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A business plan is a critical step in developing a successful business.
Prepared for you is a presentation which can be downloaded.
The presentation offers an easy look at the key elements that make up a business plan.
- COVER PAGE
- TABLE OF CONTENTS
- EXECUTIVE SUMMARY
- THE BUSINESS
- THE OPPORTUNITY
- The Product / Service
- The Market
- The Competition
- Sales and Promotion
- PRODUCTION
- Location
- Facilities
- Materials / Supplies
- Personnel
- Set-Up
- FINANCIAL DATA
- Required Investment
- Break Even Analysis
- Pro Forma Balance Sheet
- Pro Forma Income Statement
- Pro Forma Cash Flow
- Historical Financial Reports
- APPENDICES
Appendix A - Market Share
Appendix B - Return on Investment
Appendix C - The Organizational Chart
Appendix D - Breakeven Analysis
Appendix E - The Balance Sheet
Appendix F - The Income Statement
Appendix G - The Cash Flow Statement
Appendix H - The Environmental Aspects of your Business Plan
I. COVER PAGE
Include:
- Legal name of business
- Name of document ("Business Plan")
- Date of preparation or modification of the document
- Name, address and phone number of the business or contact person
- Name, address and phone number of the individual or business who prepared the plan
- Optional: A notice advising the reader that the plan is confidential
II. TABLE OF CONTENTS
III. EXECUTIVE SUMMARY
Investor's questions:
- Who? What? Why? How?
- Is this the type of business in which I want to invest?
- Will it provide the return on investment for which I'm looking?
Include the following:
- Who is asking for money? Is the business a sole proprietorship (one owner), partnership, or corporation.
- The opportunity: Product or business venture being proposed, and the size and expected growth rate.
- Total financial requirement? Major uses to which you'll apply the money. (Purchase of facilities, etc.)
- From what sources will you obtain funds (owner's contribution, term loans, etc.)
- Expected return on investment (see Appendix B)
- For a loan: How and when do you plan to repay the money?
Note: This section is written upon completion of the entire plan. The reader may decide to read the rest of the plan based on the executive summary. Therefore, it must be written in a way that will capture the interest of the reader.
IV. THE BUSINESS
Investor's question:
- Why should I put my money into the hands of these people?
Description
- Type: Merchandising, services, etc?
- Form: Sole proprietorship, partnership or corporation?
- Status: Start-up, expansion, etc.?
- Size: Sales volume, number of employees, number and size of facilities.
Management
- Owners and the management team: Who are they? What strengths do they bring to the business (experience, expertise, etc.)? Be brief-include resumes in the appendix.
- What is the position of each?
- Will this be their sole means of employment?
- Name your professional advisors (lawyers, accountants, banker, consultants, etc.).
V. THE OPPORTUNITY
Investor's questions:
- Why will people buy this product/service?
- Will enough people buy it?
- What future is there for it?
The Product or Service
- What is it? What is it used for?
- Is it a new idea? Has it been protected by patent, copyright, or other legal means?
- Describe unique or innovative features.
- How soon could it be expected to become obsolete?
- Do you have plans to modify or up-date it in the future?
The Market
- Who are your potential customers?
- How does your product or service satisfy their needs?
- Size of market. Support this figure with market research data, statistics, etc.
- Market growth potential. Support with factual data. Look at local, national, and international markets.
- Your market share and the share you hope to obtain in the first year. (See Appendix A)
- Pricing: How will you make a profit yet remain competitive?
- Sales forecast for the next five years (pessimistic, optimistic, and expected).
Competition
- Major competitors: names and market shares.
- Are competitors sales increasing, decreasing, steady? Why?
- Strengths and weaknesses: Compare your company with theirs
(size, reputation, location, distribution channels, etc.).
- Strengths and weaknesses: Compare your product/ service with theirs (warranty, quality, price, image, etc.).
- What have you learned from watching their operations?
Promotion/Sales
- How will your product/service be sold (personal selling, mail order, etc.)?
- How will it be advertised and promoted?
VI. PRODUCTION
Investor's question:
- How will this business operate?
Location
- What makes your location suitable (proximity to markets, suppliers, transportation, labour, etc.)?
Facilities
- Are your facilities owned or leased? State the term.
- Briefly describe your facilities. You may wish to include sketches or floor plans.
- Will renovations be required? At what cost? Include quotes from more than one contractor in the appendix.
- What is your current capacity? What is your current percent usage of plant and equipment? For how long will this be sufficient?
Materials/Supplies
- Describe any risks associated with your materials/supplies. Can any supplies be obtained from only one source? Are your supplies perishable? Do you have adequate storage facilities?
Personnel
- What are your current personnel needs? You may include an organizational chart in the appendix to show how your staff will be organized. (See Appendix C)
- What skills and training are required? What will be the cost of training?
- List the compensation and benefits that will be provided for each position. Include salaries, wages, overtime, fringe benefits.
Set up
- What special environmental, municipal or other governmental approvals may be required. How long can these be expected to take?
- How long will it take to acquire facilities, equipment, personnel, etc. and to set up operations?
- For manufacturing companies: How long after the operation has been set up will the first production run be completed?
VII. FINANCIAL DATA
Investor's question:
- Is this an attractive investment?
Required Investment
- Total amount of funding required?
- List applications of funds (equipment, renovations, inventory, working capital, etc.) A detailed expense breakdown is not required.
- List sources of funds (owner's investment, mortgage loan, term loan, etc.).
- When can investors expect repayment?
Break Even Analysis (see Appendix D)
Balance Sheet (see Appendix E)
- Opening balance sheet.
- Pro Forma monthly balance sheets for year 1.
- Optional: Pro forma quarterly balance sheets for years 2 and 3.
Pro Forma Income Statement (see Appendix F)
- Monthly income statement for year 1.
- Optional: Quarterly income statement for years 2 and 3.
Pro Forma Cash Flow (see Appendix G)
- Monthly cash flow for year 1.
- Optional: Quarterly cash flow for years 2 and 3.
Historical Financial Reports
- Income statement for past year.
- Optional: Income statements for past 3-5 years.
- Balance sheet for past year.
- Optional: Balance sheets for past 3-5 years.
APPENDIX A - MARKET SHARE
Market share is determined by dividing a firm's sales by total market sales.
EXAMPLE:
Company Name | | | | Annual Sales($) |
ABC Company | | | | 50,000 |
XYZ Company | | | | 40,000 |
NEW Company | | | | 90,000 |
RED Company | | | | 90,000 |
MMM Company | | | | 25,000 |
Total | | | | 295,000 |
Market share of Company A:= $50,000 / $295,000 = .17
Multiply by 100 to determine percentage
Market share of Company A = 17%.
Sales of Company A account for approximately 17% of total market sales.
To determine sales volume:
To determine the sales volume of each firm, you should contact suppliers, retailers, trade associations, or others who may be in a position to help you to form an estimate.
Other sources of information:
- Annual reports for each company
- Government reports on industry, market trends, etc.
- Trade publications or journals
NOTE: You may find it useful to display market share values in a pie chart as shown below.
ABC COMPANY MARKET SHARE
APPENDIX B - RETURN ON INVESTMENT
"Return on investment" indicates the efficiency of use of the firm's assets. It also allows comparison of businesses with different capital structures.
The following formula is used to calculate return on investment:
ROI = | Net Income + Interest
| Equity |
Note: Interest is added back to remove the effect of borrowed funds.
APPENDIX C - THE ORGANIZATIONAL CHART
You may wish to use an organizational chart to illustrate the way in which your staff will be organized. Below is an example of such a chart.
APPENDIX D - BREAKEVEN ANALYSIS
The breakeven analysis determines at which sales volume your firm
will start making money.
The breakeven formula:
Fixed Costs
| (Revenue per unit - Variable costs per unit) |
- Fixed costs: Costs that must be paid whether or not any units are produced. These costs are fixed only over a specified period of time or range of production.
- Variable costs: Costs that vary directly with the number of products produced. (Typically: materials, labour used to produce units, percentage of overhead)
EXAMPLE:
Fixed cost | $50,000/year | 10,000-30,000 unit production range |
Variable cost | $1.60 | materials | |
| 3.00 | labour | |
| .60 | overhead | |
| $5.20 | | 10,000-30,000 unit production range |
Selling Price | $9.00/unit | |
| | |
| | |
No of Units to break even | $50.000/year ($9.00/unit-$5.20/unit) | |
| | |
| | |
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| 13,160 units/year | |
In this example, 13,160 units must be sold for a price of $9.00
before the firm will begin to realize a profit.
A breakeven analysis is most clearly illustrated in a chart such as the one shown on the next page.
You may use the breakeven analysis to determine how price changes, sales level changes, or cost increases or decreases will effect profitability.
APPENDIX E - THE BALANCE SHEET
WHAT IS A BALANCE SHEET?
The balance sheet is a "snapshot" of what you own and what you owe on a specific date. A "Pro Forma Balance Sheet" shows how things will be under given conditions rather than how they are.
A balance sheet follows a standard format, however, it may contain additional items depending on circumstances relating to the business for which it is prepared.
HOW IS A BALANCE SHEET PREPARED?
THE HEADING:
LEGAL NAME OF BUSINESS
Balance Sheet
Date
It is understood that the balance sheet was prepared as of the
close of business on the date that appears in the heading.
THE BODY:
The body of the balance sheet is divided into two sections:
- Assets
- Liabilities and Owners' Equity (ie. who supplied the assets)
- Obviously, both sections must be equal or "balanced".
WHAT DOES A BALANCE SHEET LOOK LIKE?
ABC COMPANY Balance Sheet December 31,2006
Assets |
Current assets: | | | |
Cash | | $1,000. | |
Accounts receivable | | 400. | |
Merchandise inventory | | 13,980. | |
Office supplies | | 120. | |
Store supplies | | 3,060. | |
Prepaid insurance | | 190. | |
Total current assets: | | | $18,750. |
Plant and Equipment | | | |
Office Equipment | $1,800. | | |
Less: Accumulated Depreciation | 480. | 1,320. | |
Store Equipment | $3,800 | | |
Less: Accumulated Depreciation | 850. | 2,950. | |
Buildings | 95,000. | | |
Less: Accumulated Depreciation | 9,300. | 85,700. | |
Land | | 33,000. | |
Total Plant and Equipment | | | 122,970. |
Total assets | | | 141,720. |
|
Liabilities |
Current liabilities: | | | |
Accounts payable | | $2,700. | |
Wages payable | | 3,000. | |
Sales tax payable | | 900. | |
Total Liabilities | | | $6,600. |
|
Owner's Equity |
Jane Doe, capital | | $45,040. | |
Sue Smith, capital | | 90,080. | |
Total owner's equity | | | 135,120. |
Total Liabilities and owner's equity | | | $141,720. |
NOTE:Under each of the following headings, several examples of commonly found items are listed, however, these examples are by no means exhaustive.
Assets
(The economic resources owned by the business)
Current Assets (Generally realized within one year)
- Current assets are listed first, in the order of their liquidity (the order in which they would normally be converted into cash).
- Cash (on hand and in bank).
- Temporary investments of cash
- Notes receivable
- Accounts receivable
- Inventory
- Supplies
- Prepaid expenses
- Deterred income Tax
After current assets are totalled, other assets are usually listed under the following headings:
Long-term Investments (Held for more than one year)
- Stocks
- Promissory notes
- Bonds
Plant and Equipment
- Furniture and Fixtures
- Plant
- Equipment
- Land
- Natural Resources
Accumulated depreciation is deducted for certain assets. Depreciation represents the decline in usefulness of an asset as it
ages. You may wish to consult a book on basic accounting to if you are not familiar with the methods used to calculate depreciation.
Intangible Assets
Other Assets
- Finally, all of the assets are totalled
Liabilities (Amounts owed to creditors)
Current liabilities, like current assets, are listed first.
Current liabilities (Generally due within 12 months)
- Accounts Payable (amounts owed to creditors for goods & services bought on credit)
- Salaries & wages owed employees
- Taxes payable
- Notes payable
- Interest payable
The total of current liabilities is followed by long-term liabilities.
Long-term liabilities (Due beyond one year)
- Mortgages payable
- Bonds payable
Finally, all of the liabilities are totalled.
Owners Equity (or Net Worth)
(Derived by subtracting total liabilities from total assets)
If the business is owned by one individual, owner's equity is recorded as follows:
| Owner's equity | |
Mr. John Doe, capital | | $xx.xx |
If the business is in a partnership, a capital account for each partner is listed:
| Partners' Equity | |
Mr. John Doe, capital | | $xx.xx |
Mr. John Smith, capital | | $xx.xx |
Ms. Jane Brown, capital | | $xx.xx |
For a corporation, the names of each owner are not mentioned, rather the following form is used:
| Shareholder's Equity | |
Share capital | | $xx.xx |
Owners' Contribution | | $xx.xx |
Retained Earnings | | $xx.xx |
"Total Owner's Equity" (or "Partners' equity" or "Shareholder's equity") is recorded and is followed by the sum of "Total Liabilities and Owners Equity". This final figure will be the same as the sum of the assets.
APPENDIX F - THE INCOME STATEMENT
WHAT IS AN INCOME STATEMENT?
The income statement is a financial statement that reveals whether or not a business has earned a profit or has suffered a loss after a specified period.
An income statement may also be referred to as a "profit and loss statement" (or "PNL") or an "operating statement".
A "Pro Forma Income Statement" is used to show how things will be under given conditions rather than how they are at present.
WHAT DOES AN INCOME STATEMENT LOOK LIKE?
ABC COMPANY Income Statement for the Year Ended January 1, 2006
Gross revenue |
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$100,000. |
Less:
Returns and allowances
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1,000. |
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Net revenue |
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99,000. |
Cost of goods
sold |
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2,000. |
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29,000. |
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Less: Purchases
returns and allowances |
1,500. |
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27,500. |
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500. |
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|
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28,000. |
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Cost of goods
available for sale |
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30,000. |
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1,500. |
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28,500. |
Gross profit
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70,500. |
Operating
expenses: |
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Selling expenses: |
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$20,000. |
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1,100. |
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350. |
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Depreciation
expense, store equipment |
120. |
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Total selling
expense |
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21,570. |
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Administrative
Expenses: |
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15,000. |
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300. |
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|
|
200. |
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Depreciation
expense, office equipment |
100. |
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Total administrative
expense |
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15,600. |
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Total operating
expenses |
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37,170. |
Operating
profit |
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33,330. |
Financial expense: |
|
|
|
Mortgage interest
expense: |
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7,000. |
Before tax profit |
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26,330. |
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9,000. |
Net Profit |
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$17,330. |
HOW IS AN INCOME STATEMENT PREPARED?
LEGAL NAME OF THE BUSINESS
Income Statement
Ending date of the period covered
Gross Revenue
- (Money received from selling goods or providing a service-before deductions)
- Less: Returns and Allowances Discounts
Net Revenue
- Determined by subtracting Discounts and
- Returns and Allowances from "Gross Revenue".
Cost of Goods Sold
- Cost of materials and labour actually used to manufacture your product, or to provide your service, cost of sub-contracting, or cost of goods purchased for sale).
Gross Profit
- Net Revenue minus Cost of Goods Sold.
Operating Expenses
-
-
Selling expenses:
- all expenses required to market your product or service- sales personnel, salaries and commissions, promotion, advertising, rent expense for selling space, telephone, etc.
Administrative expenses:
- clerical staff, management, accounting, rent for office space, general telephone, utilities, office supplies, depreciation on assets, etc.
Total Operating Expenses
Operating profit
Financial Expense
Before-tax profit
- Gross Profit minus Expenses.
Less: Income Taxes expense
- Tax rate multiplied by Before-tax Profit.
Net Income (loss) after tax
- Before-tax Profit less Income Taxes Expense.
APPENDIX G - THE CASH FLOW STATEMENT
WHAT IS A CASH FLOW STATEMENT?
- A cash flow statement identifies monthly inflows and outflows of cash. It reveals whether a company will have enough money to meet its needs on a monthly basis.
HOW IS A CASH FLOW STATEMENT PREPARED?
- The cash flow statement is displayed in the following format. You may add different receipts or disbursements which are appropriate for your business.
- The cash receipts for each month of the first year should be provided. The heading notes the date of the end of the period covered by the cash flow statement.
ABC COMPANY Cash Flow Forecast For the Year Ended December 31,2006
Opening Cash Balance | JAN | FEB | MARCH |
RECEIPTS | | | |
Cash Received from Sales*
Cash from Receivables Collected
Loan Proceeds**
Personal Investment
Sales of Assets
(specify others...)
TOTAL RECEIPTS | | | |
| | | |
| | | |
DISBURSEMENTS | | | |
Accounts Payable***
Supplies
Rent
Utilities
Purchase Fixed Assets
Insurance
Professional Fees
Advertising & Promotion
Wages
Salaries
Long Term Debt
Taxes
(specify others...)
TOTAL DISBURSEMENTS | | | |
| | | |
| | | |
SURPLUS (DEFICIT) | | | |
* Method for recording sales
Some sales will be made for cash while others may be made on credit. Because sales made on credit will not
result in the receipt of cash until a later date, they must not be recorded until the month in which the cash will actually be received. Therefore, the percentage of sales to be made for cash and the percentage to be made on credit must be estimated. The percentage of credit sales should be further broken down according to the business's different collection periods (30 days, 60 days, etc.).
The following example will illustrate this. Sales of ABC Company are 10% cash received immediately, 65% received in 30 days, and 25% in 60 days.
1. January's sales are expected to be $100,000.
- $10,000 (10% of 100,000) is recorded in January, under "Cash Received from Sales".
- $65,000 (65% of 100,000) is recorded in February, under "Cash from Receivables Collected".
- $25,000 (25% of 100,000) is recorded under "Cash from Receivables Collected" in March.
| JAN | FEB | MAR | APR |
Cash Received from Sales | 10,000 | 0 | 0 | 0 |
Cash from Receivables Collected | 0 | 65,000 | 25,000 | 0 |
2. Sales in February are expected to be $200,000.
- $20,000 (10% of 200,000) is recorded under "Cash Received from Sales" in February.
- $130,000 (65% of 200,000) is recorded in March under "Cash from Receivables Collected". $25,000 from January sales has already been recorded in March so the two figures are added together and the total is recorded (25,000 + 130,000 = 155,00. Therefore, $155,000 is recorded in March under "Cash from Receivables Collected". $50,000 from February sales is recorded in April under "Cash from Receivables Collects".
| JAN | FEB | MAR | APR |
Cash from Sales | 10,000 | 20,000 | 0 | 0 |
Cash from Receivables Collected | 0 | 65,000 | 155,000 | 50,000 |
**Loan Proceeds
When a deficit appears on the final line, the amount of the deficit will need to be borrowed. Record the amount appearing on the deficit line on the loan proceeds line, then, change the deficit to zero. This shows investors when you will have a cash shortage that will require you to borrow additional funds.
***Method for recording "Accounts payable"
Accounts payable must be broken down according to your suppliers terms of payment For example, items purchased in January may have to be paid in 30 days or 60 days-meaning that the actual cash disbursement would not occur until March and April respectively. Accounts payable are recorded in the month that they will actually be paid.
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ABC COMPANY Cash Flow Forecast For the Year Ended December 31, 2006
| Jan | Feb |
Mar | Apr |
May | June |
July |
Aug | Sept | Oct |
Nov | Dec | TOTAL |
OPENING CASH BALANCE | $15,000 |
$10,040 |
$3,440 | $0 |
$710 | $3,050 |
$5,290 |
$8,930 | $17,670 |
$26,540 | $29,270 |
$35,900 | |
RECEIPTS | | |
| | |
| | |
| | |
| |
Cash rec'd from sales | 0 |
900 | 1,000 |
1,200 | 1,200 |
1,800 | 1,900 |
1,600 | 1,200 |
1,600 | 1,400 |
1,000 | 14,800 |
Cash from receivables | 0 |
0 | 2,700 |
8,400 | 9,600 |
10,800 | 12,600 |
16,500 | 16,200 |
10,800 | 14,400 |
13,800 | 115,800 |
Loan proceeds | 0 | 0 | 660 | 0 | 0 | 0 | 0 | 0 |
0 | 0 | 0 |
0 | 660 |
| | | | | |
| | | | | | | |
TOTAL RECEIPTS | 0 |
900 | 4,360 |
9,600 | 10,800 |
12,600 | 14,500 |
18,100 | 17,400 |
12,400 | 15,800 |
14,800 | 131,260 |
| | | | | |
| | | | | | | |
Disbursements | | | | | |
| | |
| | |
| |
Accounts payable | 0 |
2,500 | 2,500 |
3,500 | 3,500 |
5,500 | 6,000 |
4,500 | 3,500 |
4,500 | 4,000 |
2,500 | 42,500 |
Rent | 400 | 400 |
400 | 400 |
400 | 400 |
400 | 400 | 400 |
400 | 400 |
400 | 4,800 |
Supplies | 120 | 30 | 30 | 30 | 30 | 30 | 30 |
30 | 30 | 30 |
30 | 30 |
450 |
Utilities | 190 | 190 | 190 | 180 |
150 | 150 |
150 | 150 |
150 | 180 |
180 | 180 |
2,040 |
Telephone | 50 | 30 | 30 | 30 | 30 | 30 | 30 |
30 | 30 | 30 |
30 | 30 |
380 |
Insurance | 150 | 0 | 0 | 0 | 0 |
0 | 0 | 0 |
70 | 80 | 80 |
80 | 460 |
Advertising & promo | 500 |
500 | 400 |
500 | 400 |
400 | 400 |
400 | 500 |
400 | 400 |
300 | 5,100 |
Maint'nce & repairs | 50 |
50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 |
50 | 50 |
600 |
Wages | 1,800 | 1,600 | 2,000 | 2,000 |
1,700 | 1,600 |
1,600 | 1,600 |
1,600 | 1,800 |
1,800 | 1,600 |
20,700 |
Salaries | 1,500 |
1,500 | 1,500 |
1,500 | 1,500 |
1,500 | 1,500 |
1,500 | 1,500 |
1,500 | 1,500 |
| 16,500 |
Taxes | 0 | 0 |
0 | 0 | 0 |
0 | 0 | 0 |
0 | 0 | 0 |
0 | 0 |
Loan repayment | 0 | 500 | 500 |
500 | 500 | 500 |
500 | 500 |
500 | 500 | 500 | 500 | 5,500 |
Miscellaneous | 200 |
200 | 200 |
200 | 200 |
200 | 200 |
200 | 200 |
200 | 200 |
200 | 2,400 |
| | | | | | | | | | | | | |
TOTAL DISBURSEMENTS |
4,960 | 7,500 |
7,800 | 8,890 |
8,460 | 10,360 |
10,860 | 9,360 |
8,530 | 9,670 |
9,170 | 5,870 |
101,430 |
| | | | | | | | | | | | | |
SURPLUS (DEFICIT) |
$10,040 | $3,440 |
$0 | $710 |
$3,050 | $5,290 |
$8,930 | $17,670 |
$26,540 | $29,270 |
$35,900 | $44,830 |
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APPENDIX H
The Environmental Aspects of your Business Plan
In addition to a detailed description of the management, market, production and financial aspects of your
business, a comprehensive business plan should provide assurance to potential investors that you have carefully considered the
environment as an integral part of your planning strategy.
Why is it necessary?
Simply put, avoiding environmental risks in your day-to-day operations while making the most of environmental opportunities
can make your business more profitable. Customers consider the environment an important part
of their purchasing decisions, competitors promote the “greenness” of their products and governments hold companies
accountable for their environmental performance. Attention to environmental opportunities and obligations not only affects
your ability to repay loans but also has an impact on the marketability and value
of your assets. For these reasons, you and your investors should carefully consider the risks that environmental
liability will have on the sustainability of your business and on its ability to provide for an acceptable return
on investments.
What needs to be considered?
As a minimum, every business plan should address the following liability protection questions:
- Are you familiar with all applicable laws and conditions–including federal, provincial and municipal environmental regulations–
relating to your business operations?
- How does your company reduce or avoid any negative impact your operations might have on air, water, land and living
organisms (e.g. design improvements, process modifications, materials substitution, monitoring, treatment, etc.)?
- How are hazardous waste products managed from purchasing to final disposal?
- Has your property been used in such a way in the past as to pose any environmental risk?
- What are your company’s emergency plans in case of an accidental spill, fire or explosion?
- How will management ensure that your business complies with applicable regulatory requirements?
- How will your company detect potential environmental problems?
- What environmental, health and safety-related training is provided for your company’s employees?
- What kind and amount of insurance coverage for liability damage will your firm need? What must be done
to qualify for such coverage?
In addition to the above considerations, companies are seizing potential environmental opportunities as a means of enhancing
their profitability and are also striving to become more eco-efficient in their operations. Eco-efficiency is about making
production processes more efficient and creating new and better products and services with fewer resources and less pollution.
Eco-efficient practices are of interest to both companies and investors since they can lead directly to higher profitability.
An eco-efficient company should strive to:
- reduce the amount of materials/inputs used in the production of its goods and services;
- reduce the amount of energy used in the production of its goods and services;
- reduce the use and release of toxic material;
- make it easier to recover and recycle materials; Notes
- ensure that renewable resources (e.g. water and wood, if used) are sustainable;
- extend the durability of its products;
- increase the maintenance service provided for its goods and services.
It is to your company’s economic advantage to incorporate eco-efficient thinking into all stages of
your business–from design through production and packaging to after sales servicing. Because
they minimize your business costs, be sure to highlight these efforts in your business plan.
For more information on Eco-efficiency and environmental planning, you may contact:
Rodger Albright
Head, Environmental Management and Technology Section
Environment Canada-Atlantic Region
Tel: (902) 426-4480
Fax: (902) 426-8373
email: rodger.albright@ec.gc.ca
website: http://www.ns.ec.gc.ca/epb/pollprev
Peggy Crawford Kellock
Coordinator-The Eco-Efficiency Centre
Burnside Industrial Park, Dartmouth, NS
Tel: (902) 461-6704
Fax: (902) 461-6703
email: kpcrawfo@is.dal.ca
web site: http://www.dal.ca/eco-burnside
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