Start-up Funding | |
Start-up Expenses to Fund | $2,163,500 |
Start-up Assets to Fund | $336,500 |
Total Funding Required | $2,500,000 |
Assets | |
Non-cash Assets from Start-up | $0 |
Cash Requirements from Start-up | $336,500 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $336,500 |
Total Assets | $336,500 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $1,250,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $1,250,000 |
Capital | |
Planned Investment | |
Investor 1 | $100,000 |
Investor 2 | $100,000 |
Investor 3 | $100,000 |
Investor 4 | $100,000 |
Investor 5 | $100,000 |
Investor 6 | $100,000 |
Investor 7 | $100,000 |
Investor 8 | $100,000 |
Other | $450,000 |
Additional Investment Requirement | $0 |
Total Planned Investment | $1,250,000 |
Loss at Start-up (Start-up Expenses) | ($2,163,500) |
Total Capital | ($913,500) |
Total Capital and Liabilities | $336,500 |
Total Funding | $2,500,000 |
The Supreme Courts will be a multisport complex that provides its users with various services. A first class fitness and lifestyle center, three full-size basketball courts that can also accommodate many other sports, a food and beverage/lounge area, a massage therapy clinic and other amenities such as offices, a conference room, a childcare center, and full-service locker rooms will all be available in the facility. Along with these amenities, The Supreme Courts will provide its users with qualified and knowledgeable people to make sure all of their sport and fitness needs are met.
The Supreme Courts will house a large fitness and lifestyle center that will match or exceed any other in the city. This fitness and lifestyle center will include top-of-the-line equipment in free weights, machine weights, and aerobic machines. The majority of the lifestyle center will be located on the upper level of the complex that will surround the three basketball courts. This will allow the users the option of watching the activities going on down below, or to watch one of the many TVs that will be set up for their enjoyment.
This aspect of the facility will be run by a certified strength and conditioning specialist (CSCS) who will hire and train his/her staff to meet the demands of the members. This person will report to and work directly with the general partners of The Supreme Courts and his/her duties will include, but will not be limited to, general supervision, personalized training for members, program development for camps and clinics, and aiding in the marketing and promotional aspects of the facility.
Three full-size basketball courts and six volleyball courts will highlight the main floor of The Supreme Courts. Along with these two sports, the floors will be able to accommodate badminton, indoor soccer, indoor field hockey, touch football, gymnastics, dance, aerobics, and more. These hardwood courts will be manufactured and installed by the industry leader, Robbins Sport Surfaces, and will be the premier sports floors in all of Henderson. With the added attraction of world class portable basketball systems from Schelde North America or BPI, The Supreme Courts will quickly become known as the place to be for leagues, camps, or pick-up games.
With his education and vast experience in this area, the scheduling of events and activities on these floors will be done by Rich Bohne, one of the general partners of The Supreme Courts. The development of sports leagues, camps, and clinics, along with other various day-to-day operations of the facility will also be Rich’s responsibility.
A qualified, experienced person will be hired to run this aspect of the facility. He/she will have the responsibility to meet necessary standards and to report to, and work directly with the general partners of The Supreme Courts to make sure the needs of the users in this area are met. If additional staff are required, this person will hire and train those people in accordance with The Supreme Courts policies.
An area for a massage therapy clinic will be located on the main floor of the facility. This service will be available to both the general public and users of the facility at a cost reflective of the industry standard. This amenity will be an added bonus to the users of The Supreme Courts as it will be conveniently located right inside the complex.
At this time, The Supreme Courts is deciding on whether to hire their own massage therapists or to lease out the space to an already established massage therapy practice.
Other features and services The Supreme Courts will have include:
The Supreme Courts will be the only multisport complex of its kind in all of the Las Vegas Valley. Some aspects of the facility will cater mainly to the City of Henderson residents. Other aspects however, will appeal to everyone in the valley.
Because of the diversity in the activities and programs available in The Supreme Courts, our market segments vary from dedicated workout junkies to people who just want a few hours of fun and recreation.
From 1990 to 1999, memberships at health clubs rose from 20.7 million to 30.6 million according to the latest statistics from **. This trend is projected to continue. Not only that, but frequent users of fitness clubs soared by 84% during the same period. From recent surveys of over 360 fitness clubs (conducted by **), the eight most profitable programs for fitness centers were identified. The Supreme Courts offers six of these eight, including the top three. Due to the market for fitness clubs in Henderson, The Supreme Courts has a very bright future.
The average number of members for multipurpose clubs registered with ** (The Supreme Courts will be a ** member) in 1999 was over 2,104. The total number of ** clubs in 1999 was 3,185, many of which were fitness only clubs which average just over 1,200 members.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Weekend Warriors | 3% | 132,479 | 136,453 | 140,547 | 144,763 | 149,106 | 3.00% |
Hardcore Fitness Gurus | 3% | 6,080 | 6,262 | 6,450 | 6,643 | 6,843 | 3.00% |
Gym Rats | 3% | 325,000 | 334,750 | 344,792 | 355,136 | 365,790 | 3.00% |
Families | 3% | 50,000 | 51,500 | 53,045 | 54,636 | 56,275 | 3.00% |
Senior Citizens | 7% | 24,320 | 26,022 | 27,843 | 29,793 | 31,878 | 7.00% |
Tourists | 1% | 10,000 | 10,100 | 10,201 | 10,303 | 10,406 | 1.00% |
Business Travelers | 0% | 3,000 | 3,000 | 3,000 | 3,000 | 3,000 | 0.00% |
Total | 3.14% | 550,879 | 568,087 | 585,878 | 604,274 | 623,298 | 3.14% |
Due to the size and convenient location of our facility, many people will be attracted to The Supreme Courts to see what we have to offer. However, we will not be content to just wait for customers to come to us. Instead, we will focus our marketing strategies on those market segments who match our offerings. The great thing about marketing The Supreme Courts, is that each market segment relates, in certain ways, to all the others.
Our main objective with our early marketing strategy will be to get people into our facility. Once people see what we have to offer, and feel the atmosphere that will be created, they will want to return and participate in the many activities and programs that will be available to them.
Following the opening of The Supreme Courts, print and radio media will be used to promote both the facility and the programs that are being offered to attract new people from all over the Las Vegas Valley.
As a ** member, many resources are also available for marketing and promotional ideas that have been effective for other facilities.
The sport and fitness business is a booming industry, with total revenues for 1999 over $10.6 billion. Because of this, fitness clubs are popping up all over the place, including airports and grocery stores! The size and scope of these clubs vary from small, individually owned workout facilities, to very elaborate, publicly owned franchises. According to statistics from **, as of July, 2000 there were 15,910 clubs in the USA with over 30 million total club members. That is an average of over 1,800 members per club. Multisport clubs, like The Supreme Courts, averaged over 2,800 members per club. One of The Supreme Courts challenges is to establish itself as a legitimate sport and fitness club that is appealing to each of its market segments, and position itself as a great deal for members and casual walk-ins alike.
The competition for The Supreme Courts in Henderson include two ** clubs, **, **, and **. At all of these clubs, various types of memberships are available. Some require long-term commitments while other have a minimum commitment of at least one full month.
Potential fitness club members will usually compare clubs and find the one that fits their specific needs, or has the amenities that he/she wants. Value is usually very important to these potential members as most people want to get the best value for their dollar.
The Supreme Courts has a very large potential market. Because of the small number of recreation and fitness facilities in the City of Henderson, we feel we will become the number one sports and fitness complex quickly. This will be accomplished by actively and continuously promoting The Supreme Courts through radio and media advertisements as well as through hosting and supporting various community events.
The Supreme Courts’ competitive edge is two fold. First, The Supreme Courts is the only multisport complex that offers three full-size basketball courts that are available for the members and the community to use and/or rent. On top of this, the scope and variation of the programs that will be run from this facility are unmatched by any other club in the area. The second part of our competitive edge is the location, size, and appearance of the facility that will attract many people into the complex.
By maintaining our focus in our strategy, marketing, program development, and fulfillment, The Supreme Courts will be known as the top sports and fitness club in Henderson. We should be aware, however, that our competitive edge may be diluted if we become complacent in our program development and implementation. It will be important for The Supreme Courts to keep up with the current trends in both sport and fitness programs.
Sales in the sport and fitness club business are based on the services and amenities provided by the facility. The “something for everyone” slogan fits perfectly with The Supreme Courts. All of the users of our facility must feel like they are getting the best possible value for their money. If there is a better value, for equal services, The Supreme Courts will match or beat that value for our customers.
Each person desiring a membership at The Supreme Courts will be able to sit down with a representative and be notified of all of their membership options. During this brief discussion, the person will be also be informed of all of the services, programs, and amenities The Supreme Courts has to offer. It will be important to establish a relationship of trust with our members as membership retainment is an important aspect in our business.
The following table and chart give a run-down on forecasted sales for each of our sources of revenue.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Unit Sales | |||
Membership Fees | 780 | 1,000 | 1,200 |
Walk-in Fees | 10,800 | 10,800 | 11,340 |
Camps, Clinics, and Programs | 720 | 720 | 1,500 |
Court Rentals | 720 | 720 | 756 |
Leagues | 2,304 | 2,048 | 2,150 |
Personal Training | 1,080 | 1,134 | 1,191 |
Pro Shop | 12 | 1 | 1 |
Food and Beverages | 12 | 1 | 1 |
Massage Therapy Clinic | 1,050 | 1,080 | 1,134 |
Other (Outside Tournaments…) | 4 | 0 | 0 |
Total Unit Sales | 17,482 | 17,504 | 19,273 |
Unit Prices | Year 1 | Year 2 | Year 3 |
Membership Fees | $647.00 | $679.35 | $679.35 |
Walk-in Fees | $4.50 | $4.75 | $5.00 |
Camps, Clinics, and Programs | $25.00 | $75.00 | $78.75 |
Court Rentals | $40.00 | $42.00 | $44.10 |
Leagues | $65.00 | $68.25 | $71.65 |
Personal Training | $15.00 | $16.00 | $17.00 |
Pro Shop | $1,500.00 | $18,900.00 | $19,845.00 |
Food and Beverages | $2,500.00 | $31,500.00 | $33,075.00 |
Massage Therapy Clinic | $5.00 | $5.25 | $5.50 |
Other (Outside Tournaments…) | $4,000.00 | $4,200.00 | $4,350.00 |
Sales | |||
Membership Fees | $504,660 | $679,350 | $815,220 |
Walk-in Fees | $48,600 | $51,300 | $56,700 |
Camps, Clinics, and Programs | $18,000 | $54,000 | $118,125 |
Court Rentals | $28,800 | $30,240 | $33,340 |
Leagues | $149,760 | $139,776 | $154,048 |
Personal Training | $16,200 | $18,144 | $20,247 |
Pro Shop | $18,000 | $18,900 | $19,845 |
Food and Beverages | $30,000 | $31,500 | $33,075 |
Massage Therapy Clinic | $5,250 | $5,670 | $6,237 |
Other (Outside Tournaments…) | $16,000 | $0 | $0 |
Total Sales | $835,270 | $1,028,880 | $1,256,836 |
Direct Unit Costs | Year 1 | Year 2 | Year 3 |
Membership Fees | $0.00 | $0.00 | $0.00 |
Walk-in Fees | $0.00 | $0.00 | $0.00 |
Camps, Clinics, and Programs | $0.00 | $0.00 | $0.00 |
Court Rentals | $0.00 | $0.00 | $0.00 |
Leagues | $0.00 | $0.00 | $0.00 |
Personal Training | $0.00 | $0.00 | $0.00 |
Pro Shop | $0.00 | $0.00 | $0.00 |
Food and Beverages | $0.00 | $0.00 | $0.00 |
Massage Therapy Clinic | $0.00 | $0.00 | $0.00 |
Other (Outside Tournaments…) | $0.00 | $0.00 | $0.00 |
Direct Cost of Sales | |||
Membership Fees | $0 | $0 | $0 |
Walk-in Fees | $0 | $0 | $0 |
Camps, Clinics, and Programs | $0 | $0 | $0 |
Court Rentals | $0 | $0 | $0 |
Leagues | $0 | $0 | $0 |
Personal Training | $0 | $0 | $0 |
Pro Shop | $0 | $0 | $0 |
Food and Beverages | $0 | $0 | $0 |
Massage Therapy Clinic | $0 | $0 | $0 |
Other (Outside Tournaments…) | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $0 | $0 | $0 |
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan | 9/11/2000 | 9/22/2000 | $0 | Rich | Department |
Concept Plan Review | 9/15/2000 | 10/3/2000 | $3,500 | Rich | Department |
Financial Backing Presentations | 3/1/1999 | 4/1/1999 | $0 | TBA | Department |
Company Set Up | 3/1/1999 | 4/1/1999 | $0 | TBA | Department |
Logo Design | 3/1/1999 | 4/1/1999 | $0 | TBA | Department |
Other | 3/1/1999 | 3/1/1999 | $0 | TBA | Department |
Totals | $3,500 |
The initial management team for The Supreme Courts depends mainly on the general partners. Rich Bohne and Brian Ehlert will stay within their expertise in running the day-to-day operations of the facility such as scheduling, marketing, and promotions, along with running and developing various leagues and programs for the community. Back-up for the general partners will include staff members who will compensate for the founders lack of experience in each area. For example, qualified personnel will be hired for the food and beverage, massage therapy, and fitness areas. General help staff will be hired on a need basis as the users of the facility increase. There will also be a janitor hired for basic cleanliness and maintenance of the complex.
See the following table for a more detailed list of The Supreme Courts personnel.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Rich Bohne | $60,000 | $63,000 | $66,150 |
Brian Ehlert | $60,000 | $63,000 | $66,150 |
Fitness Area Manager | $36,000 | $37,800 | $39,690 |
Food Service Manager | $30,000 | $31,500 | $33,075 |
Book Keeper | $21,600 | $22,680 | $23,814 |
General Staff (7) | $138,300 | $145,215 | $152,476 |
Janitor | $15,000 | $15,750 | $16,538 |
Other | $0 | $59,900 | $118,800 |
Total People | 13 | 16 | 19 |
Total Payroll | $360,900 | $438,845 | $516,692 |
We are assuming start-up capital of $336,500 and a long-term (20 year) bank loan of $1,250,000. The remainder of the necessary financing will come through investors.
The financial plan depends on important assumptions, most of which are shown in the following table as annual assumptions. The monthly assumptions are included in the appendix. From the beginning, we recognize that collection days are critical, but not a factor we can influence easily. At least we are planning on the problem, and dealing with it. Interest rates, tax rates, and personnel burden are based on conservative assumptions.
Some of the more important underlying assumptions are:
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 16.25% | 15.00% | 16.25% |
Other | 0 | 0 | 0 |
The following table and chart summarize our break-even analysis.
Break-even Analysis | |
Monthly Units Break-even | 1,104 |
Monthly Revenue Break-even | $52,752 |
Assumptions: | |
Average Per-Unit Revenue | $47.78 |
Average Per-Unit Variable Cost | $0.00 |
Estimated Monthly Fixed Cost | $52,752 |
Our projected profit and loss is shown on the following table. We show a conservative estimate of net profits/sales, with that increasing each year. According to the research done through ** and **, these projections are very conservative and should be easily attained.
The detailed monthly projections are included in the appendix.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $835,270 | $1,028,880 | $1,256,836 |
Direct Cost of Sales | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Total Cost of Sales | $0 | $0 | $0 |
Gross Margin | $835,270 | $1,028,880 | $1,256,836 |
Gross Margin % | 100.00% | 100.00% | 100.00% |
Expenses | |||
Payroll | $360,900 | $438,845 | $516,692 |
Sales and Marketing and Other Expenses | $85,392 | $87,170 | $65,068 |
Depreciation | $0 | $0 | $0 |
Leased Equipment | $48,000 | $50,400 | $50,400 |
Repairs and Maintanence | $4,800 | $5,040 | $5,292 |
Landscape Maintanence | $3,600 | $3,780 | $3,969 |
Accounting Fees | $4,800 | $5,040 | $5,292 |
Legal Fees | $2,400 | $2,520 | $2,646 |
Telephone | $3,000 | $3,150 | $3,307 |
Utilities (Gas, Electric, Water, Sewer) | $54,000 | $56,700 | $59,535 |
Insurance | $12,000 | $12,600 | $13,230 |
Rent | $0 | $0 | $0 |
Payroll Taxes | $54,135 | $65,827 | $77,504 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $633,027 | $731,072 | $802,935 |
Profit Before Interest and Taxes | $202,243 | $297,808 | $453,901 |
EBITDA | $202,243 | $297,808 | $453,901 |
Interest Expense | $125,000 | $125,000 | $125,000 |
Taxes Incurred | $21,135 | $25,921 | $53,446 |
Net Profit | $56,108 | $146,887 | $275,455 |
Net Profit/Sales | 6.72% | 14.28% | 21.92% |
The following cash flow projections show our annual amounts only. For more detailed monthly projections please see the appendix.
Cash flow projections are critical to our success. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month, and the other the monthly balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendix.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $334,108 | $411,552 | $502,734 |
Cash from Receivables | $444,036 | $604,086 | $738,511 |
Subtotal Cash from Operations | $778,144 | $1,015,638 | $1,241,246 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $778,144 | $1,015,638 | $1,241,246 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $360,900 | $438,845 | $516,692 |
Bill Payments | $387,740 | $437,246 | $462,919 |
Subtotal Spent on Operations | $748,640 | $876,091 | $979,611 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $748,640 | $876,091 | $979,611 |
Net Cash Flow | $29,503 | $139,547 | $261,635 |
Cash Balance | $366,003 | $505,550 | $767,185 |
The balance sheet in the following table shows managed but sufficient growth of net worth, and a sufficiently healthy financial position. The monthly estimates are included in the appendix.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $366,003 | $505,550 | $767,185 |
Accounts Receivable | $57,126 | $70,368 | $85,958 |
Inventory | $0 | $0 | $0 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $423,130 | $575,918 | $853,143 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $423,130 | $575,918 | $853,143 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $30,521 | $36,423 | $38,194 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $30,521 | $36,423 | $38,194 |
Long-term Liabilities | $1,250,000 | $1,250,000 | $1,250,000 |
Total Liabilities | $1,280,521 | $1,286,423 | $1,288,194 |
Paid-in Capital | $1,250,000 | $1,250,000 | $1,250,000 |
Retained Earnings | ($2,163,500) | ($2,107,392) | ($1,960,505) |
Earnings | $56,108 | $146,887 | $275,455 |
Total Capital | ($857,392) | ($710,505) | ($435,050) |
Total Liabilities and Capital | $423,130 | $575,918 | $853,143 |
Net Worth | ($857,392) | ($710,505) | ($435,050) |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 7991, Sports Programs – Indoor Courts, are shown for comparison.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 23.18% | 22.16% | 15.90% |
Percent of Total Assets | ||||
Accounts Receivable | 13.50% | 12.22% | 10.08% | 4.30% |
Inventory | 0.00% | 0.00% | 0.00% | 3.60% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 31.10% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 39.00% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 61.00% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 7.21% | 6.32% | 4.48% | 34.80% |
Long-term Liabilities | 295.42% | 217.04% | 146.52% | 27.60% |
Total Liabilities | 302.63% | 223.37% | 150.99% | 62.40% |
Net Worth | -202.63% | -123.37% | -50.99% | 37.60% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 100.00% | 100.00% | 100.00% | 0.00% |
Selling, General & Administrative Expenses | 92.14% | 85.72% | 77.76% | 73.20% |
Advertising Expenses | 2.87% | 2.45% | 0.00% | 2.40% |
Profit Before Interest and Taxes | 24.21% | 28.94% | 36.11% | 2.70% |
Main Ratios | ||||
Current | 13.86 | 15.81 | 22.34 | 1.10 |
Quick | 13.86 | 15.81 | 22.34 | 0.73 |
Total Debt to Total Assets | 302.63% | 223.37% | 150.99% | 62.40% |
Pre-tax Return on Net Worth | -9.01% | -24.32% | -75.60% | 3.00% |
Pre-tax Return on Assets | 18.26% | 30.01% | 38.55% | 7.90% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 6.72% | 14.28% | 21.92% | n.a |
Return on Equity | 0.00% | 0.00% | 0.00% | n.a |
Activity Ratios | ||||
Accounts Receivable Turnover | 8.77 | 8.77 | 8.77 | n.a |
Collection Days | 58 | 38 | 38 | n.a |
Inventory Turnover | 0.00 | 0.00 | 0.00 | n.a |
Accounts Payable Turnover | 13.70 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 28 | 29 | n.a |
Total Asset Turnover | 1.97 | 1.79 | 1.47 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.00 | 0.00 | 0.00 | n.a |
Current Liab. to Liab. | 0.02 | 0.03 | 0.03 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $392,608 | $539,495 | $814,950 | n.a |
Interest Coverage | 1.62 | 2.38 | 3.63 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.51 | 0.56 | 0.68 | n.a |
Current Debt/Total Assets | 7% | 6% | 4% | n.a |
Acid Test | 11.99 | 13.88 | 20.09 | n.a |
Sales/Net Worth | 0.00 | 0.00 | 0.00 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Unit Sales | |||||||||||||
Membership Fees | 0% | 175 | 150 | 40 | 40 | 35 | 35 | 80 | 65 | 45 | 40 | 40 | 35 |
Walk-in Fees | 0% | 900 | 900 | 900 | 900 | 900 | 900 | 900 | 900 | 900 | 900 | 900 | 900 |
Camps, Clinics, and Programs | 0% | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 |
Court Rentals | 0% | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 | 60 |
Leagues | 0% | 0 | 256 | 256 | 256 | 256 | 0 | 256 | 256 | 256 | 256 | 0 | 256 |
Personal Training | 0% | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 |
Pro Shop | 0% | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
Food and Beverages | 0% | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
Massage Therapy Clinic | 0% | 60 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 |
Other (Outside Tournaments…) | 0% | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 1 | 0 |
Total Unit Sales | 1,347 | 1,609 | 1,498 | 1,498 | 1,494 | 1,237 | 1,538 | 1,524 | 1,503 | 1,498 | 1,243 | 1,493 | |
Unit Prices | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Membership Fees | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | $647.00 | |
Walk-in Fees | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | $4.50 | |
Camps, Clinics, and Programs | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | $25.00 | |
Court Rentals | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | $40.00 | |
Leagues | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | $65.00 | |
Personal Training | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | $15.00 | |
Pro Shop | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | $1,500.00 | |
Food and Beverages | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | $2,500.00 | |
Massage Therapy Clinic | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | $5.00 | |
Other (Outside Tournaments…) | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | $4,000.00 | |
Sales | |||||||||||||
Membership Fees | $113,225 | $97,050 | $25,880 | $25,880 | $22,645 | $22,645 | $51,760 | $42,055 | $29,115 | $25,880 | $25,880 | $22,645 | |
Walk-in Fees | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | $4,050 | |
Camps, Clinics, and Programs | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | |
Court Rentals | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | $2,400 | |
Leagues | $0 | $16,640 | $16,640 | $16,640 | $16,640 | $0 | $16,640 | $16,640 | $16,640 | $16,640 | $0 | $16,640 | |
Personal Training | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | $1,350 | |
Pro Shop | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | |
Food and Beverages | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | |
Massage Therapy Clinic | $300 | $450 | $450 | $450 | $450 | $450 | $450 | $450 | $450 | $450 | $450 | $450 | |
Other (Outside Tournaments…) | $0 | $4,000 | $0 | $0 | $4,000 | $0 | $0 | $4,000 | $0 | $0 | $4,000 | $0 | |
Total Sales | $126,825 | $131,440 | $56,270 | $56,270 | $57,035 | $36,395 | $82,150 | $76,445 | $59,505 | $56,270 | $43,630 | $53,035 | |
Direct Unit Costs | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Membership Fees | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Walk-in Fees | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Camps, Clinics, and Programs | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Court Rentals | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Leagues | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Personal Training | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Pro Shop | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Food and Beverages | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Massage Therapy Clinic | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Other (Outside Tournaments…) | 0.00% | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 |
Direct Cost of Sales | |||||||||||||
Membership Fees | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Walk-in Fees | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Camps, Clinics, and Programs | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Court Rentals | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Leagues | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Personal Training | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Pro Shop | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Food and Beverages | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Massage Therapy Clinic | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other (Outside Tournaments…) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Rich Bohne | 0% | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Brian Ehlert | 0% | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Fitness Area Manager | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Food Service Manager | 0% | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 |
Book Keeper | 0% | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 | $1,800 |
General Staff (7) | 0% | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 | $11,525 |
Janitor | 0% | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 | $1,250 |
Other | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total People | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | |
Total Payroll | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | 15.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $126,825 | $131,440 | $56,270 | $56,270 | $57,035 | $36,395 | $82,150 | $76,445 | $59,505 | $56,270 | $43,630 | $53,035 | |
Direct Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Gross Margin | $126,825 | $131,440 | $56,270 | $56,270 | $57,035 | $36,395 | $82,150 | $76,445 | $59,505 | $56,270 | $43,630 | $53,035 | |
Gross Margin % | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% | |
Expenses | |||||||||||||
Payroll | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | |
Sales and Marketing and Other Expenses | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | $7,116 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Leased Equipment | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | |
Repairs and Maintanence | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | |
Landscape Maintanence | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | |
Accounting Fees | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | |
Legal Fees | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | |
Telephone | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | $250 | |
Utilities (Gas, Electric, Water, Sewer) | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | |
Insurance | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Rent | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Payroll Taxes | 15% | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 | $4,511 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | $52,752 | |
Profit Before Interest and Taxes | $74,073 | $78,688 | $3,518 | $3,518 | $4,283 | ($16,357) | $29,398 | $23,693 | $6,753 | $3,518 | ($9,122) | $283 | |
EBITDA | $74,073 | $78,688 | $3,518 | $3,518 | $4,283 | ($16,357) | $29,398 | $23,693 | $6,753 | $3,518 | ($9,122) | $283 | |
Interest Expense | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | $10,417 | |
Taxes Incurred | $19,097 | $10,241 | ($1,035) | ($1,035) | ($920) | ($4,016) | $2,847 | $1,991 | ($550) | ($1,035) | ($2,931) | ($1,520) | |
Net Profit | $44,559 | $58,030 | ($5,864) | ($5,864) | ($5,214) | ($22,758) | $16,134 | $11,285 | ($3,114) | ($5,864) | ($16,608) | ($8,614) | |
Net Profit/Sales | 35.13% | 44.15% | -10.42% | -10.42% | -9.14% | -62.53% | 19.64% | 14.76% | -5.23% | -10.42% | -38.07% | -16.24% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $50,730 | $52,576 | $22,508 | $22,508 | $22,814 | $14,558 | $32,860 | $30,578 | $23,802 | $22,508 | $17,452 | $21,214 | |
Cash from Receivables | $0 | $2,537 | $76,187 | $77,361 | $33,762 | $33,777 | $33,808 | $22,752 | $49,176 | $45,528 | $35,638 | $33,509 | |
Subtotal Cash from Operations | $50,730 | $55,113 | $98,695 | $99,869 | $56,576 | $48,335 | $66,668 | $53,330 | $72,978 | $68,036 | $53,090 | $54,723 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $50,730 | $55,113 | $98,695 | $99,869 | $56,576 | $48,335 | $66,668 | $53,330 | $72,978 | $68,036 | $53,090 | $54,723 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | $30,075 | |
Bill Payments | $1,740 | $51,896 | $42,959 | $32,059 | $32,063 | $32,071 | $29,307 | $35,913 | $35,001 | $32,528 | $31,996 | $30,210 | |
Subtotal Spent on Operations | $31,815 | $81,971 | $73,034 | $62,134 | $62,138 | $62,146 | $59,382 | $65,988 | $65,076 | $62,603 | $62,071 | $60,285 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $31,815 | $81,971 | $73,034 | $62,134 | $62,138 | $62,146 | $59,382 | $65,988 | $65,076 | $62,603 | $62,071 | $60,285 | |
Net Cash Flow | $18,915 | ($26,858) | $25,662 | $37,735 | ($5,562) | ($13,810) | $7,287 | ($12,657) | $7,902 | $5,433 | ($8,981) | ($5,562) | |
Cash Balance | $355,415 | $328,557 | $354,219 | $391,953 | $386,391 | $372,581 | $379,868 | $367,210 | $375,113 | $380,546 | $371,565 | $366,003 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $336,500 | $355,415 | $328,557 | $354,219 | $391,953 | $386,391 | $372,581 | $379,868 | $367,210 | $375,113 | $380,546 | $371,565 | $366,003 |
Accounts Receivable | $0 | $76,095 | $152,423 | $109,997 | $66,399 | $66,858 | $54,917 | $70,399 | $93,514 | $80,041 | $68,275 | $58,815 | $57,126 |
Inventory | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $336,500 | $431,510 | $480,980 | $464,216 | $458,352 | $453,249 | $427,498 | $450,267 | $460,724 | $455,154 | $448,820 | $430,380 | $423,130 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $336,500 | $431,510 | $480,980 | $464,216 | $458,352 | $453,249 | $427,498 | $450,267 | $460,724 | $455,154 | $448,820 | $430,380 | $423,130 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $50,451 | $41,890 | $30,990 | $30,990 | $31,101 | $28,109 | $34,743 | $33,916 | $31,460 | $30,990 | $29,158 | $30,521 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $50,451 | $41,890 | $30,990 | $30,990 | $31,101 | $28,109 | $34,743 | $33,916 | $31,460 | $30,990 | $29,158 | $30,521 |
Long-term Liabilities | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 |
Total Liabilities | $1,250,000 | $1,300,451 | $1,291,890 | $1,280,990 | $1,280,990 | $1,281,101 | $1,278,109 | $1,284,743 | $1,283,916 | $1,281,460 | $1,280,990 | $1,279,158 | $1,280,521 |
Paid-in Capital | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 | $1,250,000 |
Retained Earnings | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) | ($2,163,500) |
Earnings | $0 | $44,559 | $102,590 | $96,726 | $90,862 | $85,648 | $62,890 | $79,024 | $90,308 | $87,194 | $81,330 | $64,722 | $56,108 |
Total Capital | ($913,500) | ($868,941) | ($810,910) | ($816,774) | ($822,638) | ($827,852) | ($850,610) | ($834,476) | ($823,192) | ($826,306) | ($832,170) | ($848,778) | ($857,392) |
Total Liabilities and Capital | $336,500 | $431,510 | $480,980 | $464,216 | $458,352 | $453,249 | $427,498 | $450,267 | $460,724 | $455,154 | $448,820 | $430,380 | $423,130 |
Net Worth | ($913,500) | ($868,941) | ($810,910) | ($816,774) | ($822,638) | ($827,852) | ($850,610) | ($834,476) | ($823,192) | ($826,306) | ($832,170) | ($848,778) | ($857,392) |
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Hello, we are the owners, Irina and Oleg. We sell a bright, comfortable and very beautiful flat, designed in a Scandinavian style. The flat created "for himself", but forced to sell due to moving to Moscow. ( We bought and renovated this flat for us but we have time sell it due to ...) The flat is located in a picturesque location near the Uktus mountains. The residential complex Stony Brook. In the flat: - All necessary equipment. (Dishwasher, washing machine, oven, refrigerator, range hood, stove, TV, microwave, coffee machine) - 2 wardrobes - Ennobled balcony where you can enjoy beautiful views of the forest and mountains, and dream about the most valuable. - Cable TV, wireless internet. - Increased size of window openings make the flat extremely bright. - All items and accessories are in the flat. In building: - High-speed elevator otis, which descends directly into the underground parking. - Concierge. - Courtyard complex located on the podium, which is located at 3 floors. House territory developed according to modern requirements - as a sport, and a playground with a safe finish. - On the first floor there is a trading gallery with a large grocery store, pharmacy, children's and sports goods, cafés and restaurants. The complex has a fitness club. Area: - In walking distance from the complex there is a shopping center "Globus" Waterpark "Limpopo", sports complex, "Planet IGRIK" (children's entertainment center), ICE (fitness center), the ski slopes and ski resorts, subway Botanica. - 8 km to the center. - 100 m bus stop
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A nightclub business plan needs a straightforward executive summary. This part of your plan is the first thing investors and partners see, and it should clearly outline what your club is all about. It's where you explain what makes your nightclub different and worth investing in. We recommend using a two-slide PowerPoint format for this summary.
How to Write a Sports Club Business Plan in 7 Steps: 1. Describe the Purpose of Your Sports Club Business. The first step to writing your business plan is to describe the purpose of your sports club business. This includes describing why you are starting this type of business, and what problems it will solve for customers.
To ensure your business plan is actionable, set clear and measurable objectives. Consider the following factors: The number of members you aim to attract in the first year. The frequency of sports events or activities you plan to organize. Financial targets, such as revenue and expenses. 3.
Open a business bank account and secure funding as needed. 7. Set pricing for sports club services. 8. Acquire sports club equipment and supplies. 9. Obtain business insurance for sports club, if required. 10. Begin marketing your sports club services.
Writing a sports complex business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready ...
Indoor Sports Complex Business Plan. Over the past 20+ years, we have helped over 500 entrepreneurs and business owners create business plans to start and grow their indoor sports complex companies. If you're unfamiliar with creating an indoor sports complex business plan, you may think creating one will be a time-consuming and frustrating ...
From Football, Basketball, and Other Sports Layout Plan Templates to Weekly or One Whole School Year Sports Development Plans. Also Included Are Field Maintenance Plans During Winter! Download for Free and Get 100% Easily Customizable and Software Compatible Sample Templates! Whether it be for school intramurals, company sports days, national ...
Fun and competition will never go out of style, and neither will smart business decisions. Get a head-start on your sports business plan with one of these sample business plans for bowling alleys, miniature golf courses, skate parks, dance studios, and other sports and recreation-related businesses. Explore our library of Sports Business Plan ...
3. Find a good location and facilities. A good location and facilities are crucial for your youth sports business. You'll need to think about accessibility, visibility, and proximity to your target market. You'll also have to decide whether to rent or buy a facility. Renting has more flexibility and lower upfront costs, while buying has long ...
Let's go through the content of each section in more detail! 1. The executive summary. In your football club's business plan, the first section is the executive summary — a captivating overview of your plan that aims to pique the reader's interest and leave them eager to learn more about your business.
sing this will be a top priority during 2019-20 and beyond. Individual, more detailed, targets within workstreams will be developed and reviewed regularly during the planning per. od, and do not form part of this higher level Business Plan.6.27 Enfield Town Football Club Community Sports Development Ltd, having been set up in late 2.
To customize the business plan template for a Sports Club business, follow these steps: 1. Open the template: Start by opening the business plan template in the appropriate software application. The template is usually provided in a popular format such as Microsoft Word or Google Docs. 2. Review and understand the sections: Carefully read ...
Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a tennis club business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of tennis club company that you documented in your company overview.
My latest sports management guide outlines 10 steps for how to create a Club Development Plan for a sports club of any size or maturity. Step 1: Define the State of Play. Establish the club's ...
1. Describe the Purpose of Your Soccer Club Business. The first step to writing your business plan is to describe the purpose of your soccer club business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers ...
A strategic plan is a document that contains the long-term (two to four year) objectives of the club. It lays out the overall mission and direction of the club and how objectives will be achieved. It also takes into account the strengths and weaknesses, as well as the external opportunities and threats, and outlines some strategies to address ...
A business plan prepared for the club will need to include evidence of potential income generation. The business plan should clearly identify all the important facts about the organisation, its history, the current financial position, the objectives and the 'business' activities to be undertaken. A club may undertake a business plan for a ...
Lastly, address any funding needs in the "ask" section of your executive summary. 2. The presentation of the company. The second section in your tennis clubs's business plan should focus on the structure and ownership, location, and management team of the company.
Here are a few tips for writing the market analysis section of your volleyball club business plan: Conduct market research, industry reports, and surveys to gather data. Provide specific and detailed information whenever possible. Illustrate your points with charts and graphs. Write your business plan keeping your target audience in mind. 4.
Explore a real-world multi sport complex business plan example and download a free template with this information to start writing your own business plan. ... Download Business Plan Template. Sample Plans. ... Sales in the sport and fitness club business are based on the services and amenities provided by the facility. The "something for ...
Sports clubs in Postal Code 620010 Yekaterinburg, Sverdlovsk Oblast. Open 1-3 Filter. ... 2 and up 3 and up 4 and up. Business has a Foursquare Page Business has a Google Maps Profile Business has a Twitter Feed. Sports and recreation, Fitness centers & gyms. 1. AVS Kristall: Zoi Kosmodem'yanskoy Ulitsa, 46, Yekaterinburg, Sverdlovsk Oblast ...
For sale - Cod. 29133. Tipology: 1 Bedroom Area: 43 m² Rooms No.: 1 Floor: 13 Publication date announcement: 26/08/2016 Hello, we are the owners, Irina and Oleg. We sell a bright, comfortable and very beautiful flat, designed in a Scandinavian style.
Football Club Ural Sverdlovsk Oblast / FC Ural Yekaterinburg (Футбольный клуб «Урал») ... Sports Clubs. Sochi. ESCUDOS DA RÚSSIA. football Badges. Escudos de fútbol. emblèmes du football. Escudos de Futebol. ... Free Logo Templates. City Club. Sports Team Logos. Soccer Kits. Sparta Rotterdam logo in vector SVG, AI formats ...
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