Mike Wasson Case

Mike Wasson1998-09-25T10:53:00
Mr. Richard Carey
Canton Street
Seattle, Washington 22222

Dear Mr. Carey:

My attorney, Mr. William Hollands, suggested I write to you regarding my business, Northwind Traders. a-sherrm1998-09-01T09:58:00 Mike Wasson1998-09-25T10:53:00 I am currently seeking funding, and
Meredith Kraike1998-09-15T13:59:00I believe that my company would coincide with
Mike Wasson1998-09-25T10:53:00your interest in businesses relating to the travel industry
Mike Wasson1998-09-25T10:53:00
Mike Wasson1998-09-25T10:53:00makes
Mike Wasson1998-09-25T10:53:00 my company
Mike Wasson1998-09-25T10:53:00 a great investment for you.

Northwind Traders is positioned to take advantage of the significant market opportunities …show more content…
available in the customized travel-planning field. a-sherrm1998-09-01T09:58:00 Meredith Kraike1998-09-15T14:00:00 Through a professional approach to marketing, experienced management, and an emphasis on outstanding customer support and service,
Mike Wasson1998-09-25T10:53:00
Mike Wasson1998-09-25T10:53:00Northwind Traders can become the Greater Seattle area’s premier provider of planning services for European adventure travel
Mike Wasson1998-09-25T10:53:00 through a strong marketing campaign, experienced management, and an emphasis on outstanding customer support and service
Mike Wasson1998-09-25T10:53:00. a-sherrm1998-09-01T09:58:00 Meredith Kraike1998-09-15T15:18:00 From that base, the company will expand to become a regional force.
Mike Wasson1998-09-25T10:53:00

We are seeking $83,500 in funding a-sherrm1998-09-01T09:58:00, Mike Wasson1998-09-25T10:53:00 and anticipate this to be the extent of the funds required. The funds will be used to refurbish the shop,
Mike Wasson1998-09-25T10:53:00to
Mike Wasson1998-09-25T10:53:00expand the staff, and
Mike Wasson1998-09-25T10:53:00to develop
Meredith Kraike1998-09-15T14:17:00increase marketing activities, primarily
Mike Wasson1998-09-25T10:53:00 our Web site and databas
Mike Wasson1998-09-25T10:53:00e
Meredith Kraike1998-09-15T14:17:00e development
Mike Wasson1998-09-25T10:53:00.

I appreciate your consideration of the business plan for Northwind Traders. a-sherrm1998-09-01T09:59:00 Mike Wasson1998-09-25T10:53:00 I will contact you
Mike Wasson1998-09-25T10:53:00 next week
Meredith Kraike1998-09-15T15:08:00 in approximately ten days
Mike Wasson1998-09-25T10:53:00 to see if you have any questions
Mike Wasson1998-09-25T10:53:00and
Meredith Kraike1998-09-15T15:08:00or
Mike Wasson1998-09-25T10:53:00 to discuss how we may proceed. a-sherrm1998-09-01T09:59:00 Mike Wasson1998-09-25T10:53:00 Thank you.

Sincerely,

Heather Mitchell
President
Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-25T10:54:00Mike Wasson1998-09-25T11:10:00Mike Wasson1998-09-24T18:21:00EXECUTIVE SUMMARY6
The Company6
The Company’s Mission6
Products and Services6
Marketing and Sales Techniques6
The Competition7
Target Market7
Operations8
Management8
Financials8
Funding9
HISTORY AND POSITION TO DATE10
The Company’s Mission10
Management Team and Key Personnel10
Services12
Transportation13
Company History
Mike Wasson1998-09-24T17:21:0013
Mike Wasson1998-09-24T18:21:00
Guarantees and Warranties14
Business Structure14
MARKET RESEARCH14
Economic and Social Factors15
Competitive Environment15
Long-Term Opportunities15
Geographic Area
Mike Wasson1998-09-24T17:21:0016
Mike Wasson1998-09-24T18:21:00
Market Description16
Target Customers
Mike Wasson1998-09-24T17:21:0017
Mike Wasson1998-09-24T18:21:00
Market Definition
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Mike Wasson1998-09-24T18:21:00
Market Opportunities
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Mike Wasson1998-09-24T18:21:00
Competitive Analysis
Mike Wasson1998-09-24T17:21:0019
Mike Wasson1998-09-24T18:21:00
Competitive Advantages
Mike Wasson1998-09-24T17:21:0022
Mike Wasson1998-09-24T18:21:00
Competitors’ Positions
Mike Wasson1998-09-24T17:21:0022
Mike Wasson1998-09-24T18:21:00
Potential Future Competition
Mike Wasson1998-09-24T17:21:0023
Mike Wasson1998-09-24T18:21:00
BUSINESS STRATEGY
Mike Wasson1998-09-24T17:21:0023
Mike Wasson1998-09-24T18:21:00
Customer Incentives
Mike Wasson1998-09-24T17:21:0023
Mike Wasson1998-09-24T18:21:00
Advertising and Promotion
Mike Wasson1998-09-24T17:21:0024
Mike Wasson1998-09-24T18:21:00
Sales and Marketing
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Mike Wasson1998-09-24T18:21:00
Commission
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Mike Wasson1998-09-24T18:21:00
OPERATIONS
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Mike Wasson1998-09-24T18:21:00
Premises
Mike Wasson1998-09-24T17:21:0025
Mike Wasson1998-09-24T18:21:00
Choice of Location and Premises
Mike Wasson1998-09-24T17:21:0026
Mike Wasson1998-09-24T18:21:00
Hours of Operation
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Mike Wasson1998-09-24T18:21:00
Equipment
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Mike Wasson1998-09-24T18:21:00
Staffing
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Mike Wasson1998-09-24T18:21:00
FORECASTING
Mike Wasson1998-09-24T17:21:0027
Mike Wasson1998-09-24T18:21:00
Sales Forecast
Mike Wasson1998-09-24T17:21:0027
Mike Wasson1998-09-24T18:21:00
Cash Flow Projections
Mike Wasson1998-09-24T17:21:0028
Mike Wasson1998-09-24T18:21:00
Income Statement
Mike Wasson1998-09-24T17:21:0028
Mike Wasson1998-09-24T18:21:00
Balance Sheet
Mike Wasson1998-09-24T17:21:0029
Mike Wasson1998-09-24T18:21:00
Performance Ratios
Mike Wasson1998-09-24T17:21:0029
Mike Wasson1998-09-24T18:21:00
Break-Even
Mike Wasson1998-09-24T17:21:0029
Mike Wasson1998-09-24T18:21:00
Funds Required and Timing
Mike Wasson1998-09-24T17:21:0030
Mike Wasson1998-09-24T18:21:00
Funding Options
Mike Wasson1998-09-24T17:21:0031
Mike Wasson1998-09-24T18:21:00
BUSINESS CONTROLS
Mike Wasson1998-09-24T17:21:0031
Mike Wasson1998-09-24T18:21:00
Accounting System
Mike Wasson1998-09-24T17:21:0031
Mike Wasson1998-09-24T18:21:00
Quality Control
Mike Wasson1998-09-24T17:21:0031
Mike Wasson1998-09-24T18:21:00
New Tour Operators
Mike Wasson1998-09-24T17:21:0032
Mike Wasson1998-09-24T18:21:00
Capacity
Mike Wasson1998-09-24T17:21:0032
Mike Wasson1998-09-24T18:21:00
Long-Term Goals
Mike Wasson1998-09-24T17:21:0032
Mike Wasson1998-09-24T18:21:00
Steps for Achieving Goals
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Mike Wasson1998-09-24T18:21:00
Position
Mike Wasson1998-09-24T17:21:0033
Mike Wasson1998-09-24T18:21:00
Risks Associated with Growth
Mike Wasson1998-09-24T17:21:0034
Mike Wasson1998-09-24T18:21:00
APPENDIX 1: MARKET RESEARCH
Mike Wasson1998-09-24T17:21:0035
Mike Wasson1998-09-24T18:21:00
International Arrivals by World Region
Mike Wasson1998-09-24T17:21:0035
Mike Wasson1998-09-24T18:21:00
Indications of Tourism Demand in 1997
Mike Wasson1998-09-24T17:21:0036
Mike Wasson1998-09-24T18:21:00
Summary of Findings from Market Research Survey
Mike Wasson1998-09-24T17:21:0037
Mike Wasson1998-09-24T18:21:00
Northwind Traders Questionnaire
Mike Wasson1998-09-24T17:21:0041
Mike Wasson1998-09-24T18:21:00
Internet Growth and the Sale of Travel Services
Mike Wasson1998-09-24T17:21:0044
Mike Wasson1998-09-24T18:21:00
APPENDIX 2: FINANCIAL FORECASTS
Mike Wasson1998-09-24T17:21:0046
Mike Wasson1998-09-24T18:21:00
Cash Flow Projection Year One
Mike Wasson1998-09-24T17:21:0046
Mike Wasson1998-09-24T18:21:00
Income Statement, Years One to Three
Mike Wasson1998-09-24T17:21:0048
Mike Wasson1998-09-24T18:21:00
Balance Sheet at end of Year One
Mike Wasson1998-09-24T17:21:0051
Mike Wasson1998-09-24T18:21:00
Sources and Uses of Funds
Mike Wasson1998-09-24T17:21:0053
Mike Wasson1998-09-25T11:04:00Mike Wasson1998-09-24T18:19:00The Mike Wasson1998-09-24T18:19:00Mike Wasson1998-09-24T18:35:00Meredith Kraike1998-09-15T15:19:00Meredith Kraike1998-09-15T15:19:00individuals in a-sherrm1998-08-31T13:18:00a-sherrm1998-08-31T13:18:00g a-sherrm1998-08-13T12:43:00Unknown0-00-00Redmond a-sherrm1998-09-01T10:00:00 Meredith Kraike1998-09-15T15:19:00Meredith Kraike1998-09-15T15:19:00
Meredith Kraike1998-09-15T15:19:00Meredith Kraike1998-09-15T15:19:00areas
Meredith Kraike1998-09-15T15:20:00 region
Mike Wasson1998-09-24T18:24:00Mike Wasson1998-09-24T18:25:00Mike Wasson1998-09-24T18:19:00
President Heather Mitchell and Vice President of Sales and Marketing Jim Kim currently hold the company’s stock.
Mike Wasson1998-09-24T18:19:00The Company’s Mike Wasson1998-09-24T18:19:00a-sherrm1998-09-01T10:02:00a-sherrm1998-09-01T10:02:00a-sherrm1998-09-01T10:02:00 a-sherrm1998-09-01T10:02:00 a-sherrm1998-09-01T08:55:00a-sherrm1998-09-01T08:55:00g a-sherrm1998-08-13T12:44:00Unknown0-00-00Redmond Meredith Kraike1998-09-15T15:21:00Meredith Kraike1998-09-15T15:21:00Meredith Kraike1998-09-15T15:21:00Meredith Kraike1998-09-15T15:21:00y expansion a-sherrm1998-09-01T08:55:00a-sherrm1998-09-01T08:55:00third a-sherrm1998-09-01T10:03:00 a-sherrm1998-09-01T10:03:00 a-sherrm1998-09-01T10:03:00, a-sherrm1998-09-01T10:03:00 Mike Wasson1998-09-24T18:17:00
Marketing and Sales TechniquesNorthwind Traders believes that by concentrating on one market segment and one geographic destination, it will be able to deliver a service that is superior to anything currently on the market. a-sherrm1998-09-01T10:03:00 Mike Wasson1998-09-24T18:17:00 Published research shows that tourism is a fast-growing business sector and that Europe is the favored location for most travelers. a-sherrm1998-09-01T10:03:00 Mike Wasson1998-09-24T18:17:00 Adventure vacations, while a relatively new and small market, looks set for explosive growth.

In addition to targeting adventure travelers and working as the appointed agents for established travel tour firms, Northwind Traders plans to leverage its relationship with its sister business, Northwind Traders outdoor clothing shop, by offering discount services to shop customers.
Mike Wasson1998-09-24T18:20:00The CompetitionMike Wasson1998-09-24T18:36:00a-sherrm1998-08-13T12:44:00Unknown0-00-00Redmond a-sherrm1998-09-01T10:05:00 Mike Wasson1998-09-24T18:17:00Mike Wasson1998-09-24T18:17:00 Mike Wasson1998-09-24T18:17:00Mike Wasson1998-09-24T18:17:00Mike Wasson1998-09-24T18:17:00Mike Wasson1998-09-24T18:17:00Mike Wasson1998-09-24T18:18:00Mike Wasson1998-09-24T18:17:00
Mike Wasson1998-09-24T18:18:00informative Web site competitive rates

Mike Wasson1998-09-24T18:23:00Target MarketMike Wasson1998-09-24T18:36:00From desk and field market research carried out on 300 clients, it is clear that there is considerable potential in the adventure travel business.
a-sherrm1998-09-01T10:05:00
Mike Wasson1998-09-24T18:36:00 Research indicates that Northwind Traders’ target market finds it difficult to obtain reliable and authoritative advice on destinations and activities. a-sherrm1998-09-01T10:05:00 Mike Wasson1998-09-24T18:36:00 Research also suggests that the customers in this market are unlikely to purchase their vacations again from the firm who provided their last vacation due to a lack of informative sales personnel. a-sherrm1998-09-01T10:05:00 Mike Wasson1998-09-24T18:36:00 Northwind Traders will cater to these needs and develop a strong return-customer base.
Mike Wasson1998-09-24T18:25:00OperationsThe Northwind Traders travel agency business will operate from a self-contained facility within the existing clothing shop, with its own shop window and entrance from the main street. a-sherrm1998-09-01T10:05:00 Mike Wasson1998-09-24T18:25:00 The business will benefit both from its accessible location in the heart of
Mike …show more content…
Wasson1998-09-24T18:25:00Seattle
Unknown0-00-00Redmond
Mike Wasson1998-09-24T18:25:00’s downtown shopping district, as well as from the clientele it will gain through its proximity to the already established Northwind Traders clothing store.

ManagementPrior to starting the Northwind Traders travel agency, Ms. Mitchell cofounded, co-owned, and operated the Northwind Traders clothing store. She has selected a small team with extensive travel, sales, and computer skills, all of whom will be invaluable to the new venture. a-sherrm1998-09-01T10:06:00 Mike Wasson1998-09-24T18:25:00 Her coworkers bring a combined total of 35 years of travel industry experience to the agency.
Mike Wasson1998-09-24T18:24:00Mike Wasson1998-09-24T18:24:00sa-sherrm1998-09-01T10:06:00 a-sherrm1998-09-01T09:17:00reach cash flow break-even in Year a-sherrm1998-09-01T09:16:00One a-sherrm1998-09-01T09:17:00, while a-sherrm1998-09-01T09:16:00a-sherrm1998-09-01T09:16:00ing a-sherrm1998-09-01T09:17:00a-sherrm1998-09-01T10:07:00
Unknown0-00-00 the a-sherrm1998-09-01T09:17:00a-sherrm1998-09-01T09:17:000 a-sherrm1998-09-01T09:17:00a-sherrm1998-09-01T09:17:006
Unknown0-00-00,
a-sherrm1998-09-01T09:18:00a-sherrm1998-09-01T09:18:00501
Mike Wasson1998-09-24T18:26:00FundMike Wasson1998-09-24T18:26:00ingMike Wasson1998-09-24T18:26:00a-sherrm1998-09-01T09:25:00s Sought and Utilia-sherrm1998-09-01T09:24:00zationa-sherrm1998-09-01T10:07:00 a-sherrm1998-09-01T10:07:00, a-sherrm1998-09-01T10:07:00 a-sherrm1998-09-01T10:07:00 a-sherrm1998-09-01T09:19:00a-sherrm1998-09-01T09:19:00g a-sherrm1998-08-13T12:41:00Unknown0-00-00Redmond a-sherrm1998-09-01T10:08:00 a-sherrm1998-08-13T12:41:00Unknown0-00-00Redmond a-sherrm1998-08-13T12:40:00Unknown0-00-00Redmond a-sherrm1998-08-13T12:40:00Unknown0-00-00outside of Seattle, a-sherrm1998-09-01T09:29:00a-sherrm1998-09-01T09:29:0000M a-sherrm1998-09-01T09:29:00a-sherrm1998-09-01T10:08:00 a-sherrm1998-09-02T10:12:00a-sherrm1998-09-02T10:12:00a-sherrm1998-09-02T10:12:00a-sherrm1998-09-02T10:12:00a-sherrm1998-09-02T10:26:00 a-sherrm1998-09-01T10:09:00 a-sherrm1998-09-01T10:10:00 a-sherrm1998-09-01T09:35:00a-sherrm1998-09-01T09:35:00 Systemsa-sherrm1998-08-13T12:46:00Unknown0-00-00Redmond a-sherrm1998-09-01T09:57:00 a-sherrm1998-09-01T09:57:00 a-sherrm1998-09-01T09:57:00 a-sherrm1998-09-01T09:57:00 a-sherrm1998-09-01T09:57:00 a-sherrm1998-09-02T10:21:00a-sherrm1998-09-02T10:21:00a-sherrm1998-09-01T09:52:00a-sherrm1998-09-01T09:52:00Legal Statusa-sherrm1998-09-01T09:53:00a-sherrm1998-09-01T09:53:00 a-sherrm1998-09-01T09:52:00 a-sherrm1998-09-01T10:11:00 a-sherrm1998-09-01T10:11:00 a-sherrm1998-09-01T10:11:00 a-sherrm1998-09-01T10:12:00 a-sherrm1998-09-01T10:12:00 a-sherrm1998-09-02T10:41:00a-sherrm1998-09-02T10:41:00INDUSTRY ANALYSISa-sherrm1998-08-13T12:47:00Unknown0-00-00Redmond a-sherrm1998-09-01T10:27:00 a-sherrm1998-09-01T10:28:00
Unknown0-00-00Nearby, t a-sherrm1998-08-13T12:48:00Meredith Kraike1998-09-15T15:27:00Currently, t
Meredith Kraike1998-09-15T15:27:00Meredith Kraike1998-09-15T15:27:00Meredith Kraike1998-09-15T15:27:00level
Meredith Kraike1998-09-15T15:27:00Meredith Kraike1998-09-15T15:28:00Meredith Kraike1998-09-15T15:28:00broadly uneven, a
Meredith Kraike1998-09-15T15:27:00nd providers enter and leave the field rapidly a-sherrm1998-09-01T10:29:00 a-sherrm1998-09-01T10:30:00 a-sherrm1998-09-01T10:30:00 a-sherrm1998-08-13T12:48:00a-sherrm1998-09-02T10:47:00
Northwind Traders Can Develop Strong Position in Region
Meredith Kraike1998-09-15T15:29:00 industry
Meredith Kraike1998-09-15T15:29:00Meredith Kraike1998-09-15T15:29:00in the European adventure travel industry a-sherrm1998-09-01T10:31:00a-sherrm1998-09-01T10:31:00g a-sherrm1998-08-13T12:48:00Unknown0-00-00Redmond a-sherrm1998-09-01T10:30:00 a-sherrm1998-09-01T10:30:00

a-sherrm1998-09-02T10:41:00TARGET MARKET ANALYSIS
Meredith Kraike1998-09-18T17:17:00Meredith Kraike1998-09-18T17:17:00operates
Meredith Kraike1998-09-18T17:17:00the a-sherrm1998-08-13T12:42:00Unknown0-00-00Redmond Meredith Kraike1998-09-18T17:17:00 area,
Meredith Kraike1998-09-18T17:17:00Meredith Kraike1998-09-18T17:18:00Meredith Kraike1998-09-18T17:18:00geographic area includes
Meredith Kraike1998-09-18T17:18:00Meredith Kraike1998-09-18T17:18:00of
Meredith Kraike1998-09-18T17:18:00Meredith Kraike1998-09-18T17:19:00Meredith Kraike1998-09-18T17:18:00Meredith Kraike1998-09-18T17:18:00

Meredith Kraike1998-09-18T17:18:00Redmond
Unknown0-00-00Seattle
Meredith Kraike1998-09-18T17:18:00
Bellevue
Tacoma
Meredith Kraike1998-09-18T17:19:00

and the encompassing counties of
Meredith Kraike1998-09-18T17:20:00 King Snohomish
Pierce
a-sherrm1998-09-02T10:40:00Size and a-sherrm1998-09-01T10:31:00a-sherrm1998-09-01T10:31:00g a-sherrm1998-09-01T10:31:00 a-sherrm1998-09-01T10:31:00 a-sherrm1998-09-01T10:31:00a-sherrm1998-09-01T10:31:00g Daun Redfield1998-09-21T17:10:00and
Daun Redfield1998-09-21T17:10:00a-sherrm1998-09-01T14:02:00Daun Redfield1998-09-21T17:11:00Daun Redfield1998-09-21T17:12:00,
Daun Redfield1998-09-21T17:12:00Daun Redfield1998-09-21T17:11:00with incomes of $40,000+, a-sherrm1998-09-01T14:02:00 a-sherrm1998-09-01T14:03:00

a-sherrm1998-09-01T14:03:00

a-sherrm1998-09-01T14:04:00a-sherrm1998-09-01T14:05:00a-sherrm1998-09-01T14:05:00is a-sherrm1998-09-01T14:05:00a-sherrm1998-09-01T14:04:00 a-sherrm1998-09-01T14:16:00 a-sherrm1998-09-01T14:16:00a-sherrm1998-09-01T14:17:00a-sherrm1998-09-01T14:17:00 a-sherrm1998-09-01T14:17:00a-sherrm1998-09-01T14:17:00 a-sherrm1998-09-01T14:17:00 a-sherrm1998-09-02T10:58:00a-sherrm1998-09-02T10:58:00OMPETITIVEa-sherrm1998-09-02T10:58:00a-sherrm1998-09-02T10:58:00NALYSISa-sherrm1998-09-01T14:20:00 a-sherrm1998-08-13T12:42:00Unknown0-00-00Seattle a-sherrm1998-09-01T14:33:00 a-sherrm1998-09-01T15:12:00, a-sherrm1998-09-01T15:12:00 a-sherrm1998-09-01T15:12:00 a-sherrm1998-09-01T15:14:00 a-sherrm1998-09-01T15:15:00a-sherrm1998-09-01T15:15:00they a-sherrm1998-09-01T15:14:00 a-sherrm1998-09-01T15:15:00a-sherrm1998-09-01T15:17:00a-sherrm1998-09-01T15:17:00 a-sherrm1998-09-01T15:18:00 a-sherrm1998-09-01T15:18:00a-sherrm1998-09-01T15:19:00 a-sherrm1998-09-01T15:19:00And t a-sherrm1998-09-01T15:19:00a-sherrm1998-09-01T15:19:00a-sherrm1998-09-01T15:19:00a-sherrm1998-09-01T15:20:00 direct a-sherrm1998-09-01T15:20:00 a-sherrm1998-09-01T15:21:00 a-sherrm1998-09-01T15:22:00 It is also noteworthy that t a-sherrm1998-09-01T15:22:00a-sherrm1998-09-01T15:22:00a-sherrm1998-09-01T15:23:00a-sherrm1998-09-01T15:23:00a-sherrm1998-09-01T15:23:0025 a-sherrm1998-09-01T15:22:00– a-sherrm1998-09-01T15:23:0035 a-sherrm1998-09-01T15:22:00 a-sherrm1998-09-01T15:23:00year a-sherrm1998-09-01T15:22:00 a-sherrm1998-09-01T15:23:00old market.
Daun Redfield1998-09-21T17:18:00Lakes & Sons and
Daun Redfield1998-09-21T17:18:00a-sherrm1998-09-01T15:24:00 a-sherrm1998-09-01T15:24:00a-sherrm1998-09-01T15:24:00their a-sherrm1998-09-01T15:24:00a-sherrm1998-09-01T15:24:00their a-sherrm1998-09-01T15:24:00a-sherrm1998-09-01T15:25:00a-sherrm1998-09-01T15:25:00their a-sherrm1998-09-01T15:25:00 a-sherrm1998-09-01T15:25:00they are a-sherrm1998-09-01T15:26:00a-sherrm1998-08-13T12:50:00Unknown0-00-00Redmond a-sherrm1998-09-01T15:26:00 there are a-sherrm1998-09-01T15:26:00a-sherrm1998-09-01T15:25:00 a-sherrm1998-09-01T15:26:00

a-sherrm1998-09-02T10:57:00a-sherrm1998-09-02T10:57:00MARKETING & SALES PLANNINGa-sherrm1998-09-01T16:01:00, a-sherrm1998-09-01T16:01:00 a-sherrm1998-09-01T16:10:00 a-sherrm1998-09-01T16:10:00 a-sherrm1998-08-19T10:21:00Unknown0-00-00use
Unknown0-00-00 freelance a-sherrm1998-09-01T16:16:00 a-sherrm1998-09-01T16:16:00 a-sherrm1998-09-01T16:17:00a-sherrm1998-09-01T16:17:00, a-sherrm1998-09-01T16:17:00a-sherrm1998-09-01T16:17:00a-sherrm1998-09-01T16:17:00 a-sherrm1998-09-01T16:18:00 a-sherrm1998-09-01T16:18:00 a-sherrm1998-09-01T16:18:00 a-sherrm1998-09-01T16:18:00
Unknown0-00-00 specialist a-sherrm1998-08-19T10:22:00a-sherrm1998-09-01T16:19:00a-sherrm1998-09-01T16:19:00 a-sherrm1998-09-01T16:20:00 a-sherrm1998-09-01T16:20:00 a-sherrm1998-09-01T16:20:00 a-sherrm1998-09-01T16:20:00 a-sherrm1998-09-01T16:20:00, throughout a-sherrm1998-09-02T10:20:00 Guarantees and Customer Protection
Our clients will be protected financially against either our own or our tour operator’s failure, by virtue of the ARC bonding held by our principals. a-sherrm1998-09-01T16:20:00 a-sherrm1998-09-02T10:20:00 We will only use vacation providers who can provide 24-hour emergency support services for clients while on vacation. a-sherrm1998-09-01T16:20:00 a-sherrm1998-09-01T16:21:00 a-sherrm1998-09-01T16:21:00 a-sherrm1998-09-01T16:21:00a-sherrm1998-09-01T16:21:00 fully serviced a-sherrm1998-09-01T16:21:00 a-sherrm1998-09-01T16:22:00 a-sherrm1998-09-01T16:22:00 a-sherrm1998-09-01T16:22:00a-sherrm1998-09-01T16:22:00as a-sherrm1998-09-01T16:22:00 a-sherrm1998-09-01T16:22:00a-sherrm1998-09-01T16:26:00Opening a-sherrm1998-09-01T16:27:00a-sherrm1998-09-01T16:26:00 a-sherrm1998-09-01T16:25:00a-sherrm1998-09-01T16:25:00a-sherrm1998-09-01T16:26:00 a-sherrm1998-09-01T16:26:00a-sherrm1998-09-01T16:26:00out-of a-sherrm1998-09-01T16:28:00a-sherrm1998-09-01T16:28:00a-sherrm1998-09-01T16:28:00 a-sherrm1998-09-01T16:29:00- a-sherrm1998-09-01T16:29:00 a-sherrm1998-09-01T16:29:00, a-sherrm1998-09-01T16:29:00, a-sherrm1998-09-01T16:45:00 a-sherrm1998-09-01T16:46:00 a-sherrm1998-09-01T16:46:00a-sherrm1998-09-02T11:24:00With this system we can review our sales and marketing activities on a regular basis. Thus we will be ableQuality ControlWe will be developing outline scripts to help the sales staff manage inquiries. a-sherrm1998-09-01T16:46:00 a-sherrm1998-09-02T11:24:00 This will ensure that all incoming phone calls are dealt with in the same way and meet a high standard.

a-sherrm1998-09-02T11:24:00We will encourage people inquiring about vacations to give us feedback on: a-sherrm1998-09-02T11:24:00 Our ability to handle their inquiry The amount of time from the client’s first inquiry to the date of actual travel The client’s reactions to the vacation in terms of whether it meets their expectations

New Tour Operatorsa-sherrm1998-09-02T11:24:00Heather Mitchell will be responsible for reviewing the range of tour operators that we seek to represent a-sherrm1998-09-01T16:46:00, a-sherrm1998-09-02T11:24:00 and negotiating with prospective new principals. a-sherrm1998-09-01T16:46:00 a-sherrm1998-09-02T11:24:00CapacityOur offices can accommodate five sales desks. a-sherrm1998-09-01T16:47:00 a-sherrm1998-09-02T11:24:00 Each sales desk has a capacity to handle four clients per hour, which means over the year we could handle up to 40,000 inquiries. a-sherrm1998-09-01T16:53:00 a-sherrm1998-09-02T11:24:00 With our average sales rate of one in five, we could service 9600 clients from our present facilities. a-sherrm1998-09-01T16:53:00 a-sherrm1998-09-02T11:24:00 This is well above the numbers we are anticipating in the business plan. a-sherrm1998-09-01T16:57:00 a-sherrm1998-09-02T10:12:00MANAGEMENT & ORGANIZATIONa-sherrm1998-09-02T10:12:00Key Employeesa-sherrm1998-09-02T10:12:00Heather Mitchell, President and CEO. Before founding Northwind Traders, Ms. Mitchell owned and operated Northwind Traders, an outdoor clothing shop in the Unknown0-00-00Redmonda-sherrm1998-09-02T10:12:00 area.a-sherrm1998-09-01T16:57:00 a-sherrm1998-09-02T10:12:00 Prior to that, she managed the Olympia branch of one of the larger regional chains of general travel agencies operating throughout western Washington, where she was responsible for managing the office systems and a staff of four. She has a degree in travel and tourism from State University.a-sherrm1998-09-02T10:12:00
In addition to Ms. Mitchell, team members Jim Kim and Richard Bready will be moving into the new venture on a full-time basis, and Amy Egert has been recently recruited to cover Saturdays and vacations. a-sherrm1998-09-01T16:57:00 a-sherrm1998-09-02T10:12:00 Freelance business consultant Jae Pak will be advising during the business’s changeover from clothing shop to adventure travel agency.

a-sherrm1998-09-02T10:12:00Jim Kim, Vice President Sales and Marketing. a-sherrm1998-09-01T16:58:00 a-sherrm1998-09-02T10:12:00 Prior to joining Northwind Traders, Mr. Kim worked for the marketing department of a major airline. His current responsibilities include the company’s direct marketing campaign and all sales a-sherrm1998-09-01T16:58:00 a-sherrm1998-09-02T10:12:00related issues.

a-sherrm1998-09-02T10:12:00Richard Bready, Office Manager. a-sherrm1998-09-01T16:58:00 a-sherrm1998-09-02T10:12:00Twenty years as a travel agent has given Mr.
Bready the ideal background for Northwind Traders. a-sherrm1998-09-01T16:58:00 a-sherrm1998-09-02T10:12:00 A knowledgeable salesperson, Mr. Bready’s expertise in the area of European travel enables him to entice the adventure traveler. a-sherrm1998-09-02T10:12:00Amy Egert, Sales Assistant. After completing her undergraduate degree at the Institute of Art, Ms. Egert spent a year traveling abroad and joined the staff at Northwind Traders recently as a sales assistant.

a-sherrm1998-09-02T10:12:00Jae Pak, Business Consultant. With over a-sherrm1998-09-01T17:11:00twentya-sherrm1998-09-02T10:12:00 years of consulting experience in industries ranging from aerospace to technology to retail, Mr. Pak’s knowledge and guidance will be instrumental to the success of Northwind Traders.a-sherrm1998-09-02T10:12:00 (Heather Mitchell’s CV is in Appendix 3)

Board of DirectorsThe volunteer members of the Board of Directors provide guidance to the management and staff of Northwind Traders. The board meets twice yearly to discuss policy changes, review the mission statement, and update the business plan if
needed.

Members include:
Lisa Jacobson, retail store owner
Holly Barrett, CPA
Jo Brown, former travel agent
William Hollands, a-sherrm1998-09-01T16:59:00L a-sherrm1998-09-02T10:12:00awyer
Lisa Garmaise, retail store owner
Tony Chor, human resource manager
Prasanna Samarawickrama, caterer a-sherrm1998-09-01T17:00:00 a-sherrm1998-09-01T16:59:00

a-sherrm1998-09-02T11:21:00Long-Term GoalsNorthwind Traders plans to grow steadily over the next five years, becoming the premier provider of European adventure vacations in the a-sherrm1998-09-01T17:00:00g a-sherrm1998-09-02T11:21:00reater
Unknown0-00-00Redmond
a-sherrm1998-09-02T11:21:00 area. a-sherrm1998-09-01T17:00:00 a-sherrm1998-09-02T11:21:00Our financial objectives are to be operating at or close to break-even cash flow by the end of the first year. We aim to be profitable from Year One onward; our goal is to earn at least $30 a-sherrm1998-09-01T17:00:000 a-sherrm1998-09-02T11:21:00,000 post a-sherrm1998-09-01T17:00:00 a-sherrm1998-09-02T11:21:00tax profit in
Unknown0-00-00 the a-sherrm1998-09-02T11:21:00 Year Two a-sherrm1998-09-01T17:01:00, a-sherrm1998-09-02T11:21:00 and nearly $ a-sherrm1998-09-01T17:00:00500 a-sherrm1998-09-02T11:21:00,000 in Year Three. a-sherrm1998-09-01T17:00:00 a-sherrm1998-09-02T11:21:00 Our profit margin on sales by Year Three will be a respectable 7 percent.

a-sherrm1998-09-02T11:21:00Strategy for Achieving Goals Extensive public relations campaign Recruit well-trained, enthusiastic staff Deliver superior product knowledge Provide high a-sherrm1998-09-01T17:01:00 a-sherrm1998-09-02T11:21:00 quality customer service Create library of tools/reference materials for clients Offer competitive pricing on vacation packages

The first priority is to hire a competent public relations a-sherrm1998-09-01T17:01:00consultant a-sherrm1998-09-02T11:21:00. This a-sherrm1998-09-01T17:01:00 individual a-sherrm1998-09-02T11:21:00 will be the key to producing state-of-the art publicity materials and determining where these materials should be placed for optimum visibility.

The second priority will be to increase the staff. a-sherrm1998-09-01T17:01:00 a-sherrm1998-09-02T11:21:00 The individuals recruited will go through an extensive training program to ensure that they will be able to provide superior product knowledge in the field of European adventure travel. The present staff is passionate about adventure vacations, and we intend to maintain their enthusiasm through constant product development and skill training. a-sherrm1998-09-01T17:02:00 a-sherrm1998-09-02T11:21:00We will only recruit those individuals who share our vision. a-sherrm1998-09-01T17:02:00 a-sherrm1998-09-02T11:21:00 We also want the business to have an enjoyable atmosphere. a-sherrm1998-09-02T11:21:00 The third priority is to install a library of reference works in the shop. a-sherrm1998-09-01T17:02:00 a-sherrm1998-09-02T11:21:00 These materials will be available for clients to browse through while in the shop a-sherrm1998-09-01T17:02:00, a-sherrm1998-09-02T11:21:00 or to “check out” and peruse at home. a-sherrm1998-09-01T17:02:00 a-sherrm1998-09-02T11:21:00 An agent will be on hand at all times to answer any questions. a-sherrm1998-09-02T11:21:00Positiona-sherrm1998-09-02T11:21:00While at present we are offering only other company’s adventure vacations, we have protected our position in a number of ways. a-sherrm1998-09-02T11:21:00First, we have a two-year agency agreement with Margie’s Travel, which gives us access to all their existing vacation products as well as any new ones. a-sherrm1998-09-01T17:03:00 a-sherrm1998-09-02T11:21:00This contract is dependent on Northwind Traders achieving sales of at least 250 vacation packages a year. a-sherrm1998-09-01T17:03:00 a-sherrm1998-09-02T11:21:00 We intend to negotiate similar agreements with future suppliers, although sales targets with them will be lower to reflect their relative market position. a-sherrm1998-09-02T11:21:00Second, we intend to maintain a high service element to our business, extending our range of value a-sherrm1998-09-01T17:03:00 a-sherrm1998-09-02T11:21:00added services such as vacation insurance, individualized prevacation booklets, postvacation follow-up, and continually updating our client database. a-sherrm1998-09-01T17:03:00 a-sherrm1998-09-02T11:21:00In this way, we will seek to build up a high level of repeat business. Customer loyalty is vital to our profitable growth. a-sherrm1998-09-02T11:21:00 Risks Associated with Growth Losing touch with customers Loss of clientele to other providers Quality of services diminished New businesses a-sherrm1998-09-02T11:21:00The risks facing the expansion of Northwind Traders can be summed up in one word: competition. In order to sustain our position in the area as the premiere European adventure travel business, Northwind Traders needs to outshine a-sherrm1998-09-01T17:04:00our a-sherrm1998-09-02T11:21:00 competition. By maintaining our focus on superior product knowledge and outstanding customer service, we will be able to uphold our position in the industry, thereby retaining current clients and attracting new clients. a-sherrm1998-09-01T17:05:00a-sherrm1998-09-01T17:06:00a-sherrm1998-09-01T17:06:00n a-sherrm1998-09-01T17:07:00a-sherrm1998-09-01T17:07:00 a-sherrm1998-09-01T17:07:00 a-sherrm1998-09-01T17:08:00a-sherrm1998-09-01T17:08:00es a-sherrm1998-09-01T17:07:00 a-sherrm1998-09-01T17:08:00 a-sherrm1998-09-01T17:10:00a-sherrm1998-09-01T17:13:00 a-sherrm1998-09-01T17:13:00Meredith Kraike1998-09-18T12:21:00Meredith Kraike1998-09-18T12:21:00n income a-sherrm1998-09-01T17:13:00Meredith Kraike1998-09-18T12:21:00Meredith Kraike1998-09-18T12:21:00commissions a-sherrm1998-09-01T17:16:00a-sherrm1998-09-01T17:16:00 a-sherrm1998-09-01T17:16:00a-sherrm1998-09-01T17:17:00a-sherrm1998-09-01T17:17:00 a-sherrm1998-09-01T17:17:00 a-sherrm1998-09-01T17:17:00 a-sherrm1998-09-01T17:17:00a-sherrm1998-09-01T17:17:00 a-sherrm1998-09-01T17:17:00a-sherrm1998-09-01T17:17:00of $34,901 a-sherrm1998-09-01T17:17:00 a-sherrm1998-09-01T17:18:00 a-sherrm1998-09-01T17:18:00 a-sherrm1998-09-01T17:18:00 will be
Meredith Kraike1998-09-18T16:53:00Meredith Kraike1998-09-18T16:53:003
Meredith Kraike1998-09-18T16:53:00Meredith Kraike1998-09-18T16:53:005
Meredith Kraike1998-09-18T16:53:00Meredith Kraike1998-09-18T16:53:001 a-sherrm1998-09-01T17:18:00 a-sherrm1998-09-01T17:21:00,
Meredith Kraike1998-09-18T16:37:00Meredith Kraike1998-09-18T16:37:00income a-sherrm1998-09-01T17:21:00 a-sherrm1998-09-01T17:23:00, a-sherrm1998-09-01T17:23:00 a-sherrm1998-09-01T17:24:00

a-sherrm1998-09-01T17:25:00a-sherrm1998-09-01T17:25:00a-sherrm1998-09-01T17:25:00make are the: a-sherrm1998-09-01T17:27:00 a-sherrm1998-09-01T17:27:00a-sherrm1998-09-01T17:27:00750 a-sherrm1998-09-01T17:27:00 a-sherrm1998-09-01T17:27:00 a-sherrm1998-09-01T17:27:00 a-sherrm1998-09-01T17:28:00 a-sherrm1998-09-01T17:30:00a-sherrm1998-09-01T17:30:00, a-sherrm1998-09-01T17:30:00a-sherrm1998-09-01T17:30:00 a-sherrm1998-09-01T17:30:00a-sherrm1998-09-01T17:30:00 a-sherrm1998-09-01T17:30:00a-sherrm1998-09-01T17:30:00, a-sherrm1998-09-01T17:31:00 a-sherrm1998-09-01T17:31:00 a-sherrm1998-09-01T17:33:00 to a-sherrm1998-09-01T17:33:00 a-sherrm1998-09-01T17:33:00a-sherrm1998-09-01T17:34:00 a-sherrm1998-09-01T17:34:00a-sherrm1998-09-01T17:35:00 a-sherrm1998-09-01T17:35:00a-sherrm1998-09-01T17:35:00a-sherrm1998-09-01T17:35:00as a-sherrm1998-09-01T17:35:00 a-sherrm1998-09-01T17:35:00 a-sherrm1998-09-01T17:35:00 a-sherrm1998-09-01T17:35:00
Meredith Kraike1998-09-18T16:34:00 We think we should provide an additional $10,020 for unforeseen eventualities. a-sherrm1998-09-01T17:35:00 Meredith Kraike1998-09-18T16:34:00 We are considering
Meredith Kraike1998-09-18T16:34:00Meredith Kraike1998-09-18T16:35:00Meredith Kraike1998-09-18T16:35:00this $93,520
Daun Redfield1998-09-21T17:22:00a-sherrm1998-09-01T17:36:00 a-sherrm1998-09-01T17:36:00 a-sherrm1998-09-01T17:37:00a-sherrm1998-09-01T17:37:00 a-sherrm1998-09-01T17:37:00a-sherrm1998-09-01T17:38:00a-sherrm1998-09-02T10:33:00 Financial
We will be using a computer-based financial management system. a-sherrm1998-09-01T17:38:00 a-sherrm1998-09-02T10:33:00 This will allow us to analyze the profitability of sales of different vacations through each tour operator.

In this way we can review our sales and marketing activities on a regular basis. a-sherrm1998-09-01T17:38:00 a-sherrm1998-09-02T10:33:00 It will also allow us to reward staff on the basis of profit achieved rather than just on sales. a-sherrm1998-09-02T11:23:00a-sherrm1998-09-02T11:25:00a-sherrm1998-09-02T11:25:00a-sherrm1998-09-02T11:25:00a-sherrm1998-09-02T11:22:00Daun Redfield1998-09-21T17:23:00Northwind Traders plans to grow steadily over the next five years, becoming the premier provider of European adventure vacations in the Greater Seattle area. Our
Daun Redfield1998-09-21T17:23:00a-sherrm1998-09-02T11:22:00Daun Redfield1998-09-21T17:23:00a-sherrm1998-09-02T11:22:00Daun Redfield1998-09-21T17:24:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-02T11:22:00a-sherrm1998-09-01T17:41:00

a-sherrm1998-09-01T17:42:00a-sherrm1998-09-01T17:42:00a-sherrm1998-09-01T17:42:00a-sherrm1998-09-01T17:42:00users a-sherrm1998-09-22T10:38:00 bet a-sherrm1998-09-22T10:37:00ween the a-sherrm1998-09-22T10:38:00a-sherrm1998-09-22T10:38:00 of a-sherrm1998-09-22T10:38:00a-sherrm1998-09-22T10:38:00and a-sherrm1998-09-22T10:38:00 between the a-sherrm1998-09-22T10:38:00 of a-sherrm1998-09-22T10:38:00a-sherrm1998-09-22T10:38:00and a-sherrm1998-09-22T10:40:00 between the a-sherrm1998-09-22T10:40:00 of a-sherrm1998-09-22T10:40:00a-sherrm1998-09-22T10:40:00and a-sherrm1998-09-22T11:07:00 less than a-sherrm1998-09-22T11:07:00a-sherrm1998-09-01T17:43:00 a-sherrm1998-09-01T17:45:00 a-sherrm1998-09-01T17:45:00a-sherrm1998-09-01T17:45:00a-sherrm1998-09-01T17:45:00a-sherrm1998-09-01T17:46:00a-sherrm1998-09-01T17:45:00Daun Redfield1998-09-21T17:41:00of the 5000 offered
Daun Redfield1998-09-21T17:41:00of the 5000 offered
Daun Redfield1998-09-21T17:41:00of the 5000 offered
Daun Redfield1998-09-21T17:41:00of the 5000 offered
Daun Redfield1998-09-21T17:41:00of the 5000 offered
Daun Redfield1998-09-21T17:41:00of the 5000 offered
Daun Redfield1998-09-21T17:54:00market
Daun Redfield1998-09-21T17:54:00Daun Redfield1998-09-21T17:54:00devoted
Daun Redfield1998-09-21T17:54:00Daun Redfield1998-09-21T17:56:00regions
Daun Redfield1998-09-21T17:56:00Daun Redfield1998-09-21T17:37:00is
Daun Redfield1998-09-21T17:37:00Daun Redfield1998-09-21T17:56:00Daun Redfield1998-09-21T17:56:00of adventure travelers purchase vacation packages for destinations in Europe
Daun Redfield1998-09-21T17:56:00Daun Redfield1998-09-21T17:56:00of adventure travelers purchase vacation packages for destinations in North America
Daun Redfield1998-09-21T17:56:00Daun Redfield1998-09-21T17:57:00of adventure travelers purchase vacation packages for destinations in
Daun Redfield1998-09-21T17:56:00India
Daun Redfield1998-09-21T17:57:00Daun Redfield1998-09-21T17:57:00of adventure travelers purchase vacation packages for destinations in Africa
Daun Redfield1998-09-21T17:57:00Daun Redfield1998-09-21T17:57:00of adventure travelers purchase vacation packages for destinations in the Far East
Daun Redfield1998-09-21T17:57:00Daun Redfield1998-09-21T17:57:00of adventure travelers purchase vacation packages for destinations in a-sherrm1998-09-22T11:08:00 Daun Redfield1998-09-21T17:57:00other regions a-sherrm1998-09-01T17:46:00a-sherrm1998-09-01T17:46:00akers a-sherrm1998-09-01T17:46:00a-sherrm1998-09-01T17:47:00a-sherrm1998-09-01T17:47:00 a-sherrm1998-09-01T17:47:00 Daun Redfield1998-09-21T17:51:00Daun Redfield1998-09-21T17:42:00heard about their vacation package
Daun Redfield1998-09-21T17:51:00through publicity activity
Daun Redfield1998-09-21T17:51:00a-sherrm1998-09-22T11:09:00
Daun Redfield1998-09-21T17:51:00Daun Redfield1998-09-21T17:42:00heard about their vacation package
Daun Redfield1998-09-21T17:51:00through a travel agent
Daun Redfield1998-09-21T17:52:00Daun Redfield1998-09-21T17:42:00heard about their vacation package
Daun Redfield1998-09-21T17:52:00through a friend
Daun Redfield1998-09-21T17:53:00Daun Redfield1998-09-21T17:42:00heard about their vacation package
Daun Redfield1998-09-21T17:53:00through adventure press
Daun Redfield1998-09-21T17:53:00Daun Redfield1998-09-21T17:42:00heard about their vacation package
Daun Redfield1998-09-21T17:53:00through press advertising
Daun Redfield1998-09-21T17:53:00a-sherrm1998-09-22T11:09:00
Daun Redfield1998-09-21T17:42:00heard about their vacation package
Daun Redfield1998-09-21T17:53:00through the
Daun Redfield1998-09-21T17:53:00Internet a-sherrm1998-09-01T17:47:00 a-sherrm1998-09-01T17:47:00 a-sherrm1998-09-01T17:47:00 a-sherrm1998-09-01T17:48:00a-sherrm1998-09-01T17:48:00majority a-sherrm1998-09-01T17:48:00a a-sherrm1998-09-01T17:50:00a-sherrm1998-09-01T17:50:00/ a-sherrm1998-09-01T17:50:00a-sherrm1998-09-01T17:50:00it a-sherrm1998-09-01T17:51:00 to a-sherrm1998-09-01T17:51:00 a-sherrm1998-09-01T17:51:00, a-sherrm1998-09-01T17:51:00a-sherrm1998-09-01T17:51:00a-sherrm1998-09-01T17:51:0000M a-sherrm1998-09-01T17:51:00a-sherrm1998-09-01T17:51:00a-sherrm1998-09-01T17:51:0000M a-sherrm1998-09-01T17:52:00a-sherrm1998-09-01T17:51:00a-sherrm1998-09-01T17:51:000M a-sherrm1998-09-01T17:53:00a-sherrm1998-09-01T17:52:00a-sherrm1998-09-01T17:52:000M a-sherrm1998-09-01T17:53:00It is also evident that the a-sherrm1998-09-01T17:53:00Daun Redfield1998-09-21T17:48:00Daun Redfield1998-09-21T17:48:00% of Internet users in Finland have shopped online
Daun Redfield1998-09-21T17:48:00Daun Redfield1998-09-21T17:48:00of Internet users in the Netherlands have shopped online
Daun Redfield1998-09-21T17:48:00Daun Redfield1998-09-21T17:49:00of Internet users in
Daun Redfield1998-09-21T17:48:00Germany
Daun Redfield1998-09-21T17:49:00have shopped online
Daun Redfield1998-09-21T17:49:00a-sherrm1998-09-22T11:10:00
Daun Redfield1998-09-21T17:49:00Daun Redfield1998-09-21T17:49:00of Internet users in the United Kingdom have shopped online
Daun Redfield1998-09-21T17:49:00a-sherrm1998-09-22T11:11:00
Daun Redfield1998-09-21T17:49:00Daun Redfield1998-09-21T17:49:00of Internet users in Italy have shopped online
Daun Redfield1998-09-21T17:49:00a-sherrm1998-09-22T11:11:00
Daun Redfield1998-09-21T17:49:00Daun Redfield1998-09-21T17:49:00of Internet users in Spain have shopped online
Daun Redfield1998-09-21T17:49:00a-sherrm1998-09-22T11:11:00
Daun Redfield1998-09-21T17:49:00Daun Redfield1998-09-21T17:49:00of Internet users in France have shopped online
Mike Wasson1998-09-24T18:40:00Cash Flow Projection Year OneMike Wasson1998-09-24T18:40:00Cash Flow Forecast - 12 Months
Mike Wasson1998-09-24T18:40:00Month:
Mike Wasson1998-09-24T18:40:00Pre-Start
Mike Wasson1998-09-24T18:40:001
Mike Wasson1998-09-24T18:40:002
Mike Wasson1998-09-24T18:40:003
Mike Wasson1998-09-24T18:40:004
Mike Wasson1998-09-24T18:40:005
Mike Wasson1998-09-24T18:40:006
Mike Wasson1998-09-24T18:40:007
Mike Wasson1998-09-24T18:40:008
Mike Wasson1998-09-24T18:40:009
Mike Wasson1998-09-24T18:40:0010
Mike Wasson1998-09-24T18:40:0011
Mike Wasson1998-09-24T18:40:0012
Mike Wasson1998-09-24T18:40:00Totals
Mike Wasson1998-09-24T18:40:00Receipts
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:00Cash Sales
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:0010,020
Mike Wasson1998-09-24T18:40:0010,855
Mike Wasson1998-09-24T18:40:0012,525
Mike Wasson1998-09-24T18:40:0014,195
Mike Wasson1998-09-24T18:40:0015,865
Mike Wasson1998-09-24T18:40:0018,370
Mike Wasson1998-09-24T18:40:0021,710
Mike Wasson1998-09-24T18:40:0024,215
Mike Wasson1998-09-24T18:40:0026,406
Mike Wasson1998-09-24T18:40:0028,808
Mike Wasson1998-09-24T18:40:0033,066
Mike Wasson1998-09-24T18:40:00216,035
Mike Wasson1998-09-24T18:40:00Collections from Credit Sales
Mike Wasson1998-09-24T18:40:00251
Mike Wasson1998-09-24T18:40:00418
Mike Wasson1998-09-24T18:40:00501
Mike Wasson1998-09-24T18:40:00501
Mike Wasson1998-09-24T18:40:00585
Mike Wasson1998-09-24T18:40:00752
Mike Wasson1998-09-24T18:40:00752
Mike Wasson1998-09-24T18:40:001,002
Mike Wasson1998-09-24T18:40:001,002
Mike Wasson1998-09-24T18:40:001,166
Mike Wasson1998-09-24T18:40:006,930
Mike Wasson1998-09-24T18:40:00New Equity Inflow
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Loans Received
Mike Wasson1998-09-24T18:40:0016,700
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:008,350
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:008,350
Mike Wasson1998-09-24T18:40:008,350
Mike Wasson1998-09-24T18:40:0041,750
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Receipts
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0016,700
Mike Wasson1998-09-24T18:40:0010,020
Mike Wasson1998-09-24T18:40:0011,106
Mike Wasson1998-09-24T18:40:0021,293
Mike Wasson1998-09-24T18:40:0014,696
Mike Wasson1998-09-24T18:40:0016,366
Mike Wasson1998-09-24T18:40:0027,305
Mike Wasson1998-09-24T18:40:0022,462
Mike Wasson1998-09-24T18:40:0024,967
Mike Wasson1998-09-24T18:40:0035,758
Mike Wasson1998-09-24T18:40:0029,810
Mike Wasson1998-09-24T18:40:0034,232
Mike Wasson1998-09-24T18:40:00264,715
Mike Wasson1998-09-24T18:40:00Payments
Mike Wasson1998-09-24T18:40:00Cash Purchases
Mike Wasson1998-09-24T18:40:00401
Mike Wasson1998-09-24T18:40:00326
Mike Wasson1998-09-24T18:40:00166
Mike Wasson1998-09-24T18:40:00131
Mike Wasson1998-09-24T18:40:00237
Mike Wasson1998-09-24T18:40:00166
Mike Wasson1998-09-24T18:40:00149
Mike Wasson1998-09-24T18:40:00149
Mike Wasson1998-09-24T18:40:00166
Mike Wasson1998-09-24T18:40:00113
Mike Wasson1998-09-24T18:40:00113
Mike Wasson1998-09-24T18:40:00167
Mike Wasson1998-09-24T18:40:002,284
Mike Wasson1998-09-24T18:40:00Payments to Creditors
Mike Wasson1998-09-24T18:40:001,203
Mike Wasson1998-09-24T18:40:00978
Mike Wasson1998-09-24T18:40:00499
Mike Wasson1998-09-24T18:40:00392
Mike Wasson1998-09-24T18:40:00713
Mike Wasson1998-09-24T18:40:00499
Mike Wasson1998-09-24T18:40:00446
Mike Wasson1998-09-24T18:40:00446
Mike Wasson1998-09-24T18:40:00499
Mike Wasson1998-09-24T18:40:00339
Mike Wasson1998-09-24T18:40:00339
Mike Wasson1998-09-24T18:40:00503
Mike Wasson1998-09-24T18:40:006,856
Mike Wasson1998-09-24T18:40:00Salaries and Wages
Mike Wasson1998-09-24T18:40:006,304
Mike Wasson1998-09-24T18:40:005,120
Mike Wasson1998-09-24T18:40:002,620
Mike Wasson1998-09-24T18:40:002,058
Mike Wasson1998-09-24T18:40:003,728
Mike Wasson1998-09-24T18:40:002,620
Mike Wasson1998-09-24T18:40:002,336
Mike Wasson1998-09-24T18:40:002,336
Mike Wasson1998-09-24T18:40:002,620
Mike Wasson1998-09-24T18:40:001,780
Mike Wasson1998-09-24T18:40:001,780
Mike Wasson1998-09-24T18:40:002,631
Mike Wasson1998-09-24T18:40:0035,933
Mike Wasson1998-09-24T18:40:00Employee Benefits
Mike Wasson1998-09-24T18:40:003,152
Mike Wasson1998-09-24T18:40:002,560
Mike Wasson1998-09-24T18:40:001,310
Mike Wasson1998-09-24T18:40:001,029
Mike Wasson1998-09-24T18:40:001,864
Mike Wasson1998-09-24T18:40:001,310
Mike Wasson1998-09-24T18:40:001,168
Mike Wasson1998-09-24T18:40:001,168
Mike Wasson1998-09-24T18:40:001,310
Mike Wasson1998-09-24T18:40:00890
Mike Wasson1998-09-24T18:40:00890
Mike Wasson1998-09-24T18:40:001,315
Mike Wasson1998-09-24T18:40:0017,966
Mike Wasson1998-09-24T18:40:00Payroll Taxes
Mike Wasson1998-09-24T18:40:001,051
Mike Wasson1998-09-24T18:40:00853
Mike Wasson1998-09-24T18:40:00437
Mike Wasson1998-09-24T18:40:00343
Mike Wasson1998-09-24T18:40:00621
Mike Wasson1998-09-24T18:40:00437
Mike Wasson1998-09-24T18:40:00389
Mike Wasson1998-09-24T18:40:00389
Mike Wasson1998-09-24T18:40:00437
Mike Wasson1998-09-24T18:40:00297
Mike Wasson1998-09-24T18:40:00297
Mike Wasson1998-09-24T18:40:00438
Mike Wasson1998-09-24T18:40:005,989
Mike Wasson1998-09-24T18:40:00Rent
Mike Wasson1998-09-24T18:40:005,253
Mike Wasson1998-09-24T18:40:004,267
Mike Wasson1998-09-24T18:40:002,183
Mike Wasson1998-09-24T18:40:001,715
Mike Wasson1998-09-24T18:40:003,107
Mike Wasson1998-09-24T18:40:002,183
Mike Wasson1998-09-24T18:40:001,947
Mike Wasson1998-09-24T18:40:001,947
Mike Wasson1998-09-24T18:40:002,183
Mike Wasson1998-09-24T18:40:001,483
Mike Wasson1998-09-24T18:40:001,483
Mike Wasson1998-09-24T18:40:002,192
Mike Wasson1998-09-24T18:40:0029,943
Mike Wasson1998-09-24T18:40:00Utiltities
Mike Wasson1998-09-24T18:40:001,021
Mike Wasson1998-09-24T18:40:00830
Mike Wasson1998-09-24T18:40:00425
Mike Wasson1998-09-24T18:40:00333
Mike Wasson1998-09-24T18:40:00604
Mike Wasson1998-09-24T18:40:00425
Mike Wasson1998-09-24T18:40:00379
Mike Wasson1998-09-24T18:40:00379
Mike Wasson1998-09-24T18:40:00425
Mike Wasson1998-09-24T18:40:00288
Mike Wasson1998-09-24T18:40:00288
Mike Wasson1998-09-24T18:40:00426
Mike Wasson1998-09-24T18:40:005,823
Mike Wasson1998-09-24T18:40:00Repairs and Maintenance
Mike Wasson1998-09-24T18:40:00584
Mike Wasson1998-09-24T18:40:00474
Mike Wasson1998-09-24T18:40:00243
Mike Wasson1998-09-24T18:40:00191
Mike Wasson1998-09-24T18:40:00345
Mike Wasson1998-09-24T18:40:00243
Mike Wasson1998-09-24T18:40:00216
Mike Wasson1998-09-24T18:40:00216
Mike Wasson1998-09-24T18:40:00243
Mike Wasson1998-09-24T18:40:00165
Mike Wasson1998-09-24T18:40:00165
Mike Wasson1998-09-24T18:40:00244
Mike Wasson1998-09-24T18:40:003,329
Mike Wasson1998-09-24T18:40:00Insurance
Mike Wasson1998-09-24T18:40:001,021
Mike Wasson1998-09-24T18:40:00830
Mike Wasson1998-09-24T18:40:00425
Mike Wasson1998-09-24T18:40:00333
Mike Wasson1998-09-24T18:40:00604
Mike Wasson1998-09-24T18:40:00425
Mike Wasson1998-09-24T18:40:00379
Mike Wasson1998-09-24T18:40:00379
Mike Wasson1998-09-24T18:40:00425
Mike Wasson1998-09-24T18:40:00288
Mike Wasson1998-09-24T18:40:00288
Mike Wasson1998-09-24T18:40:00426
Mike Wasson1998-09-24T18:40:005,823
Mike Wasson1998-09-24T18:40:00Travel
Mike Wasson1998-09-24T18:40:001,240
Mike Wasson1998-09-24T18:40:001,007
Mike Wasson1998-09-24T18:40:00515
Mike Wasson1998-09-24T18:40:00405
Mike Wasson1998-09-24T18:40:00734
Mike Wasson1998-09-24T18:40:00515
Mike Wasson1998-09-24T18:40:00460
Mike Wasson1998-09-24T18:40:00460
Mike Wasson1998-09-24T18:40:00515
Mike Wasson1998-09-24T18:40:00350
Mike Wasson1998-09-24T18:40:00350
Mike Wasson1998-09-24T18:40:00518
Mike Wasson1998-09-24T18:40:007,069
Mike Wasson1998-09-24T18:40:00Telephone
Mike Wasson1998-09-24T18:40:001,043
Mike Wasson1998-09-24T18:40:00847
Mike Wasson1998-09-24T18:40:00434
Mike Wasson1998-09-24T18:40:00341
Mike Wasson1998-09-24T18:40:00617
Mike Wasson1998-09-24T18:40:00434
Mike Wasson1998-09-24T18:40:00387
Mike Wasson1998-09-24T18:40:00387
Mike Wasson1998-09-24T18:40:00434
Mike Wasson1998-09-24T18:40:00295
Mike Wasson1998-09-24T18:40:00295
Mike Wasson1998-09-24T18:40:00435
Mike Wasson1998-09-24T18:40:005,949
Mike Wasson1998-09-24T18:40:00Postage
Mike Wasson1998-09-24T18:40:00438
Mike Wasson1998-09-24T18:40:00358
Mike Wasson1998-09-24T18:40:00182
Mike Wasson1998-09-24T18:40:00143
Mike Wasson1998-09-24T18:40:00259
Mike Wasson1998-09-24T18:40:00182
Mike Wasson1998-09-24T18:40:00162
Mike Wasson1998-09-24T18:40:00162
Mike Wasson1998-09-24T18:40:00182
Mike Wasson1998-09-24T18:40:00124
Mike Wasson1998-09-24T18:40:00124
Mike Wasson1998-09-24T18:40:00183
Mike Wasson1998-09-24T18:40:002,499
Mike Wasson1998-09-24T18:40:00Office Supplies
Mike Wasson1998-09-24T18:40:00949
Mike Wasson1998-09-24T18:40:00770
Mike Wasson1998-09-24T18:40:00394
Mike Wasson1998-09-24T18:40:00310
Mike Wasson1998-09-24T18:40:00561
Mike Wasson1998-09-24T18:40:00394
Mike Wasson1998-09-24T18:40:00352
Mike Wasson1998-09-24T18:40:00352
Mike Wasson1998-09-24T18:40:00394
Mike Wasson1998-09-24T18:40:00268
Mike Wasson1998-09-24T18:40:00268
Mike Wasson1998-09-24T18:40:00396
Mike Wasson1998-09-24T18:40:005,408
Mike Wasson1998-09-24T18:40:00Advertising (delete row)
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Marketing and Advertising
Mike Wasson1998-09-24T18:40:006,938
Mike Wasson1998-09-24T18:40:005,635
Mike Wasson1998-09-24T18:40:002,883
Mike Wasson1998-09-24T18:40:002,265
Mike Wasson1998-09-24T18:40:004,103
Mike Wasson1998-09-24T18:40:002,883
Mike Wasson1998-09-24T18:40:002,571
Mike Wasson1998-09-24T18:40:002,571
Mike Wasson1998-09-24T18:40:002,883
Mike Wasson1998-09-24T18:40:001,959
Mike Wasson1998-09-24T18:40:001,959
Mike Wasson1998-09-24T18:40:002,895
Mike Wasson1998-09-24T18:40:0039,545
Mike Wasson1998-09-24T18:40:00Professional Fees
Mike Wasson1998-09-24T18:40:005,439
Mike Wasson1998-09-24T18:40:004,418
Mike Wasson1998-09-24T18:40:002,261
Mike Wasson1998-09-24T18:40:001,776
Mike Wasson1998-09-24T18:40:003,217
Mike Wasson1998-09-24T18:40:002,261
Mike Wasson1998-09-24T18:40:002,016
Mike Wasson1998-09-24T18:40:002,016
Mike Wasson1998-09-24T18:40:002,261
Mike Wasson1998-09-24T18:40:001,536
Mike Wasson1998-09-24T18:40:001,536
Mike Wasson1998-09-24T18:40:002,270
Mike Wasson1998-09-24T18:40:0031,007
Mike Wasson1998-09-24T18:40:00Training and Development
Mike Wasson1998-09-24T18:40:001,751
Mike Wasson1998-09-24T18:40:001,422
Mike Wasson1998-09-24T18:40:00728
Mike Wasson1998-09-24T18:40:00572
Mike Wasson1998-09-24T18:40:001,036
Mike Wasson1998-09-24T18:40:00728
Mike Wasson1998-09-24T18:40:00649
Mike Wasson1998-09-24T18:40:00649
Mike Wasson1998-09-24T18:40:00728
Mike Wasson1998-09-24T18:40:00494
Mike Wasson1998-09-24T18:40:00494
Mike Wasson1998-09-24T18:40:00731
Mike Wasson1998-09-24T18:40:009,982
Mike Wasson1998-09-24T18:40:00Bank Charges
Mike Wasson1998-09-24T18:40:0026
Mike Wasson1998-09-24T18:40:0021
Mike Wasson1998-09-24T18:40:0011
Mike Wasson1998-09-24T18:40:009
Mike Wasson1998-09-24T18:40:0016
Mike Wasson1998-09-24T18:40:0011
Mike Wasson1998-09-24T18:40:0010
Mike Wasson1998-09-24T18:40:0010
Mike Wasson1998-09-24T18:40:0011
Mike Wasson1998-09-24T18:40:007
Mike Wasson1998-09-24T18:40:007
Mike Wasson1998-09-24T18:40:0011
Mike Wasson1998-09-24T18:40:00150
Mike Wasson1998-09-24T18:40:00Miscellaneous
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Owner's Drawings
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Loan Repayments
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Tax Payments
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Capital Purchases
Mike Wasson1998-09-24T18:40:0025,050
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:004,175
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0029,225
Mike Wasson1998-09-24T18:40:00Other - Database and Web Site
Mike Wasson1998-09-24T18:40:00
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0010,000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0010,000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0021,325
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0041,325
Mike Wasson1998-09-24T18:40:00Total Payments
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:0062,864
Mike Wasson1998-09-24T18:40:0030,716
Mike Wasson1998-09-24T18:40:0019,891
Mike Wasson1998-09-24T18:40:0022,346
Mike Wasson1998-09-24T18:40:0022,366
Mike Wasson1998-09-24T18:40:0015,716
Mike Wasson1998-09-24T18:40:0024,016
Mike Wasson1998-09-24T18:40:0014,016
Mike Wasson1998-09-24T18:40:0015,716
Mike Wasson1998-09-24T18:40:0032,001
Mike Wasson1998-09-24T18:40:0010,676
Mike Wasson1998-09-24T18:40:0015,781
Mike Wasson1998-09-24T18:40:00286,105
Mike Wasson1998-09-24T18:40:00Cashflow Surplus/Deficit (-)
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00(46,164)
Mike Wasson1998-09-24T18:40:00(20,696)
Mike Wasson1998-09-24T18:40:00(8,785)
Mike Wasson1998-09-24T18:40:00(1,053)
Mike Wasson1998-09-24T18:40:00(7,670)
Mike Wasson1998-09-24T18:40:00650
Mike Wasson1998-09-24T18:40:003,289
Mike Wasson1998-09-24T18:40:008,446
Mike Wasson1998-09-24T18:40:009,251
Mike Wasson1998-09-24T18:40:003,757
Mike Wasson1998-09-24T18:40:0019,134
Mike Wasson1998-09-24T18:40:0018,451
Mike Wasson1998-09-24T18:40:00(21,390)
Mike Wasson1998-09-24T18:40:00Opening Cash Balance
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00(46,164)
Mike Wasson1998-09-24T18:40:00(66,860)
Mike Wasson1998-09-24T18:40:00(75,645)
Mike Wasson1998-09-24T18:40:00(76,698)
Mike Wasson1998-09-24T18:40:00(84,368)
Mike Wasson1998-09-24T18:40:00(83,718)
Mike Wasson1998-09-24T18:40:00(80,429)
Mike Wasson1998-09-24T18:40:00(71,983)
Mike Wasson1998-09-24T18:40:00(62,732)
Mike Wasson1998-09-24T18:40:00(58,975)
Mike Wasson1998-09-24T18:40:00(39,841)
Mike Wasson1998-09-24T18:40:00Closing Cash Balance
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00(46,164)
Mike Wasson1998-09-24T18:40:00(66,860)
Mike Wasson1998-09-24T18:40:00(75,645)
Mike Wasson1998-09-24T18:40:00(76,698)
Mike Wasson1998-09-24T18:40:00(84,368)
Mike Wasson1998-09-24T18:40:00(83,718)
Mike Wasson1998-09-24T18:40:00(80,429)
Mike Wasson1998-09-24T18:40:00(71,983)
Mike Wasson1998-09-24T18:40:00(62,732)
Mike Wasson1998-09-24T18:40:00(58,975)
Mike Wasson1998-09-24T18:40:00(39,841)
Mike Wasson1998-09-24T18:40:00(21,390)
Mike Wasson1998-09-24T18:40:00
Income Statement, Years One to ThreeMike Wasson1998-09-24T18:40:00Income Statement
Mike Wasson1998-09-24T18:40:00,
Mike Wasson1998-09-24T18:40:00 Profit and Loss Statement - 12 Months
Mike Wasson1998-09-24T18:40:00Year 1
Mike Wasson1998-09-24T18:40:00Year 2
Mike Wasson1998-09-24T18:40:00Year 3
Mike Wasson1998-09-24T18:40:00Period Starting:
Mike Wasson1998-09-24T18:40:00Month 1
Mike Wasson1998-09-24T18:40:00Month 2
Mike Wasson1998-09-24T18:40:00Month 3
Mike Wasson1998-09-24T18:40:00Month 4
Mike Wasson1998-09-24T18:40:00Month 5
Mike Wasson1998-09-24T18:40:00Month 6
Mike Wasson1998-09-24T18:40:00Month 7
Mike Wasson1998-09-24T18:40:00Month 8
Mike Wasson1998-09-24T18:40:00Month 9
Mike Wasson1998-09-24T18:40:00Month 10
Mike Wasson1998-09-24T18:40:00Month 11
Mike Wasson1998-09-24T18:40:00Month 12
Mike Wasson1998-09-24T18:40:00Totals
Mike Wasson1998-09-24T18:40:00Sales
Mike Wasson1998-09-24T18:40:00Sales
Mike Wasson1998-09-24T18:40:002,364,839
Mike Wasson1998-09-24T18:40:005,202,645
Mike Wasson1998-09-24T18:40:007,591,132
Mike Wasson1998-09-24T18:40:00#######
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Sales
Mike Wasson1998-09-24T18:40:002,364,839
Mike Wasson1998-09-24T18:40:005,202,645
Mike Wasson1998-09-24T18:40:007,591,132
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00#######
Mike Wasson1998-09-24T18:40:00Less Cost of Goods Sold
Mike Wasson1998-09-24T18:40:00Materials
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Labor
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Overhead
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:002,096,056
Mike Wasson1998-09-24T18:40:004,578,327
Mike Wasson1998-09-24T18:40:006,604,286
Mike Wasson1998-09-24T18:40:00#######
Mike Wasson1998-09-24T18:40:00Total Cost of Goods Sold
Mike Wasson1998-09-24T18:40:002,096,056
Mike Wasson1998-09-24T18:40:004,578,327
Mike Wasson1998-09-24T18:40:006,604,286
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00#######
Mike Wasson1998-09-24T18:40:00Gross Profit
Mike Wasson1998-09-24T18:40:00268,783
Mike Wasson1998-09-24T18:40:00624,318
Mike Wasson1998-09-24T18:40:00986,846
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:001,879,947
Mike Wasson1998-09-24T18:40:00Operating Expenses
Mike Wasson1998-09-24T18:40:00Salaries and Wages
Mike Wasson1998-09-24T18:40:0036,072
Mike Wasson1998-09-24T18:40:0040,581
Mike Wasson1998-09-24T18:40:0058,116
Mike Wasson1998-09-24T18:40:00134,769
Mike Wasson1998-09-24T18:40:00Employee Benefits
Mike Wasson1998-09-24T18:40:0018,036
Mike Wasson1998-09-24T18:40:0020,291
Mike Wasson1998-09-24T18:40:0029,058
Mike Wasson1998-09-24T18:40:0067,385
Mike Wasson1998-09-24T18:40:00Payroll Taxes
Mike Wasson1998-09-24T18:40:006,012
Mike Wasson1998-09-24T18:40:006,764
Mike Wasson1998-09-24T18:40:009,686
Mike Wasson1998-09-24T18:40:0022,462
Mike Wasson1998-09-24T18:40:00Rent
Mike Wasson1998-09-24T18:40:0030,060
Mike Wasson1998-09-24T18:40:0030,060
Mike Wasson1998-09-24T18:40:0040,080
Mike Wasson1998-09-24T18:40:00100,200
Mike Wasson1998-09-24T18:40:00Utilities
Mike Wasson1998-09-24T18:40:005,845
Mike Wasson1998-09-24T18:40:005,845
Mike Wasson1998-09-24T18:40:006,680
Mike Wasson1998-09-24T18:40:0018,370
Mike Wasson1998-09-24T18:40:00Repairs and Maintenance
Mike Wasson1998-09-24T18:40:003,340
Mike Wasson1998-09-24T18:40:003,340
Mike Wasson1998-09-24T18:40:003,340
Mike Wasson1998-09-24T18:40:0010,020
Mike Wasson1998-09-24T18:40:00Insurance
Mike Wasson1998-09-24T18:40:005,845
Mike Wasson1998-09-24T18:40:009,185
Mike Wasson1998-09-24T18:40:0016,700
Mike Wasson1998-09-24T18:40:0031,730
Mike Wasson1998-09-24T18:40:00Travel
Mike Wasson1998-09-24T18:40:007,097
Mike Wasson1998-09-24T18:40:0017,535
Mike Wasson1998-09-24T18:40:0030,895
Mike Wasson1998-09-24T18:40:0055,527
Mike Wasson1998-09-24T18:40:00Telephone
Mike Wasson1998-09-24T18:40:005,970
Mike Wasson1998-09-24T18:40:007,933
Mike Wasson1998-09-24T18:40:0010,855
Mike Wasson1998-09-24T18:40:0024,758
Mike Wasson1998-09-24T18:40:00Postage
Mike Wasson1998-09-24T18:40:002,505
Mike Wasson1998-09-24T18:40:004,175
Mike Wasson1998-09-24T18:40:008,350
Mike Wasson1998-09-24T18:40:0015,030
Mike Wasson1998-09-24T18:40:00Office Supplies
Mike Wasson1998-09-24T18:40:005,428
Mike Wasson1998-09-24T18:40:008,350
Mike Wasson1998-09-24T18:40:0012,525
Mike Wasson1998-09-24T18:40:0026,303
Mike Wasson1998-09-24T18:40:00Advertising (delete row)
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Marketing and Advertising
Mike Wasson1998-09-24T18:40:0039,700
Mike Wasson1998-09-24T18:40:0038,410
Mike Wasson1998-09-24T18:40:0050,100
Mike Wasson1998-09-24T18:40:00128,210
Mike Wasson1998-09-24T18:40:00Professional Fees
Mike Wasson1998-09-24T18:40:0031,125
Mike Wasson1998-09-24T18:40:0016,550
Mike Wasson1998-09-24T18:40:0016,500
Mike Wasson1998-09-24T18:40:0064,175
Mike Wasson1998-09-24T18:40:00Training and Development
Mike Wasson1998-09-24T18:40:0010,020
Mike Wasson1998-09-24T18:40:0016,700
Mike Wasson1998-09-24T18:40:0035,070
Mike Wasson1998-09-24T18:40:0061,790
Mike Wasson1998-09-24T18:40:00Bank Charges
Mike Wasson1998-09-24T18:40:00150
Mike Wasson1998-09-24T18:40:00150
Mike Wasson1998-09-24T18:40:00200
Mike Wasson1998-09-24T18:40:00500
Mike Wasson1998-09-24T18:40:00Depreciation
Mike Wasson1998-09-24T18:40:009,185
Mike Wasson1998-09-24T18:40:009,185
Mike Wasson1998-09-24T18:40:009,185
Mike Wasson1998-09-24T18:40:0027,555
Mike Wasson1998-09-24T18:40:00Miscellaneous
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Operating Expenses
Mike Wasson1998-09-24T18:40:00216,390
Mike Wasson1998-09-24T18:40:00235,054
Mike Wasson1998-09-24T18:40:00337,340
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00788,784
Mike Wasson1998-09-24T18:40:00Operating Income
Mike Wasson1998-09-24T18:40:0052,393
Mike Wasson1998-09-24T18:40:00389,264
Mike Wasson1998-09-24T18:40:00649,506
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:001,091,163
Mike Wasson1998-09-24T18:40:00Interest Income (Expense)
Mike Wasson1998-09-24T18:40:00(8,350)
Mike Wasson1998-09-24T18:40:00(8,350)
Mike Wasson1998-09-24T18:40:00(8,350)
Mike Wasson1998-09-24T18:40:00(25,050)
Mike Wasson1998-09-24T18:40:00Other Income (Expense)
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Nonoperating Income (Expense)
Mike Wasson1998-09-24T18:40:00(8,350)
Mike Wasson1998-09-24T18:40:00(8,350)
Mike Wasson1998-09-24T18:40:00(8,350)
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00(25,050)
Mike Wasson1998-09-24T18:40:00Income (Loss) Before Taxes
Mike Wasson1998-09-24T18:40:0044,043
Mike Wasson1998-09-24T18:40:00380,914
Mike Wasson1998-09-24T18:40:00641,156
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:001,066,113
Mike Wasson1998-09-24T18:40:00Income Taxes
Mike Wasson1998-09-24T18:40:009,142
Mike Wasson1998-09-24T18:40:0076,184
Mike Wasson1998-09-24T18:40:00145,751
Mike Wasson1998-09-24T18:40:00231,077
Mike Wasson1998-09-24T18:40:00Net Income (Loss)
Mike Wasson1998-09-24T18:40:0034,901
Mike Wasson1998-09-24T18:40:00304,730
Mike Wasson1998-09-24T18:40:00495,405
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00Cumulative Net Income (Loss)
Mike Wasson1998-09-24T18:40:0034,901
Mike Wasson1998-09-24T18:40:00339,631
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00835,036
Mike Wasson1998-09-24T18:40:00
Balance Sheet at end of Year OneMike Wasson1998-09-24T18:40:00Balance Sheet - Two Years (Quarterly)
Mike Wasson1998-09-24T18:40:00Year 1
Mike Wasson1998-09-24T18:40:00Year 2
Mike Wasson1998-09-24T18:40:00 Qtr 1
Mike Wasson1998-09-24T18:40:00Qtr 2
Mike Wasson1998-09-24T18:40:00Qtr 3
Mike Wasson1998-09-24T18:40:00Qtr 4
Mike Wasson1998-09-24T18:40:00Qtr 1
Mike Wasson1998-09-24T18:40:00Qtr 2
Mike Wasson1998-09-24T18:40:00Qtr 3
Mike Wasson1998-09-24T18:40:00Qtr 4
Mike Wasson1998-09-24T18:40:00ASSETS
Mike Wasson1998-09-24T18:40:00Current Assets
Mike Wasson1998-09-24T18:40:00Cash
Mike Wasson1998-09-24T18:40:0019,935
Mike Wasson1998-09-24T18:40:00Marketable Securities
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Accounts Receivable, Net
Mike Wasson1998-09-24T18:40:0045,818
Mike Wasson1998-09-24T18:40:00Inventory
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Prepaid Expenses
Mike Wasson1998-09-24T18:40:00835
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Current Assets
Mike Wasson1998-09-24T18:40:0066,588
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Long-Term Assets
Mike Wasson1998-09-24T18:40:00Property, Plant, and Equipment
Mike Wasson1998-09-24T18:40:0029,225
Mike Wasson1998-09-24T18:40:00Less Accumulated Depreciation
Mike Wasson1998-09-24T18:40:009,185
Mike Wasson1998-09-24T18:40:00Net Property, Plant, and Equipment
Mike Wasson1998-09-24T18:40:0020,040
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Other Long-Term Assets
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Long-Term Assets
Mike Wasson1998-09-24T18:40:0020,040
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Assets
Mike Wasson1998-09-24T18:40:0086,628
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00LIABILITIES AND SHAREHOLDERS' EQUITY
Mike Wasson1998-09-24T18:40:00Current Liabilities
Mike Wasson1998-09-24T18:40:00Short-Term Debt
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Current Maturities of Long-Term Debt
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Accounts Payable
Mike Wasson1998-09-24T18:40:00835
Mike Wasson1998-09-24T18:40:00Income Taxes Payable
Mike Wasson1998-09-24T18:40:009,142
Mike Wasson1998-09-24T18:40:00Accrued Liabilities
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Current Liabilities
Mike Wasson1998-09-24T18:40:009,977
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Long-Term Liabilities
Mike Wasson1998-09-24T18:40:00Long-Term Debt Less Current Maturities
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Deferred Income Taxes
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Other Long-Term Liabilities
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Long-Term Liabilities
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Shareholders' Equity
Mike Wasson1998-09-24T18:40:00Common Stock
Mike Wasson1998-09-24T18:40:0041,750
Mike Wasson1998-09-24T18:40:00Additional Paid-In Capital
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Retained Earnings
Mike Wasson1998-09-24T18:40:0034,901
Mike Wasson1998-09-24T18:40:00Other
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Shareholders' Equity
Mike Wasson1998-09-24T18:40:0076,651
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Total Liabilities and Shareholders' Equity
Mike Wasson1998-09-24T18:40:0086,628
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:000
Mike Wasson1998-09-24T18:40:00Sources and Uses of FundsMike Wasson1998-09-24T18:40:00Sources and Use of Funds
Mike Wasson1998-09-24T18:40:00Number of funding rounds expected for full financing: 1
Mike Wasson1998-09-24T18:40:00Total dollar amount being sought in this round: $83,500
Mike Wasson1998-09-24T18:40:00SOURCES OF FUNDS
Mike Wasson1998-09-24T18:40:00Equity Financing:
Mike Wasson1998-09-24T18:40:00Preferred Stock:
Mike Wasson1998-09-24T18:40:00Common Stock:
Mike Wasson1998-09-24T18:40:00Debt Financing:
Mike Wasson1998-09-24T18:40:00Mortgage Loans:
Mike Wasson1998-09-24T18:40:00Other Long-Term Loans:
Mike Wasson1998-09-24T18:40:00Short-Term Loans:
Mike Wasson1998-09-24T18:40:00Convertible Debt:
Mike Wasson1998-09-24T18:40:00Investment from Principals:
Mike Wasson1998-09-24T18:40:00$41,750
Mike Wasson1998-09-24T18:40:00USE OF FUNDS
Mike Wasson1998-09-24T18:40:00Capital Expenditures:
Mike Wasson1998-09-24T18:40:00Purchase of Property:
Mike Wasson1998-09-24T18:40:00Leasehold Improvements:
Mike Wasson1998-09-24T18:40:00Purchase of Equipment/Furniture:
Mike Wasson1998-09-24T18:40:00$29,225
Mike Wasson1998-09-24T18:40:00Other:
Mike Wasson1998-09-24T18:40:00Working Capital:
Mike Wasson1998-09-24T18:40:00Purchase of Inventory:
Mike Wasson1998-09-24T18:40:00Staff Expansion:
Mike Wasson1998-09-24T18:40:00$20,000
Mike Wasson1998-09-24T18:40:00New Product Line Introduction:
Mike Wasson1998-09-24T18:40:00Additional Marketing Activities:
Mike Wasson1998-09-24T18:40:00$ 34,700
Mike Wasson1998-09-24T18:40:00Other Business Expansion Activities:
Mike Wasson1998-09-24T18:40:00Other: Database and Web site
Mike Wasson1998-09-24T18:40:00$ 41,325
Mike Wasson1998-09-24T18:40:00Debt Retirement:
Mike Wasson1998-09-24T18:40:00Cash Reserve: a-sherrm1998-09-01T18:18:00Sources and Use of Funds a-sherrm1998-09-01T18:18:00Number of funding rounds expected for full financing: 1 a-sherrm1998-09-01T18:18:00Total dollar amount being sought in this round: $83,500 a-sherrm1998-09-01T18:18:00SOURCES OF FUNDS a-sherrm1998-09-01T18:18:00Equity Financing: a-sherrm1998-09-01T18:18:00Preferred Stock: a-sherrm1998-09-01T18:18:00Common Stock: a-sherrm1998-09-01T18:18:00Debt Financing: a-sherrm1998-09-01T18:18:00Mortgage Loans: a-sherrm1998-09-01T18:18:00Other Long-Term Loans: a-sherrm1998-09-01T18:18:00Short-Term Loans: a-sherrm1998-09-01T18:18:00Convertible Debt: a-sherrm1998-09-01T18:18:00Investment from Principals: a-sherrm1998-09-01T18:18:00$41,750 a-sherrm1998-09-01T18:18:00USE OF FUNDS a-sherrm1998-09-01T18:18:00Capital Expenditures: a-sherrm1998-09-01T18:18:00Purchase of Property: a-sherrm1998-09-01T18:18:00Leasehold Improvements: a-sherrm1998-09-01T18:18:00Purchase of Equipment/Furniture: a-sherrm1998-09-01T18:18:00$29,225 a-sherrm1998-09-01T18:18:00Other: a-sherrm1998-09-01T18:18:00Working Capital: a-sherrm1998-09-01T18:18:00Purchase of Inventory: a-sherrm1998-09-01T18:18:00Staff Expansion: a-sherrm1998-09-01T18:18:00$20,000 a-sherrm1998-09-01T18:18:00New Product Line Introduction: a-sherrm1998-09-01T18:18:00Additional Marketing Activities: a-sherrm1998-09-01T18:18:00$34,275 a-sherrm1998-09-01T18:18:00Other Business Expansion Activities: a-sherrm1998-09-01T18:18:00Other: Database and Web site a-sherrm1998-09-01T18:18:00$41,750 a-sherrm1998-09-01T18:18:00Debt Retirement: a-sherrm1998-09-01T18:18:00Cash Reserve:
Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:42:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike Wasson1998-09-24T18:43:00Mike 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Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike Wasson1998-09-24T18:44:00Mike 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Planner Templates
To see many other sample business documents open MS Word 2002 and from the menu select: File – New – More Word Templates

Introduction to the Sample Plan

The following document is a sample of a finished business plan. In your final plan, you have the opportunity to elaborate on those ideas in your outline that you feel are most integral to your business. In composing your business plan, you can follow your outline as loosely or closely as you choose. For instance, in the sample plan, the Executive Summary, which is the last section of the Business Planning Wizard, is presented first in order to emphasize the most impressive features of the business. Your goal in composing a finished business plan is to construct the most comprehensive, thorough document possible, in order to attract investors and to confirm that you have taken the time to explore as many potential issues for your business as may arise.

Table of ContentsEXECUTIVE SUMMARY1
Description of the Company1
Mission Statement1
Products and Services1
Financial Forecast2
Financing Requirements2
HISTORY AND POSITION TO DATE4
The Company’s Mission4
Management Team and Key Personnel4
Services6
Transportation7
Company History7
Guarantees and Warranties8
Business Structure8
MARKET RESEARCH8
Economic and Social Factors9
Competitive Environment9
Long-Term Opportunities9
Geographic Area10
Market Description10
Target Customers10
Market Definition10
Market Opportunities11
Competitive Analysis12
Competitive Advantages13
Competitors’ Positions14
Potential Future Competition14
BUSINESS STRATEGY15
Customer Incentives15
Advertising and Promotion15
Sales and Marketing16
Commission17
OPERATIONS17
Premises17
Choice of Location and Premises17
Hours of Operation17
Equipment18
Staffing18
FORECASTING18
Sales Forecast18
Cash Flow Projections20
Income Statement20
Balance Sheet21
Performance Ratios21
Break-Even21
Funds Required and Timing21
Funding Options22
BUSINESS CONTROLS23
Accounting System23
Quality Control23
New Tour Operators23
Capacity23
Long-Term Goals24
Steps for Achieving Goals24
Position25
Risks Associated with Growth25
APPENDIX 1: MARKET RESEARCH26
APPENDIX 2: FINANCIAL FORECASTS35

EXECUTIVE SUMMARY
Description of the CompanyNorthwind Traders, Inc. provides travel-planning services for European adventure vacations to residents of the Greater Seattle area. The service industry, including travel agencies, is one of the fastest growing business sectors of the economy, and Northwind Traders intends to capitalize on the success of this industry by taking advantage of travel planning opportunities in the Pacific Northwest.

President Heather Mitchell and Vice President of Sales and Marketing Jim Kim currently hold the company’s stock. Prior to starting the Northwind Traders travel agency, Ms. Mitchell cofounded, co-owned, and operated the Northwind Traders clothing store. She has selected a small team with extensive travel, sales, and computer skills, all of whom will be invaluable to the new venture. Her coworkers bring a combined total of 35 years of travel industry experience to the agency.

Mission StatementThe mission of Northwind Traders is to become the premier provider of adventure vacations for 25- to 35-year-old professionals. Northwind Traders is dedicated to building long-term relationships with customers through quality training and customer support, and wants to be recognized as the leading adventure vacation company in the Greater Seattle area. The company’s goal is to grow steadily, becoming profitable by the second year of operations.

Products and ServicesNorthwind Traders recently became the appointed agents for Margie’s Travel, one of the largest and most respected tour operators in the market. With virtually no marketing effort, Northwind Traders has sold some 200 adventure vacations in the past six months, netting $66,800 in commissions. Sales of insurance policies and other services have added to this total and could potentially add much more. Northwind Traders offers a comprehensive range of services to support the adventurous traveler, including pre- and postvacation briefings, travel insurance, and a directory of services specific to each destination and activity.

From desk and field market research carried out on 300 clients, it is clear that there is considerable potential in the adventure travel business. Research indicates that Northwind Traders’ target market finds it difficult to obtain reliable and authoritative advice on destinations and activities. Research also suggests that the customers in this market are unlikely to purchase their vacations again from the firm who provided their last vacation due to a lack of informative sales personnel. Northwind Traders will cater to these needs and develop a strong return-customer base.

Because they are currently the only travel agency focused on European adventure vacations that is located in the Seattle area, Northwind Traders has a substantial opportunity to dominate the region. In order to maintain and improve their current position in the region, they will need to invest in a Web site, as well as database software and systems, and in refurbishing the shop premises. Northwind Traders maintains the following advantages over existing competition: ongoing support to clients; extensive knowledge of the European adventure vacation field; superior customer service; specialized training programs for staff; informative Web site; competitive rates.

Financial ForecastNorthwind Traders started as a clothing store and has expanded into the travel agency business, with its focus on adventure travel in Europe. Last year, Northwind Traders clothing store made $200,400 profit on sales of $1,419,500 and employed seven people.

Northwind Traders expects that by concentrating full-time on selling adventure vacations, clients will increase from the present level of 200 (achieved over a six-month period with only a part-time effort), to at least 660 in the first year, 1400 in the second, and 2100 in the third. To help achieve this growth, Ms. Mitchell has identified three other tour operators she wishes to represent and has begun negotiations with them.

Selling between two and three vacations a day will allow the business to make a modest profit in Year One. By Year Two posttax profits should be $304,000 and will increase to nearly $496,000 by Year Three.

Financing RequirementsMs. Mitchell plans to sell her shares in the clothing shop and invest the proceeds in the new travel business, Northwind Traders. In addition, she will be investing $41,750 of her own money in the business and seeking $83,500 from outside sources. Return on shareholders capital by Year Three is projected to be close to 100 percent. The purpose of the business plan is to communicate this highly profitable opportunity to Ms. Mitchell’s partners in the clothing shop and to outside investors, and to attract interest in the venture.

Alternatively, Ms. Mitchell is considering loan finance made up of a $41,750 two-year loan and a credit line of $58,450. In total, about $125,250 will be needed to fund the business during the initial months.

HISTORY AND POSITION TO DATE
Northwind Traders, Inc. provides travel-planning services to individuals and businesses in the Greater Seattle area. The business is located at 1234 Franklin Street, Seattle, Washington.

The Company’s MissionThe goal of Northwind Traders is to be the leading provider of hassle-free European adventure vacations to the 25- to 35-year-old business professional market. Initially operating in the Seattle area in Washington, Northwind Traders is rapidly expanding to sell its services worldwide via the Internet. Travel service sales is the fastest growing category of business to consumer activity on the Internet, and by the year 2000, the value of this market is estimated at $4.5 billion (see Appendix 1, Internet Growth and the Sale of Travel Services).

Our emphasis will be on providing a complete specialized service based on having a detailed knowledge of the vacation destination and adventure activities being offered. Market research indicates that the major criticism our type of client has of existing travel agencies is that their agents “know nothing about their products, they just open the catalogue and read,” to quote one of many disappointed travelers.

By capitalizing on our experience in the Northwind Traders clothing shop, we will be able to both advise and direct our clients to the type of travel equipment they will need to get the very best out of their vacation.

Management Team and Key PersonnelHeather Mitchell, President and CEO. Before founding Northwind Traders, Ms. Mitchell owned and operated Northwind Traders, an outdoor clothing shop in the Seattle area. Prior to that, she managed the Olympia branch of one of the larger regional chains of general travel agencies operating throughout western Washington, where she was responsible for managing the office systems and a staff of four. She has a degree in travel and tourism from State University.

In addition to Ms. Mitchell, team members Jim Kim and Richard Bready will be moving into the new venture on a full-time basis, and Amy Egert has been recently recruited to cover Saturdays and vacations. Freelance business consultant Jae Pak will be advising during the business’s changeover from clothing shop to adventure travel agency.

Jim Kim, Vice President Sales and Marketing. Prior to joining Northwind Traders, Mr. Kim worked for the marketing department of a major airline. His current responsibilities include the company’s direct marketing campaign and all sales-related issues.

Richard Bready, Office Manager. Twenty years as a travel agent has given Mr. Bready the ideal background for Northwind Traders. A knowledgeable salesperson, Mr. Bready’s expertise in the area of European travel enables him to entice the adventure traveler. Amy Egert, Sales Assistant. After completing her undergraduate degree at the Institute of Art, Ms. Egert spent a year traveling abroad and joined the staff at Northwind Traders recently as a sales assistant.

Jae Pak, Business Consultant. With over 20 years of consulting experience in industries ranging from aerospace to technology to retail, Mr. Pak’s knowledge and guidance will be instrumental to the success of Northwind Traders.

The volunteer members of the Board of Directors provide guidance to the management and staff of Northwind Traders. The board meets twice yearly to discuss policy changes, review the mission statement, and update the business plan if needed.

Members include

Lisa Jacobson, retail store owner
Holly Barrett, CPA
Jo Brown, former travel agent
William Hollands, lawyer
Lisa Garmaise, retail store owner
Tony Chor, human resource manager
Prasanna Samarawickrama, caterer

Services We are currently the appointed agents for Margie’s Travel, a major supplier in the market. Currently, Margie’s Travel offers some 40 different adventure vacation packages throughout Europe, including horse trekking in Iceland; above-the-clouds trekking on islands and in remote regions in such areas as Corsica and Norway; van-supported inn-to-inn bicycling; mountain biking and hiking adventure tours throughout France, Germany, Italy, and Austria; and ballooning across the Alps.

We intend to be appointed agents by three other major adventure travel tour firms with whom we are currently in negotiation:

Enchantment Lakes Corporation. Offers rafting, sea kayaking, and yachting trips around remote European rivers and coastline areas, covering such areas as the Adriatic, the Black Sea, and Turkey.

West Coast Sales. Offers adventure vacation packages to corporate clients to use as incentives and rewards, and as part of management development programs. They are particularly strong in France, Italy, and Germany.

Exploration Air. Specializes in adventure vacations in Eastern Europe and former Soviet countries, covering Bulgaria, Romania, Poland, and Latvia.

These are three relatively new and small tour operators, but they have acquired a reputation for innovation and reliability–and they are currently underrepresented.

In addition, we will offer a comprehensive range of complementary services to support the adventurous traveler, ensuring that they will have a safe, enjoyable, and memorable experience. These services will include insurance, pre- and postvacation briefing packs, and a directory of advice and information services particular to each destination and adventure activity.

TransportationThe vacations we will offer will use all principal travel systems, including planes, trains, buses, and where appropriate, taxis. We will aim for a standard of travel higher than that offered by the general travel industry. The feeling we are looking for is definitely not that which is engendered by the backpacker market.

Company HistoryFive years ago Heather Mitchell cofounded Northwind Traders, an outdoor clothing shop in Seattle, Washington. Over the years, Northwind Traders has extended its product range to include everything the adventurous traveler could want, from tents and sleeping bags to maps, guidebooks, and insurance. The clothing shop has sales of $1,420,000 per year (see Table 1), makes a gross profit of $202,400, and employs seven people, either full- or part-time. A mail-order service is now provided by catalogue and via a new Web site.

Table 1. Northwind Traders Clothing Shop Performance Over Past Five Years

Year | 1 | 2 | 3 | 4 | Last Year | Sales | $183,700 | $422,510 | $669,670 | $1,023,710 | $1,421,170 | Gross Profit | $62,625 | $167 | $100,701 | $133,602 | $201,916 |

Increasingly, shop customers have asked for advice on adventurous places to go on vacation.

Last year Northwind Traders acquired an agency from Margie’s Travel, one of the largest and most respected tour operators in this market, and began to promote and sell their products.

In the six months that we have been selling travel agency products, some 200 vacation packages, at an average cost of $3340, have been sold. Northwind Traders’ commission on the sales has been $66,800 (10 percent commission). In addition, 35 insurance policies have been sold at an average price of $167, yielding $1754 (30 percent commission).

Heather Mitchell, one of Northwind Traders’s founding partners, intends to sell her shares in the store and to concentrate on setting up the new travel business, Northwind Traders.

Guarantees and WarrantiesOur clients will be protected financially against either our own or our tour operator’s failure, by virtue of the ARC bonding held by our principals. We will only use vacation providers who can provide 24-hour emergency support services for clients while on vacation.

Business StructureNorthwind Traders is incorporated under the laws of the state of Washington. The company has authorized 10,000 shares, 6000 of which are owned by President and CEO Heather Mitchell. Vice President of Sales and Marketing Jim Kim owns 1000 shares, and the remaining shares are held by the company for future distribution.

In the next few weeks, the business will be set up as an operation independent from the clothing store. This structure will clearly separate the travel business from the clothing shop and make it possible to attract the risk capital that will be required when the business starts to grow.

At a later stage the business may wish to sell and issue airline tickets and to create its own charter vacations. This will require membership in the ARC (Airline Reporting Corporation) and IATAN (International Airlines Travel Agency Network). These organizations regulate the collection of money and distribution to the appropriate airlines. However, in the period covered by this Business Plan we intend to operate only as the appointed agents for a number of tour operators. As such we can “shelter” under their licenses and bonds.

MARKET RESEARCH
During the current period of strong economic growth, Northwind Traders can capitalize on the many significant opportunities in the travel industry.

Economic and Social FactorsService industries represent the fastest growing sector of the national economy, and travel and tourism agencies are poised to flourish in the midst of today’s economic boom. These services are projected to grow at an average annual growth rate of 4.1 percent over the period from 1990 to 2010 (Appendix 1). The travel and tourism industry thrives in a vital economy.

The general economic climate in the city of Seattle is very strong. An influx of new businesses has added to the area’s prosperity, and the already large population of young professionals is growing. The city of Seattle is the center for business in King County, with over 400,000 people employed in industries such as aerospace, transportation equipment, health services, tourism, computer software, and biotechnology.

Competitive EnvironmentThe quality of service and the number of providers in the travel industry constantly fluctuate. Our competitive edge will be in attracting and retaining our customers with the most highly trained and well-informed individuals we can recruit. With our expertise in European adventure vacations, we will be able to provide the most accurate, up-to-date information possible.

Long-Term OpportunitiesTourism in general is on the rise (Appendix 1), Europe looks like it will continue to be the major destination, and the Internet will be an important channel into this market. The state of the economy will be the most influential factor in how many people travel. Other driving forces for travel will include the cost of tickets, fuel prices, the threat of terrorism, and currency rates.

The current lack of leaders in the European adventure travel industry represents an exceptional opportunity for Northwind Traders to develop a dominant presence in the Greater Seattle area. With their exceptional knowledge of the adventure travel industry, strong customer base, and competitive prices, the company will be well situated to take advantage of the region’s current economic prosperity.

Geographic AreaNorthwind Traders is based in Seattle, Washington, and targets individuals interested in adventure vacations in Europe. The region comprises the incorporated cities of Redmond, Bellevue, and Tacoma and the encompassing counties of King, Snohomish, and Pierce.

Market DescriptionThe Greater Seattle area—including all of King, Pierce, and Snohomish counties—is home to approximately 3 million people (1994 figure), half of whom fall within our target market. Seattle’s job rate is climbing at a rate of 10 percent each year, and new jobs and growth are expected through the year 2007. Seattle has become a world-class destination, and the downtown retail and shopping core has grown steadily over the last decade. The following major facilities reside in the Greater Seattle area: an international airport, several major medical centers, a state university, and four other colleges and universities.

The percentages of employment by industry are as follows: 28 percent services, 25 percent wholesale and retail, 16 percent manufacturing, 14 percent government, 6 percent transportation and communication, 6 percent finance and insurance, and 5 percent construction.

Target CustomersSeattle/King County's labor force is highly educated, skilled, productive, and stable. It consists of individuals who are deeply attached to the area and have tended to stay and wait out past periods of economic downturn. The vital economy, the Northwest lifestyle, and its unique environmental qualities attract people. Both public officials and business leaders recognize the need to keep our labor force well equipped with marketable skills.

From within this population, our target customers are individuals who are professionals with incomes of $40,000+, ages 25 to 35, single or married, without children, and college educated.

Market DefinitionThe world travel market is forecast to expand at a 4.1 percent average annual growth rate until 2010. This is faster than the general economic growth rate, which is expected to be around 2.4 percent per year.

The European market, while not the fastest growing, will be the most important destination, accounting for over 50 percent of all international arrivals (see Appendix 1). Within Europe, France, Italy, and Spain are the most popular destinations. This is why we have selected tour operators with appropriate products in these areas as our initial partners.

Figures for the size and projected growth of adventure vacations are sketchy, but the figures from one recent study (World Adventure Travel Data Corp.) are in Table 2.

Table 2. Adventure Travel Vacations - World forecast (Million Arrivals): 1990 - 2010

Destination | 1990 | 1997 | 2003 | 2010 | Europe | 0.25 | 0.60 | 1.60 | 2.35 | N. America | 0.45 | 0.60 | 1.40 | 2.20 | Rest of World | 0.10 | 0.25 | 0.95 | 1.10 | Total | 0.80 | 1.45 | 3.95 | 5.65 |

Age | | 1990 % | | 2010 % | 16 - 24 | | 61 | | 38 | 25 - 35 | | 20 | | 31 | 36 - 45 | | 15 | | 25 | 46+ | | 4 | | 6 | | | 100 | | 100 |
Source: WATD Corp. 1997

Market OpportunitiesWe believe that by concentrating on the European travel market, offering a limited but extensive range of vacation packages, and targeting our service at affluent professionals, we can meet the needs of our clients. Our specialized knowledge of Europe and adventure travel will allow us both to satisfy our customers and to surpass the services offered by our competitors.

Our market study (see Appendix 1) has shown that the group composed of affluent professionals has specific needs that are not currently being met, as 65 percent of those planning vacations would not purchase them from the same source again! Specifically, they want their travel agent to have comprehensive knowledge of the destination (87 percent); to have an efficient administration system in which they can have confidence (84 percent); to go on vacation with similar professional people (81 percent); and to be offered useful advice and ancillary services such as insurance (79 percent).

In addition, our market study confirms that Europe is likely to be the largest destination market for adventure vacations. Our study shows only 30 percent of adventure travelers to be under 24 years of age, while the World Adventure Travel Data study claims 61 percent is under 24. We feel the difference is because our survey sample is confined to relatively affluent people who had spent at least $350 on adventure clothing (see Appendix 1).

One further emerging market segment for adventure vacations is that of corporate clients. Our research suggests that up to one in five adventure vacations is at this top price end of the market.

Competitive AnalysisNorthwind Traders is the only travel agency located in the Seattle area that is focused on European adventure vacations. However, there are many adventure travel agents in capital and secondary cities such as Redmond, Bellevue, and Tacoma that compete with Northwind Traders to provide adventure vacation packages. These agencies are described below: General Travel Agents
These agents have added adventure vacations to their services but often have little or no knowledge of adventure destinations or activities. They sell literally from the page, offering limited advice, information, and support. According to our market study, 40 percent of adventure vacations are booked through these general travel agents, but only a third of clients would use them again. Adventure Tour Operators
These tour operators who advertise their vacations in the press attract about a quarter of all adventure vacation clients. However, clients have to shop around several tour operators to find what they want, and clients cannot get unbiased advice or much help with information. Only 45 percent would go back to a tour operator for their next vacation. Independent Travelers
These travelers comprise about 15 percent of those going on adventure vacations, of whom 65 percent would travel that way again. We need to persuade this group that our superior product knowledge and service is worth their consideration. Internet Providers
These providers sell only 5 percent of adventure travel vacations; however, 70 percent of adventure travelers would buy their next vacation via the Internet. There is plenty of scope to offer a superior Web site. We believe that by having daily face-to-face contact with clients, we will be better able to manage a fresh, vital, and relevant Web site aimed at the specific needs of our market segment. Specialist Adventure Travel Agencies
These agencies sell only about 15 percent of travel packages at present, but we feel this is partially due to lack of client awareness and to the comparative rarity of such outlets. We will differentiate ourselves from our competitors by offering the most extensive material available from the most up-to-date, well-informed staff. Clients will return for our service, knowledge and competitive prices.

These findings are some of the most powerful results of our research. While general travel agents may be the most likely resource for those travelers taking an adventure vacation, they are in fact the least likely place those clients will return to. Although specialist adventure travel agents, such as the business we are setting up, account for only 15 percent of the market, 65 percent of clients would use them again. We aim to increase this percentage through our superior service.

Competitive AdvantagesSome 65 percent of those clients using specialist adventure vacation travel agents would use them again—many more than would use either a direct tour operator or a general travel agent.However, these agents were criticized for having such a wide range of activities and destinations that their sales agents knew little about them. Our research shows that while 41 percent of clients take adventure vacations in Europe, only 23 percent of the 5000 adventure tours offered are for European destinations.We feel that by concentrating on European destinations, which is the largest market for both vacations in general and adventure vacations in particular, we will be able to have superior product knowledge. We will need to know only perhaps 100 destinations and activities well, rather than have only a passing knowledge of the 5000 adventure vacations available.
Our market research has also shown that many adventure travel agents are catering to the backpacker market, consisting mostly of individuals who are under 24 years of age and are generally very cost conscious. This can lead to very different types of clients ending up at the same destination, with some consequent dissatisfaction. The backpacker market requires a much lower level of service and information than does the market for the more affluent 25- to 35-year-old professional.

Competitors’ PositionsThe two major competitors of Northwind Traders are Ferguson and Bardell, and Lakes & Sons. Ferguson and Bardell is the strongest competitor of Northwind Traders, due to its strong client base and experienced owner. However, its press releases are of a very low quality, and its location is undesirable, with difficult parking and limited customer service space. In addition, Ferguson and Bardell lacks the knowledge and expertise in the field of European adventure travel that is valued so highly by the clientele of Northwind Traders.

Lakes & Sons will be a formidable competitor for Northwind Traders because of its prime location, well-established business, and extensive training program.

Potential Future CompetitionNorthwind Traders will occupy a specialized niche in the travel industry, with its focus on adventure vacations in Europe. Although it is currently the only European adventure travel agency located in the Seattle area, competitors do exist in nearby areas (see above). In order to stay competitive, Northwind Traders will need to establish itself as the leader in adventure travel planning for Europe with its superior product knowledge and high-quality service. The lack of current adventure travel providers in the area represents a unique opportunity for Northwind Traders to expand in a rapidly growing market.

BUSINESS STRATEGY
With Northwind Traders’ expertise in European adventure travel, we can create customized travel itineraries for our clients and provide the most thorough, informative adventure travel service available. By offering superior customer service, Northwind Traders can distinguish itself from its competitors.

Customer IncentivesOur market research shows that publicity has the greatest impact on people’s choice of an adventure vacation travel agent, followed closely by having the right location and having a recommendation from a friend, relative, or colleague.

General press advertising seems to be fairly ineffective in this sector, and event specialist press advertising only brings in one out of seven clients. (See Appendix 1, Summary of Findings from Market Research.)

Advertising and PromotionOur advertising and promotions will pivot around six key strategies: public relations, our shop front, an Internet Web site, customer relations, press advertising, and our association with the Northwind Traders clothing store.

Public relations. We will put considerable effort into preparing and disseminating a regular flow of press releases. These will be based on stories about our destinations, activities, corporate clients, and our staff. We will employ a public relations adviser to help us write copy and locate publications editors.

Shop front. We plan to have an exciting, informative, and actively managed display window. There will be a video display showing adventure vacations in progress. Different destinations can be selected from outside the window via a control panel; otherwise, the scenes will rotate on a random basis.

Internet Web site. This is fast becoming a major promotional channel, and we believe it will increase in importance over time. Also, it is the most convenient way for us to have a global presence at the outset. (See Appendix 1, Internet Growth and the Sale of Travel Services.)

Customer relations. We will keep records of every sales contact. Data such as source of inquiry, client needs, previous vacation, job, and income will be included. By having superior information on our clients and prospects, we intend to offer a truly personalized service. Our database will contain full details on all our clients, including the vacations they have taken and their postvacation appraisal data. We will use this data to encourage our satisfied customers to recommend our services to friends, relatives, colleagues, and employers.

Press advertising. We will undertake a small amount of press advertising in order to enhance our public relations activity. There is considerable research to support the argument that the more often a potential client hears about you, the more likely they are to approach you when they have a need for your type of service.

Northwind Traders association. We will write to all past shop clients announcing the establishment of the travel business and offer them a special introductory adventure vacation package.

Sales and MarketingExcellent selling skills are vital in our type of business. Therefore, everyone will be fully trained in sales. Additionally, every month we will “audit” each other by observing half-a-day’s selling activity and giving feedback on strengths and weaknesses in skills.

We will also be using a “contact management” system that will allow us to monitor the effectiveness of different promotional strategies and of different marketing messages.

The key to our strategic advantage lies in having superior data on prospects and clients.

CommissionThe normal commission paid to travel agents for this type of vacation is in the 10 percent to 15 percent range. While Margie’s Travel, the first agency we have been appointed to, pays us at the lower end of the scale, they are a prestigious firm to represent. Having them in our portfolio will enable us to negotiate much higher commissions from our new principals. Accordingly, we are planning on an average travel agency commission of 11 percent, rising to 13 percent by the end of Year Three. Commission on insurance and other services will be 30 percent.

OPERATIONS
PremisesIt is vital that the travel business has both a storefront facing onto the main street and a visible separate entrance. The goal is for clothing shop clients to be able to move between the premises without going outside. We will be renting 2000 square meters of fully serviced space at a cost of $30,060 per year. We will need to spend $25,050 on internal refurbishing. We plan to do some of this work ourselves. An additional $4175 will be needed for desks, chairs, and other office furnishings.

Choice of Location and PremisesWe intend to locate within the existing Northwind Traders shop, since this is close to the city center with a high density of both residential and business premises. The pavement is wide, so people can stand and look in the window without being in the way of other pedestrians.

Hours of OperationThe telephone lines will be staffed 24 hours a day by live operators. During the period from 9 am to 6 pm, this will be done mostly by our staff. However, overload calls during the day and after-hours calls will go to our live telemarketing bureau. People consider vacation decisions at home in the evenings after discussion with friends and partners. We want to be available as their first point of contact with an informed, friendly service.

We believe that since our clients will mostly be busy professional people, off-peak-hours access to our services is also a key way in which we can differentiate ourselves from other travel agencies.

EquipmentWe will be renting an integrated telephone/database system from the outset. This will allow up to ten sales staff to answer calls and have full on-screen data on clients and products.

As service is one of our key components, it is essential that we have full access to all relevant data speedily and efficiently.

StaffingFrom the outset all staff will have job descriptions, a career and training history file, and a record of employee reviews.

New staff will take the travel agency Psychometric Aptitude Test and then spend time with each member of the Northwind Traders team.

All staff will undergo full product training and will spend at least four weeks a year on-site at key travel destinations.

Our dress code will require us to look as though we are on our way to one of our adventure vacations. We plan to start with a staff of three full-time employees, including the founder, and one part-timer. We plan to be operating with a staff of thirteen during the fifth year of business.

FORECASTING
Sales ForecastOur ratio of sales to inquiries of the adventure travel vacations sold to date, while operating within the outdoor clothing shop, has been one in three. For the purposes of our sales forecast, we are assuming that only one in five inquiries will actually result in an adventure vacation being booked. This is a very conservative estimate.

We expect there to be a steady buildup of clients coming from the clothing shop to talk to us about vacations (see Table 3 below). However, the number of new inquiries generated by our promotional activity will also build up during the year, gradually overtaking inquiries from the clothing shop. This is a trend we expect to continue. Based on the projection below, we are forecasting to sell 660 adventure travel vacations next year at an average price of $3549. Once insurance and other service sales are added in, we expect to generate a gross profit of $268,783 over the first 12 months.

Table 3. Sales Forecast Projection | Q1 | Q2 | Q3 | Q4 | Year Total | Inquiries generated through promotion | 200 | 425 | 425 | 750 | 1800 | Shop inquiries | 300 | 300 | 450 | 450 | 1500 | Total inquiries | 500 | 725 | 875 | 1200 | 3300 | Vacations sold | 100 | 145 | 175 | 240 | 660 | Average vacations cost | $3340 | $3340 | $3758 | $3758 | $3549 | Commission received | $33,400 | $48,430 | $72,331 | $98,757 | $252,918 | Commission on insurance & other services received | $1670 | $3340 | $5010 | $5845 | $15,865 | Total commission & fees earned | $35,070 | $51,770 | $77,341 | $104,602 | $268,783 |

In Year Two we are forecasting a gross profit of $624,318, and in Year Three we plan to reach $986,846.

Cash Flow Projections The Cash Flow projections for Year One (see Appendix 2) show that after the owner has put in $41,750, the business will need additional short-term financing of about $83,500. For the last two months of the year, we are forecasting a positive cumulative cash flow and a year-end cash surplus of $19,935.

In our Cash Flow projection, we have assumed the whole $83,500 additional financing has come from a bank loan. We have allowed for interest on the full amount for the whole period. In practice we would hope to finance part of this at least by a line of credit equal to the money actually required. In this way we believe we have made a prudent, conservative provision.

Income StatementWe expect to make a small after-tax profit of $34,901 in the first year (see Appendix 2 and Table 4 below). This is before the owner’s drawings. Any owner’s drawings will be contingent on performance being better than that expected in the Plan.

Table 4. Profits in Years One to Three | Year One | Year Two | Year Three | Sales | 2,364,839 | 5,202,645 | 7,591,132 | Less cost of sales | 2,096,056 | 4,578,327 | 6,604,286 | Gross profit | 268,783 | 624,318 | 986,846 | Less expenses | 224,740 | 243,404 | 345,690 | Net income before taxes | 44,043 | 380,914 | 641,156 | Provision for taxes | 9142 | 76,184 | 145,751 | Net income after taxes | $34,901 | $304,730 | $495,405 |

Balance SheetThe Balance Sheet at the end of Year One (see Appendix 2) shows a healthy surplus of current assets over current liabilities. We have shown a conservative funding position, which does not include any of the additional capital that we hope to secure.

Performance RatiosWe plan to move our gross profit up from 11 percent in Year One to 13 percent in Year Three. These figures look quite low, but it should be remembered that our gross profit is really the sales commission we earn, not the full price of an adventure vacation. Our net income before taxes is a more accurate measure of performance. This we expect to move from 2 percent at the outset up to 8 percent by Year Three. Commission generated and profit per employee will be among the highest in the industry.

Table 5. Commission Generated and Profit per Employee | Year One | Year Two | Year Three | Gross profit % | 11 | 12 | 13 | Net income before taxes % | 2 | 7 | 8 | Commission generated per employee | $76,795 | $138,737 | $164,473 | Profit per employee | $12,584 | $69,257 | $106,858 |

Break-EvenTo break even we will need to sell between 2 and 3 vacations per day. This compares with our present sales of 1.3 vacations per day, based on our part-time effort out of the clothing shop. We feel confident that the break-even point can be attained within a reasonable period of time.

Funds Required and TimingWe plan to make two major investments: one in Web site and database development and one in shop premises development.

Web site and database development - this will cost $41,325. The database system is one of our key differentiators. It will allow us to offer superior service and ensure a high level of repeat business and referrals.The Web site is vital if we are to reach this wide and disparate global market. The group of potential clients we have chosen as our target market—affluent, professional 25- to 35-year olds—are prime users of the Internet. Even those people in our locality will expect to be able to research our offers on the Internet before coming to the shop. (See Appendix 1, Internet Growth and the Sale of Travel Services ) Shop premises development - this will cost us $29,225. We have to look professional and have an efficient work environment. If our staff do not have the right tools, we can hardly expect them to deliver superior performance. If clients see “amateur” premises, they will not be inspired to spend thousands of dollars and entrust their adventure vacation plans to us.

Both these investments need to be made at the outset to ensure that the business creates the right impression from the start. We get only one chance to make a first impression.

We have decided to lease our telephone and computer systems, since this is a rapidly changing area and we need to have access to the very latest technology. Financing packages from equipment suppliers are currently very attractive.

Funding OptionsThe owner plans to invest $41,750 of her own money (the proceeds of the sale of her share of the clothing shop business). The cash flow projections show that the business will require $83,500 of working capital during the early months of the first year’s operations. In the event that additional funds prove necessary, we have identified two options for raising further funds: Option 1: The sale of equity, perhaps to the original shop partners, could raise between $41,750 and $167,000. This would provide some capital to allow for growth. Any shortfall could be funded either by a line of credit or a bank loan.

Option 2: Approach our bank with a view to raising a medium-term loan of $41,750 and a line of credit of $58,450. Heather Mitchell could, with family help, provide any lender with security for part, if not all, of this facility.

BUSINESS CONTROLS
Accounting SystemWe will be using a computer-based financial management system. With this system we can review our sales and marketing activities on a regular basis. This will allow us to analyze the profitability of sales of different vacations through each tour operator. Thus we will be able to reward staff on the basis of profit achieved rather than just on sales.

Quality ControlWe will be developing outline scripts to help the sales staff manage inquiries. This will ensure that all incoming phone calls are dealt with in the same way and meet a high standard.

We will encourage people inquiring about vacations to give us feedback on our service:

Our ability to handle their inquiry The amount of time from the client’s first inquiry to the date of actual travel The client’s reactions to the vacation in terms of whether it meets their expectations

New Tour OperatorsHeather Mitchell will be responsible for reviewing the range of tour operators that we seek to represent and negotiating with prospective new principals.

CapacityOur offices can accommodate five sales desks. Each sales desk has a capacity to handle four clients per hour, which means over the course of a year, we could handle up to 40,000 inquiries. With our average sales rate of one in five, we could service 9600 clients from our present facilities. This is well above the numbers we are anticipating in the business plan.

Long-Term GoalsThe financial objectives of Northwind Traders are to be operating at or close to break-even cash flow by the end of the first year, with steady growth over the next five years. We aim to be profitable from Year One onward; our goal is to earn at least $304,000 posttax profit in Year Two and nearly $496,000 in Year Three. Our profit margin on sales by Year Three will be a respectable 7 percent.

Steps for Achieving GoalsNorthwind Traders’ strategy for achieving our goals consists of six major points:

Establish an extensive public relations campaign
Recruit well-trained, enthusiastic staff
Deliver superior product knowledge
Provide high-quality customer service
Create a library of tools/reference materials for clients
Offer competitive pricing on vacation packages

The first step to achieving our goals is to hire a competent public relations agency. This will be the key to producing state-of-the art publicity materials and determining where these materials should be placed for optimum visibility.

The second step will be to increase the staff. The individuals recruited will go through an extensive training program to ensure that they will be able to provide superior product knowledge in the field of European adventure travel. The present staff is passionate about adventure vacations, and we intend to maintain their enthusiasm through constant product development and skill training. We will only recruit those individuals who share our vision. We also want the business to have an enjoyable atmosphere.

The third step is to install a library of reference works in the shop. These materials will be available for clients to browse through while in the shop or to “check out” and peruse at home. An agent will be on hand at all times to answer any questions.

PositionWhile at present we are offering only other company’s adventure vacations, we have protected our position in a number of ways.

First, we have a two-year agency agreement with Margie’s Travel, which gives us access to all their existing vacation products as well as any new ones. This contract is dependent on Northwind Traders achieving sales of at least 250 vacation packages a year. We intend to negotiate similar agreements with future suppliers, although sales targets with them will be lower to reflect their relative market position.

Second, we intend to maintain a high service element to our business, extending our range of value-added services such as vacation insurance, individualized prevacation booklets, postvacation follow-up, and continually updating our client database. In this way, we will seek to build up a high level of repeat business. Customer loyalty is vital to our profitable growth.

Risks Associated with GrowthWe see some risks associated with our expected growth:

Losing touch with customers Loss of clientele to other providers Quality of services diminished New businesses

The risks facing the expansion of Northwind Traders can be summed up in one word: competition. In order to sustain our position in the area as the premier agency for European adventure travel, Northwind Traders needs to outshine its competition. By maintaining our focus on superior product knowledge and outstanding customer service, we will be able to uphold our position in the industry, thereby retaining current clients and attracting new clients.
APPENDIX 1: MARKET RESEARCHInternational Arrivals by World RegionUpdated forecast for the years 2000 and 2010 (millions) | 1975 | 1995 | 1996 | 2000 | 2010 | Average annual growth rate (%) 1990 - 2010 | Europe | 153.8 | 338.2 | 347.4 | 397 | 525 | 3.1 | East Asia/Pacific | 8.7 | 84.5 | 90.1 | 122 | 229 | 7.6 | Americas | 50.0 | 110.1 | 115.5 | 138 | 195 | 3.7 | Africa | 4.7 | 18.7 | 19.4 | 25 | 37 | 4.6 | Middle East | 3.6 | 11.3 | 15.1 | 14 | 21 | 4.9 | South Asia | 1.6 | 4.5 | 4.5 | 6 | 11 | 6.7 | World total | 222.3 | 567.4 | 592.1 | 702 | 1,018 | 4.1 |
Source: Global Stats. Corp. 1997

Indications of Tourism Demand in 1997 | International tourist arrivals (x 1,000) | Nights spent by foreign tourists (Mill) | International tourism receipts (Mill. ECU) | Austria | 17,173 | 63.8 | 11,168 | Belgium | 5560 | 12.8 | 4776 | Denmark | 1614 | 10.8 | 2814 | Finland | 835 | 3.3 | 1320 | France | 60,110 | 54.3 | 20,742 | Germany | 14,847 | 35.5 | 12,408 | Greece | 10,130 | 39.6 | 3138 | Ireland | 4231 | 14.0 | 2059 | Italy | 31,052 | 113.0 | 20,993 | Luxembourg | 767 | 2.3 | 4776 | Netherlands | 6574 | 19.7 | 4946 | Portugal | 9706 | 22.2 | 3330 | Spain | 44,886 | 107.8 | 19,431 | Sweden | 683 | 7.9 | 2652 | United Kingdom | 22,700 | 164.9 | 14,366 | EU | 230,868 | 672.0 | 124,143 | Iceland | 190 | 0.8 | 127 | Liechtenstein | 59 | 0.1 | n/a | Norway | 2880 | 7.1 | 1826 | EEA | 233,997 | 680.0 | 126,096 | Switzerland | 11,500 | 34.0 | 7236 | Europe-19 | 245,497 | 714.0 | 133,332 |
Source: Global Stats. Corp. 1997

Summary of Findings from Market Research SurveyThree hundred clients of Northwind Traders who had made purchases in excess of $350 in the past six months were surveyed.

Percentage of Sample Customers Taking and Not Taking Adventure Vacations
According to our research, only 20 percent of our sample customers had never taken or considered taking an adventure vacation. Thirty percent, while they had not yet taken such a vacation, had at least actively considered doing so. Fifty percent of our sample are regular adventure travelers, taking at least one adventure vacation each year.

Information About 150 Respondents Who Took At Least One travel Vacation Per Year
Gender:Male65%Female35%
Status:Married21%Single79%

Adventure Vacation Travelers, by Age and Percent
According to our study, the percentages of adventure vacation travelers in fall into various age groups as follows:

5% are under the age of 16 25% are ages 16 to 24 40% are ages 25 to 35 20% are ages 36 to 45 10% are over the age of 45

Percentage of Adventure Vacation Travelers by Income Group
According to our research, the percentages of adventure vacation travelers in various income brackets are as follows:

6% earn $16,700 or less annually 22% earn between $16,701 and $25,050 annually 28% earn between $25,051 and $33,400 annually 25% earn between $33,401 and $41,750 annually 19% earn more than $41,750 annually

Forty-five percent of respondents taking adventure vacations spend in excess of $3340 per person per vacation. Twenty percent of the respondents, who tend to be professionals in the 25- to 35-year age range, typically spend over $5010 per person. Those respondents spending under $3340 are both in the lower income and lower age groups and represent 10 percent of the respondents.

Percentage by Destination of 5000 Major Adventure Tours Available on the Market
A study by destination of approximately 5000 major adventure tours on the market reveals the following:

1200 are for destinations in Europe 1000 are for destinations in North America 600 are for destinations in India 810 are for destinations in Africa 675 are for destinations in the Far East 675 are for other destinations

By contrast, the percentages of the adventure travelers purchasing vacation packages to each of these destinations are as follows:

Europe - 41% North America - 30% India - 10% Africa 7% Far East - 7% other destinations - 5%

Our research shows that Europe is the most popular destination for adventure vacation travelers. However, only 1200 of the 5000 adventure tours on the market are for European destinations. Africa, which only attracts 7 percent of the market, has 16 percent of the tours aimed at it. It follows that the European market has scope for expansion and that if we concentrate on that market, we only need to have detailed knowledge of upmarket European tours, rather than all 5000. In that way we can have the advantage of superior knowledge in our chosen market.

Percentage by Source from which Traveler Heard About Last Adventure VacationOur research reveals the following about the source from which adventure travelers originally found out about the last adventure vacation they purchased:

publicity activity - 30% travel agent - 25% friend - 18% adventure press - 15% press advertising - 8% Internet - 4%

These findings demonstrate the power of publicity. The next most effective way to reach potential clients is via the travel agent’s shop window. Both the press in general and the adventure travel press do not appear to have much effect on buyers in this market.

The percentage of respondents who have not been on an adventure vacation organized by their employer far outnumbers those who have been on a vacation planned by their employer. There is a significant minority of corporate clients who buy adventure vacations to use as rewards, motivation, or as part of a management development program. These corporate customers are also those clients who spend over $5010 per person per tour.
NORTHWIND TRADERS QUESTIONNAIRE(Your replies are anonymous so confidentiality is assured)

1.Gender:MaleFemale
Married:YesNo
Children Yes No
Age: Under 16Income: Under $16,700
 16 - 24 $16,701-$25,050
 25 - 35 $25,051-$33,400
 36 - 45 $33,401-$41,750 45+ over $41,750

Occupation:Self:...................................................................

Partner:.............................................................

2.How many adventure vacations have you taken in the past three years?
 None - never considered taking one
 Considered, but not yet taken a vacation
 Taken one adventure vacation
 Taken two adventure vacations
 Take at least one adventure vacation every year

If you take adventure vacations, how much do you spend per head per vacation?
 Under $1670
 $1671-$3340
 $3341-$5010
 Over $5010

4.Who did you buy your last adventure vacation from? Would you use that source again?
 Traveled independently Yes No
 Directly from the tour operator Yes No
 Via the Internet Yes No
 From a specialist adventure travel agent Yes No
 From a general travel agent Yes No

5.How did you hear about the last adventure vacation that you took?
 From a friend/colleague/relative
 Via an advertisement in general press
 Via the Internet
 Saw it in the travel agent’s window
 Via an advertisement in specialist adventure travel press
 Editorial in press/TV/radio

6.What impressed you most about the people you bought your last adventure vacation from? Ranking for level of impression (1 = excellent, 4 = useless) | | Ranking for importance of factor (1 = very high, 4 = quite unimportant) |  | Knowledge of activity |  |  | Knowledge of destination |  |  | Range of helpful advice |  |  | Additional services, such as insurance |  |

7.What did you dislike most about the last adventure travel vacation that you took?
 The other people on the vacation were not compatible (e.g. much older, younger, or had very different competence levels)

 Too expensive

 The travel agent/tour operator did not properly explain the true nature of the vacation

 The administrative arrangements were poor - I had to do all the chasing!

8.What was the destination of your last adventure travel vacation?
 Europe Asia

 N. America Other

 Africa India

9.If you have never taken an adventure vacation would you consider taking one from a reputable travel agent with proven expertise in this market?
 Yes No

10.Have you ever been on an adventure vacation organized by your employer?
 Yes No

Thank you for your help with our research. We hope this will help Northwind Traders bring you more exciting adventure vacations.
Internet Growth and the Sale of Travel ServicesSales of travel services on the Internet have risen steadily over the past several years and look to continue increasing through the year 2000. These sales far outweigh other Internet sales, including PC sales of software and hardware, clothing sales, and book sales. For example, in 1998 sales of travel services totaled $1.4 billion, while PC products equaled $1.0 billion, books $400 million, and clothing $250 million.

European users of the Internet are growing rapidly. The United Kingdom is the second largest Internet user market after Germany, followed in decreasing order by the Netherlands, France, Finland, Italy, and Spain.

Percentage of Internet Users Who Have Shopped Online, 1998, in Millions
When it comes to actually using the Internet for online shopping, Finland leads the way, with Germany and the United Kingdom sitting squarely in the middle, close to the European average. The percentage of Internet users, by region, who have shopped online in 1998 are as follows:

Finland - 69% the Netherlands - 43% Germany - 41% United Kingdom - 38% Italy - 33% Spain - 31% France - 29%

The average percentage of European Internet users who have shopped online in 1998 is 41 percent.
APPENDIX 2: FINANCIAL FORECASTS

Balance Sheet, One Year (Quarterly) Balance Sheet - One Year (Quarterly) | | | | | | Year 1 | | Qtr 1 | Qtr 2 | Qtr 3 | Qtr 4 | ASSETS | | | | | Current Assets | | | | | Cash | 7855 | 210 | 20,768 | 19,935 | Marketable securities | 0 | 0 | 0 | 0 | Accounts receivable, net | 5600 | 16,800 | 35,890 | 45,818 | Inventory | 0 | 0 | 0 | 0 | Prepaid expenses | 400 | 535 | 835 | 835 | Other | 0 | 0 | 0 | 0 | Total Current Assets | 13,855 | 17,545 | 57,493 | 66,588 | Long-Term Assets | | | | | Property, plant, and equipment | 29,225 | 29,225 | 29,225 | 29,225 | Less accumulated depreciation | (2296) | (4592) | (6888) | (9185) | Net property, plant, and equipment | 26,929 | 24,633 | 22,337 | 20,040 | Other long-term assets | 0 | 0 | 0 | 0 | Total Long-Term Assets | 26,929 | 24,633 | 22,337 | 20,040 | Total Assets | 40,784 | 42,178 | 79,830 | 86,628 | LIABILITIES AND SHAREHOLDERS' EQUITY | | | | Current Liabilities | | | | | Short-term debt | 0 | 0 | 0 | 0 | Current maturities of long-term debt | 0 | 0 | 0 | 0 | Accounts payable | 525 | 640 | 750 | 835 | Income taxes payable | 0 | 0 | 3500 | 9142 | Accrued liabilities | 0 | 0 | 0 | 0 | Other | 0 | 0 | 0 | 0 | Total Current Liabilities | 525 | 640 | 4250 | 9977 | Long-Term Liabilities | | | | | Long-term debt less current maturities | 0 | 0 | 0 | 0 | Deferred income taxes | 0 | 0 | 0 | 0 | Other long-term liabilities | 0 | 0 | 0 | 0 | Total Long-Term Liabilities | 0 | 0 | 0 | 0 | Shareholders' Equity | | | | | Common stock | 41,750 | 41,750 | 41,750 | 41,750 | Additional paid-in capital | 0 | 0 | 0 | 0 | Retained earnings | (1,491) | (212) | 33,830 | 34,901 | Other | 0 | | | 0 | Total Shareholders' Equity | 40,259 | 41,538 | 75,580 | 76,651 | Total Liabilities and Shareholders' Equity | 40,784 | 42,178 | 79,830 | 86,628 |

Cash Flow Forecast, 12 Months Cash Flow Forecast - 12 Months | | | | | | | | | | | | | | Month | Pre-Start | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | Totals | Receipts | | | | | | | | | | | | | | | Cash sales | | | 10,020 | 10,855 | 12,525 | 14,195 | 15,865 | 18,370 | 21,710 | 24,215 | 26,406 | 28,808 | 33,066 | 216,035 | Collections from credit sales | | | | 251 | 418 | 501 | 501 | 585 | 752 | 752 | 1002 | 1002 | 1166 | 6930 | New equity inflow | | | | | | | | | | | | | | 0 | Loans received | | 16,700 | | | 8350 | | | 8350 | | | 8350 | | | 41,750 | Other | | | | | | | | | | | | | | 0 | Total Receipts | 0 | 16,700 | 10,020 | 11,106 | 21,293 | 14,696 | 16,366 | 27,305 | 22,462 | 24,967 | 35,758 | 29,810 | 34,232 | 264,715 | Payments | | | | | | | | | | | | | | | Cash purchases | | 401 | 326 | 166 | 131 | 237 | 166 | 149 | 149 | 166 | 113 | 113 | 167 | 2,284 | Payments to creditors | | 1203 | 978 | 499 | 392 | 713 | 499 | 446 | 446 | 499 | 339 | 339 | 503 | 6,856 | Salaries and wages | | 6304 | 5120 | 2620 | 2058 | 3728 | 2620 | 2336 | 2336 | 2620 | 1780 | 1780 | 2631 | 35,933 | Employee benefits | | 3152 | 2560 | 1310 | 1029 | 1864 | 1310 | 1168 | 1168 | 1310 | 890 | 890 | 1315 | 17,966 | Payroll taxes | | 1051 | 853 | 437 | 343 | 621 | 437 | 389 | 389 | 437 | 297 | 297 | 438 | 5989 | Rent | | 5253 | 4267 | 2183 | 1715 | 3107 | 2183 | 1947 | 1947 | 2183 | 1483 | 1483 | 2192 | 29,943 | Utilities | | 1021 | 830 | 425 | 333 | 604 | 425 | 379 | 379 | 425 | 288 | 288 | 426 | 5823 | Repairs and maintenance | | 584 | 474 | 243 | 191 | 345 | 243 | 216 | 216 | 243 | 165 | 165 | 244 | 3329 | Insurance | | 1021 | 830 | 425 | 333 | 604 | 425 | 379 | 379 | 425 | 288 | 288 | 426 | 5823 | Travel | | 1240 | 1007 | 515 | 405 | 734 | 515 | 460 | 460 | 515 | 350 | 350 | 518 | 7069 | Telephone | | 1043 | 847 | 434 | 341 | 617 | 434 | 387 | 387 | 434 | 295 | 295 | 435 | 5949 | Postage | | 438 | 358 | 182 | 143 | 259 | 182 | 162 | 162 | 182 | 124 | 124 | 183 | 2499 | Office supplies | | 949 | 770 | 394 | 310 | 561 | 394 | 352 | 352 | 394 | 268 | 268 | 396 | 5408 | Marketing and advertising | | 6938 | 5635 | 2883 | 2265 | 4103 | 2883 | 2571 | 2571 | 2883 | 1959 | 1959 | 2895 | 39,545 | Professional fees | | 5439 | 4418 | 2261 | 1776 | 3217 | 2261 | 2016 | 2016 | 2261 | 1536 | 1536 | 2270 | 31,007 | Training and development | | 1751 | 1422 | 728 | 572 | 1036 | 728 | 649 | 649 | 728 | 494 | 494 | 731 | 9982 | Bank charges | | 26 | 21 | 11 | 9 | 16 | 11 | 10 | 10 | 11 | 7 | 7 | 11 | 150 | Miscellaneous | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Owner's drawings | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Loan repayments | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Tax payments | | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | Capital purchases | | 25,050 | 0 | 4175 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 29,225 | Other - database and Web site | | 0 | 0 | 0 | 10,000 | 0 | 0 | 10,000 | 0 | 0 | 21,325 | 0 | 0 | 41,325 | Total Payments | 0 | 62,864 | 30,716 | 19,891 | 22,346 | 22,366 | 15,716 | 24,016 | 14,016 | 15,716 | 32,001 | 10,676 | 15,781 | 286,105 | Cashflow Surplus/Deficit (-) | 0 | (46,164) | (20,696) | (8,785) | (1,053) | (7,670) | 650 | 3,289 | 8,446 | 9,251 | 3,757 | 19,134 | 18,451 | (21,390) | Opening Cash Balance | 0 | 0 | (46,164) | (66,860) | (75,645) | (76,698) | (84,368) | (83,718) | (80,429) | (71,983) | (62,732) | (58,975) | (39,841) | | Closing Cash Balance | 0 | (46,164) | (66,860) | (75,645) | (76,698) | (84,368) | (83,718) | (80,429) | (71,983) | (62,732) | (58,975) | (39,841) | (21,390) | |
Income Statement, Three Year Summary Income Statement - Three Year Summary | | | | | Year 1 | Year 2 | Year 3 | Totals | Sales | | | | | Sales | 2,364,839 | 5,202,645 | 7,591,132 | 15,158,616 | Other | | | | 0 | Total Sales | 2,364,839 | 5,202,645 | 7,591,132 | 15,158,616 | Less Cost of Goods Sold | | | | | Materials | | | | 0 | Labor | | | | 0 | Overhead | | | | 0 | Other | 2,096,056 | 4,578,327 | 6,604,286 | 13,278,669 | Total Cost of Goods Sold | 2,096,056 | 4,578,327 | 6,604,286 | 13,278,669 | Gross Profit | 268,783 | 624,318 | 986,846 | 1,879,947 | Operating Expenses | | | | | Salaries and wages | 36,072 | 40,581 | 58,116 | 134,769 | Employee benefits | 18,036 | 20,291 | 29,058 | 67,385 | Payroll taxes | 6012 | 6764 | 9686 | 22,462 | Rent | 30,060 | 30,060 | 40,080 | 100,200 | Utilities | 5845 | 5845 | 6680 | 18,370 | Repairs and maintenance | 3340 | 3340 | 3340 | 10,020 | Insurance | 5845 | 9185 | 16,700 | 31,730 | Travel | 7,097 | 17,535 | 30,895 | 55,527 | Telephone | 5970 | 7933 | 10,855 | 24,758 | Postage | 2505 | 4175 | 8350 | 15,030 | Office supplies | 5428 | 8350 | 12,525 | 26,303 | Marketing and advertising | 39,700 | 38,410 | 50,100 | 128,210 | Professional fees | 31,125 | 16,550 | 16,500 | 64,175 | Training and development | 10,020 | 16,700 | 35,070 | 61,790 | Bank charges | 150 | 150 | 200 | 500 | Depreciation | 9185 | 9185 | 9185 | 27,555 | Miscellaneous | | | | 0 | Other | | | | 0 | Total Operating Expenses | 216,390 | 235,054 | 337,340 | 788,784 | Operating Income | 52,393 | 389,264 | 649,506 | 1,091,163 | Interest income (expense) | (8350) | (8350) | (8350) | (25,050) | Other income (expense) | | | | 0 | Total Nonoperating Income (Expense) | (8350) | (8350) | (8350) | (25,050) | Income (Loss) Before Taxes | 44,043 | 380,914 | 641,156 | 1,066,113 | Income Taxes | 9142 | 76,184 | 145,751 | 231,077 | Net Income (Loss) | 34,901 | 304,730 | 495,405 | 835,036 | Cumulative Net Income (Loss) | 34,901 | 339,631 | 835,036 | 835,036 |

Sources and Uses of Funds Sources and Use of Funds | | Number of funding rounds expected for full financing: 1 | Total dollar amount being sought in this round: $83,500 | | SOURCES OF FUNDS | | Equity Financing: | | Preferred Stock: | | Common Stock: | | Debt Financing: | | Mortgage Loans: | | Other Long-Term Loans: | | Short-Term Loans: | | Convertible Debt: | | Investment from Principals: | $41,750 | USE OF FUNDS | | Capital Expenditures: | | Purchase of Property: | | Leasehold Improvements: | | Purchase of Equipment/Furniture: | $29,225 | Other: | | Working Capital: | | Purchase of Inventory: | | Staff Expansion: | $20,000 | New Product Line Introduction: | | Additional Marketing Activities: | $34,700 | Other Business Expansion Activities: | | Other: Database and Web site | $41,325 | Debt Retirement: | | Cash Reserve: | |

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