gs Total C Capital Total L Liabilities and Capittal Net Wo orth

($6 61,291)

($23,050)

$58,,485

$ $14,009

($4,041)

$54,,444

$1 116,444

$104,059

$153,,007

$ $14,009

($4,041)

$54,,444

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Analysis Ratio A Indusstry Yearr 1 Sales G Growth

Year 2

Year 3

Pro ofile

0.00 % 52.16% % 38.30% %

8.779%

42.47 7% 72.31% % 68.01% %

28.112%

Percen nt of Totall Assets Accoun nts Receivable Other C Current Asssets

3.01 %

3.36% %

2.29% %

44.118%

Total C Current Asssets

78.53 3% 75.98% % 85.29% %

76.227%

Long-te erm Assetss

21.47 7% 24.02% % 14.71% %

23.773%

Total Assets

100.00% 100.00% 100.00%

100.00%

Current Liabilities

40.74% 51.03% 31.09%

38.61%

Long-term Liabilities

47.23% 52.85% 33.33%

13.60%

Total Liabilities

87.97% 103.88% 64.42%

52.21%

Net Worth

12.03%

-3.88% 35.58%

47.79%

100.00% 100.00% 100.00%

100.00%

98.45% 98.58% 98.97%

100.00%

120.50% 104.03% 88.98%

82.68%

Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses

0.00%

0.00%

0.00%

1.66%

-3.23% 15.84%

1.37%

Profit Before Interest and Taxes

-19.10%

Main Ratios Current

1.93

1.49

2.74

1.59

Quick

1.93

1.49

2.74

1.22

87.97% 103.88% 64.42%

3.09%

Total Debt to Total Assets

Pre-tax Return on Net Worth 437.51% 570.43% 153.46% Pre-tax Return on Assets Additional Ratios

-52.64% -22.15% 54.61% Year 1

Year 2

Year 3

60.22% 7.76%

Net Profit Margin

-22.05%

-5.45% 10.00%

n.a

0.00% 107.42%

n.a

Return on Equity

437.51%

Activity Ratios Accounts Receivable Turnover

4.22

4.22

4.22

n.a

56

72

75

n.a

11.39

12.17

12.17

n.a

28

30

27

n.a

2.39

4.06

3.82

n.a

Debt to Net Worth

7.31

0.00

1.81

n.a

Current Liab. to Liab.

0.46

0.49

0.48

n.a

$44,009 $25,959 $82,944

n.a

Collection Days Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios

Liquidity Ratios Net Working Capital Interest Coverage

-6.49

-1.45

10.18

n.a

Assets to Sales

0.42

0.25

0.26

n.a

Current Debt/Total Assets

41%

51%

31%

n.a

Acid Test

0.89

0.07

0.56

n.a

19.84

0.00

10.74

n.a

Additional Ratios

Sales/Net Worth

Divide end Payout

0.0 00

0.0 00

0.00 0

n.a

Read more: h http://www w.bplans.co om/call_cen nter_busin ness_plan/ffinancial_pplan_fc.php p#ixzz1 Wi7rzsslZ Append dix

Sales F Forecast Mont Mont Mon n Mont Mo ont Mont Mont Mont Mont M Mont Mon nt Mont h1

h 2 th 3

h4

h5

h6

h7

h8

h 9 h 10 h 11 h 12

Sales Medic al call center servic 0 $8,00 $8,00 $ $8,0 0 $12,0 $1 2,0 $12,0 $12,0 $12 2,0 $12,0 $$12,0 $12,0 0 $12,0 es

%

0

0

00 0

00

00

00

00

00 0

00

00

00 0

00

Help desk servic 0 es

%

5,00 $5,00 $8,00 $8,0 00 $8,00 $$8,00 $11,0 0 $11,0 $5,00 $5 $0

$0

$0 0

0

0

0

0

0

0

0

00 0

00

Shortterm $ projec 0 $2,00 $2,50 ts

Other projec

%

0

0

$2 2,00 $3,00 $3,00 $6,0 00 $4,00 $$7,00 $7,00 0 $7,00 $0 0

$0

0

0

0 $1,00 $1,50 $ %

0

0

0

0

0

0

0

0

$7,00 $5,0 00 $7,00 $$5,00 $2,00 0 $5,00 $0 0

$0

$0

$0

0

0

0

0

0

0

ts Total

$11,0 $12,0 $ $8,0 0 $17,0 $1 9,0 $20,0 $30,0 $31,0 $31,0 $$32,0 $32,0 0 $35,0

Sales

00

00

00 0

00

00

00

00

00 0

00

00

00 0

00

Direct Cost of

Mont Mont Mon n Mont Mo ont Mont Mont Mont Mont M Mont Mon nt Mont h 2 th 3

h4

h5

h6

h7

h8

$0 0

$0

$0

$0

$0

$0 $

$0

$0

$0 0

$0

$0

$0 0

$0

$0

$0

$0

$0 $

$0

$0

$0 0

$0

$0

$0 0

$0

$0

$0

$0

$0 $

$0

$0

$0 0

$0

Sales

h1

Row 1

$0

$0

Other

$0

$0

h 9 h 10 h 11 h 12

Subto tal Direct Cost of Sales

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Person nnel Plan Mont Mont Mont M Mont Mont Mon nt Mont Mont Mont Mont Mon nt Mont h1

h2

h3

h4

h5

h6

h7

h8

h 9 h 10 h 11 h 12

Mr. Ma artin Gibbs -

0 $3 3,0 $3,0 $3,0 $ $3,0 $3,0 $3,0 $3,0 $3,0 $ $3,0 $3,0 $3,0 $3,0

Preside ent % Ms. Ma ary

0 00

00

00

00

00

00 0

00

00

00

00

00 0

00

0 $3 3,0 $3,0 $3,0 $ $3,0 $3,0 $3,0 $3,0 $3,0 $ $3,0 $3,0 $3,0 $3,0

Stuart -

%

0 00

00

00

00

00

00 0

00

00

00

00

00 0

00

Office Manag ger Mr. Nichola as Caput 3,0 $3,0 $3,0 $ $3,0 $3,0 $3,0 $3,0 $3,0 $ $3,0 $3,0 $3,0 $3,0 Operattion 0 $3 s

%

0 00

00

00

00

00

00 0

00

00

00

00

00 0

00

Custom mer service e represe ent 0 $5 5,7 $5,7 $5,7 $ $5,7 $5,7 $7,6 $9,6 $10, $ 1, $13, $10, $10, $11 atives

%

Total

0

People e

%

6 60

60

60

60

60

80 8

00 000 000

9

9

9

9

9

11 1

13

15

15

000 50 00 470

15

17

19

Total

$14, $14, $14, $ $14, $14, $16, $18, $19, $ $19, $19, $20 0, $22,

Payrolll

76 60 760 760 760

760 68 80 600 000 000

000 50 00 470

Genera al Assump ptions Mont Mo ont Mont Mont Mo nt Mont Mont M Mon nt Mont M Mont Mont Mont h1

h2

h3

h4

h5

h6

h7

h8

1

2

3

4

5

6

7

8

h 9 h 10 h 11 1 h 12

Plan Mont h

9

10

11 1

12

Curre nt Intere st

00 10.00 10.00 1 10.0 00 10.00 1 0.00 10.00 0 10.00 10.00 10..00 10.00 10.00 10.0 %

%

%

%

%

%

%

%

%

%

%

%

Rate Longterm Intere st

10.00 10..00 10.00 10.00 10.0 00 10.00 10.00 1 10.0 00 10.00 1 0.00 10.00 0 10.00

Rate Tax

%

%

%

%

%

%

%

%

%

%

%

%

30.00 30..00 30.00 30.00 30.0 00 30.00 30.00 3 30.0 00 30.00 330.00 30.00 0 30.00

Rate

%

%

%

%

%

%

%

%

%

%

%

%

0

0

0

0

0

0

0

0

0

0

0

0

Othe r

orma Profiit and Los ss Pro Fo on Mon Mon Mo Mon nt Mont Mont M Mon nt Mont Mo ont Mon Mon M Mon h1

h2

h3

h4

h5

h 6 th 7 th 8 th 9

th

th t

th

10

11 1

12

$11,,0 $12,0 $8,00 $ $17 7, $19, $2 20, $30, $31, $31, $32, $32 2, $35, Sales

0 00

00

$ $0

$0

0 000 000 0 000 000 0000 000 00 00 000 0 000

Direct Cost off Sales

$0

$0 0

$0

$0

$0

$0

$00

$0

$0 $

$0

Other Costs of Sale es

$20 00 $100 $100 $200 0 $300 $3 300 $500 $600 $ $5000 $500 $50 00 $500

Total of Cost o Sales

$20 00 $100 $100 $200 0 $300 $3 300 $500 $600 $ $5000 $500 $50 00 $500

Gross

$10,8 $11,9 $7,90 $16, $18, $19, $29, $30, $30, $31, $31, $34,

Margin

00

00

0 800 700 700 500 400 500 500 500 500

Gross Margin

98.18 99.17 98.75 98.8 98.4 98.5 98.3 98.0 98.3 98.4 98.4 98.5

%

%

%

%

2%

2%

0%

3%

6%

9%

4%

4%

7%

Expens es $14,7 $14,7 $14,7 $14, $14, $16, $18, $19, $19, $19, $20, $22, Payroll

60

60

60 760 760 680 600 000 000 000 500 470

Sales and Marketi ng and Other $1,50 $1,50 $1,50 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5

Expens es

0

0

0

00

00

00

00

00

00

00

00

00

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Depreci ation

$1,50 $1,50 $1,50 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 Rent

0

0

0

00

00

00

00

00

00

00

00

00

Utilities

$600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600

Insuran

$1,10 $1,10 $1,10 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1

ce

0

0

0

00

00

00

00

00

00

00

00

00

Payroll 15 $2,21 $2,21 $2,21 $2,2 $2,2 $2,5 $2,7 $2,8 $2,8 $2,8 $3,0 $3,3 Taxes Travel

%

4

4

4

14

14

02

90

50

50

50

75

71

15 $1,00 $1,00 $1,00 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0

%

0

0

0

00 0

00

00

00

00

000

00

00 0

00

50 $1,50 $1,50 $ $1,5 5 $1,5 $1 1,5 $1,5 $1,5 $1,55 $1,5 $1,,5 $1,5 $1,5 Other

0

0

0

00 0

00

00

00

00

000

00

00 0

00

Total Operatti ng Expens es

$24,,1 $24,1 $24,1 $ $24 4, $24, $2 26, $28, $29, $29, $29, $30 0, $33, 7 74

74

74 174 4 174 382 3 590 050 0500 050 77 75 041

Profit Before Interesst and

($13 3, ($12, ($16, ($7,3 3 ($5,4 ($6 6,6

Taxes

374 4)

274) 274)

74 4)

74)

$1,3 $1,44 $2,4

82) 8 $910

($13 3, ($12, ($16, ($7,3 3 ($5,4 ($6 6,6 EBITDA A

374 4)

274) 274)

74 4)

74)

50

500

$1,4

50 $72 25

$1,3 $1,44 $2,4

82) 8 $910

50

500

60 $1,4

50 $72 25

60

Interesst Expenss e

$59 92 $592 $592 $592 2 $633 $6 675 $717 $758 $ $7588 $758 $75 58 $758

Taxes Incurre e d

$ $0

$0

$0

$0 0

$0

$0

Net

($13 3, ($12, ($16, ($7,9 9 ($6,1 ($7 7,3

Profit

966 6)

Net S Profit/S ales

-

866) 866) -

-

66 6)

07)

-

-

$0

$0

$00

$0

$0 $

$0

$1,6 ($3 33

57) 5 $193 $592 $ $6922

92

-

) $701 -

126..9 107.2 210.8 2 46.8 8 32.1 36 6.7 0.64 1.91 2.233 5.29 0.1 10 2.00 6% %

1%

2%

6% %

4%

9% 9

%

%

%

%

%

%

Pro Forma Cash Flow Mon Mon Mon Mont Mont Mont Mont Mon Mon Mon Mon Mon h1

h2

h3

h 4 th 5 th 6 th 7 th 8 th 9

th

th

th

10

11

12

Cash Receive d Cash from Operatio ns Cash

$2,75 $3,00 $2,00 $4,25 $4,7 $5,0 $7,5 $7,7 $7,7 $8,0 $8,0 $8,7

Sales

0

0

0

0

50

00

00

50

50

00

00

50

Cash from Receiva

$8,27 $8,90 $6,2 $12, $14, $15, $22, $23, $23, $24,

bles

$0 $275

5

0

25 800 275 250 525 250 275 000

Subtota l Cash from $2,75 $3,27 $10,2 $13,1 $10, $17, $21, $23, $30, $31, $31, $32,

Operati ons

0

5

75

50 975 800 775 000 275 250 275 750

$0

$0

$0

$0

Addition al Cash Receive d

Sales Tax,

0.0 0%

$0

$0

$0

$0

$0

$0

$0

$0

VAT, HST/GS T Receive d New Current Borrowi ng

$5,0 $5,0 $5,0 $5,0 $0

$0

$0

$0

00

00

00

00

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

New Other Liabilitie s (interest -free) New Longterm Liabilitie s Sales of Other Current Assets Sales of Longterm Assets

New

$1,5 $1,5

Investm

00

00

ent Receive d Subtota l Cash Receive d

$2,75 $3,27 $10,2 $13,1 $15, $22, $28, $29, $30, $31, $31, $32, 0

5

75

50 975 800 275 500 275 250 275 750 Mon Mon Mon

Expendi tures

Mont Mont Mont Mont Mon Mon Mon Mon Mon h1

h2

h3

h 4 th 5 th 6 th 7 th 8 th 9

th

th

th

10

11

12

Expendit ures from Operatio ns Cash Spendin g

$14,7 $14,7 $14,7 $14,7 $14, $16, $18, $19, $19, $19, $20, $22, 60

60

60

60 760 680 600 000 000 000 500 470

Bill Paymen ts

$3,34 $10,2 $10,1 $10,1 $10, $10, $10, $11, $11, $11, $11, $11, 0

02

06

09 210 358 695 213 405 308 316 543

Subtota l Spent on Operati ons Addition al Cash

$18,1 $24,9 $24,8 $24,8 $24, $27, $29, $30, $30, $30, $31, $34, 00

62

66

69 970 038 295 213 405 308 816 013

Spent Sales Tax, VAT, HST/GS T Paid Out

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Principal Repaym ent of Current Borrowi ng Other Liabilitie s Principal Repaym ent Longterm Liabilitie s Principal Repaym ent Purchas e Other Current

Assetss as Purcha e Long gterm Assetss

$0

$0

$0

$ $0

$0

$0

$0

$0

$00

$0

$0 $

$0

$0

$0

$0

$ $0

$0

$0

$0

$0

$00

$0

$0 $

$0

nd Dividen s Subtotta l Cash

4,8 $24, $27, $ $29, $30, $30 , $30, $31, $34, $18,1 $24,9 $24,8 $24

Spent

00

62

66

6 69 970 038 295 213 4055 308 81 16 013

Net Cash

($15, ($21, ($14, ($1 11, ($8,9 ($ $4,2 ($1,0 ($71 ($133

Flow

35 50) 687) 591) 71 19)

Cash

95)

38)

20)

3)

0)) $942

54 ($1,2 ($5 1) 1

63)

$102, $80,7 $66,1 $54 4,4 $45, $41, $ $40, $39, $39 , $40, $39 9, $38,

Balanc ce

4 450

62

72

5 53 457 219 199 486 3566 298 75 57 494

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Pro Fo orma Balance Sheett Mo on Mon Mont M Montt Mont Mont Mont Mont M Mont Mont Mon nt Mont th h 1 th 2 Start ing Asset Bala s

nces

h3

h4

h5

h6

h7

h8

h 9 h 10 h 11 h 12

Curren t Assets $117 $102 $80, $66, $54, $45, $41, $40, $39, $39, $40, $39, $38, Cash

,800 ,450 762 172 453 457 219 199 486 356 298 757 494

Accou nts Receiv able

$8,2 $16, $14, $18, $26, $28, $37, $45, $45, $46, $47, $49, $0

50 975 700 550 575 775 000 000 725 475 200 450

Other Curren t Assets

$3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 00

00

00

00

00

00

00

00

00

00

00

00

00

Total Curre nt Asset $121 $114 $101 $84, $76, $75, $73, $80, $87, $88, $90, $90, $91, s

,300 ,200 ,237 372 503 532 494 699 986 581 273 457 444

Longterm Assets Longterm

$25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25,

Assets

000 000 000 000 000 000 000 000 000 000 000 000 000

Accum ulated Depre ciation

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Total Longterm Asset

$25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25,

s

000 000 000 000 000 000 000 000 000 000 000 000 000

Total Asset $146 $139 $126 $109 $101 $100 $98, $105 $112 $113 $115 $115 $116 s

,300 ,200 ,237 ,372 ,503 ,532 494 ,699 ,986 ,581 ,273 ,457 ,444

Liabili ties and Capita

Mon Mon Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont

l

th 1 th 2

h3

h4

h5

h6

h7

h8

h 9 h 10 h 11 h 12

Curren t Liabiliti es Accou nts Payabl $3,0 $9,8 $9,7 $9,7 $9,8 $10, $10, $10, $11, $10, $10, $11, $11, e

00

65

69

69

65 002 321 833 028 931 931 149 435

Curren t Borrow $16, $16, $16, $16, $16, $21, $26, $31, $36, $36, $36, $36, $36, ing

000 000 000 000 000 000 000 000 000 000 000 000 000

Other Curren t Liabiliti

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

es Subtot al Curre nt Liabili

$19, $25, $25, $25, $25, $31, $36, $41, $47, $46, $46, $47, $47,

ties

000 865 769 769 865 002 321 833 028 931 931 149 435

Longterm Liabiliti $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, es

000 000 000 000 000 000 000 000 000 000 000 000 000

Total Liabili

$74, $80, $80, $80, $80, $86, $91, $96, $102 $101 $101 $102 $102

ties

000 865 769 769 865 002 321 833 ,028 ,931 ,931 ,149 ,435

Paid-in $100 $100 $100 $100 $100 $100 $100 $101 $103 $103 $103 $103 $103 Capital ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,500 ,000 ,000 ,000 ,000 ,000 Retain ed Earnin ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, gs Earnin gs

700) 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) ($13, ($26, ($43, ($51, ($57, ($65, ($64, ($64, ($63, ($61, ($61, ($61, $0 966) 831) 697) 663) 770) 127) 934) 342) 650) 959) 992) 291)

Total Capita $72, $58, $45, $28, $20, $14, $7,1 $8,8 $10, $11, $13, $13, $14, l Total Liabili ties

300 334 469 603 637 530

73

66 958 650 341 308 009

$146 $139 $126 $109 $101 $100 $98, $105 $112 $113 $115 $115 $116 ,300 ,200 ,237 ,372 ,503 ,532 494 ,699 ,986 ,581 ,273 ,457 ,444

and Capita l Net

$72, $58, $45, $28, $20, $14, $7,1 $8,8 $10, $11, $13, $13, $14,

Worth

300 334 469 603 637 530

73

66 958 650 341 308 009

Read more: http://www.bplans.com/call_center_business_plan/appendix_fc.php#ixzz1Wi8 5D67v

Plan Outline •

1.0 Executive Summary

•

2.0 Company Summary

•

3.0 Services

•

4.0 Market Analysis Summary

•

5.0 Strategy and Implementation Summary

•

6.0 Management Summary

•

7.0 Financial Plan

•

Appendix

Read more: http://www.bplans.com/call_center_business_plan/appendix_fc.php#ixzz1Wi8 DOz3v