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Required Start-Up Fundsc2. Salaries and Wages#3. Fixed Operating Expenses#4. Projected Sales Forecast'5. Projected Sales Forecast (2)&$6. Cash Receipts-Disbursements"97. Beginning Balance SheetV8. Income Statement&9. Cash Flow Statement10. Balance Sheet~611. Year End Summary y12. Income Statement (2)#13. Cash Flow Statement (2) 614. Balance Sheet (2) Y[15. Income Statement (3)#x16. Cash Flow Statement (3)17. Balance Sheet (3) =18. Financial Ratiosz19. Breakeven Analysis"؏20. Amoritization Schedule!21. Financial Diagnostics@       ;D  ;/D  ; D  ;=   ;  ;  ;  ;%  ;)  ;/  ;7  ;;  ;  ;   ;rj03 A@@   <Credit Card Debt Vehicle LoansOther Bank Debt Credit Card Debt Other Bank Debt Vehicle LoansOffice Expenses & Suppliesgbe turned into cash or payables paid out in cash in the near term (i.e. in the first month of the plan)^Note#: For existing businesses, this should be the "bucket" of cash plus recievables that will Loan PayableIFor existing businesses = Cash+Ppd Exp+A/R-A/P-Accrd Exp See Note below#:New Fixed Assets PurchasesInventory Addition to Bal.Sheet Inventory Addition to Bal. Sheet(Operating Income (before Other Expenses)[EBITDA]WTo use this model, simply complete any information asked for found in the color yellow.J+Example: Fill in boxes that look like this !Example: Check these assumptions 8Please read this entire page before you do anything else,4. & 5. Projected Sales Forecast (2 sheets)#6. Cash Receipts and DisbursementsFinancial Projection ModelPA number found in the color green is optional information that you can complete.SOtherwise, any information found in black type is automatically calculated for you.`The first six worksheets in this workbook are steps you will need to complete. They are titled: EfficiencyFinancial DiagnosticsValueFindingsGeneral Financing Assumptions(Owner's Cash Injection into the Business/Cash Request as percent of Total Required FundsLoan AssumptionsCommercial Loan Interest rateCommercial Loan Term in Months!Commercial Mortgage Interest rate"Commercial Mortgage Term in Months-Loan Payments as a Percent of Projected SalesIncome Statement"Gross Margin as a Percent of SaleseThis sheet performs a few tests on your numbers to see if they seem within certain reasonable ranges.mRemember, no computer can tell whether your projections are truly well-constructed, only a human can do that.NBut these tests can at least look for values that are critically out of range.&Owner's Compensation Lower Limit Check&Owner's Compensation Upper Limit Check0Advertising Expense Levels as a Percent of Sales#Profitability as a Percent of SalesCash Flow Statement"Accounts Receivable Ratio to Sales Balance Sheet+Does the Base Period Balance Sheet Balance?$Does the Final Balance Sheet BalanceBreakeven LevelsProfitability Levels"Desired Operating cash Flow LevelsAmortized Start-up Expenses-Required Start-Up Funds for a New Business or.Opening Balance Sheet for an Existing Business'DO NOT USE THIS PAGE FOR ANY DATA ENTRYbThe opening balance sheet is now shown on the "start-up" page inputs, so this page is unnecessary.RMA Industry NormsBank & Merchant FeesConferences & SeminarsLicenses/Fees/Permits Taxes-OtherSales & Marketing MiscellaneousSepOctNovDecJanFebMarAprMayJunJulAugReal Estate-LandAmortization Period in Years,Balance Sheet (For Existing Businesses Only)!Projected Sales Forecast - Page 2Accounts Payable DisbursementsNumber of Days to Pay SuppliersTotal Disbursements Percentage$Total Liabilities and Owner's Equity%Projected Income Statement - Year One(Projected Cash Flow Statement - Year OneBalance Sheet - Year OneBreakeven AnalysisAnnual Sales RevenueDollarsPercentBreakeven Sales CalculationBreakeven Sales in Dollars%Projected Income Statement - Year Two(Projected Cash Flow Statement - Year TwoBalance Sheet - Year TwoEnd of Year Two'Projected Income Statement - Year Three*Projected Cash Flow Statement - Year ThreeBalance Sheet - Year ThreeEnd of Year ThreeFinancial RatiosYear Two GrowthRatio Liquidity Current Ratio Quick RatioSafetyDebt to Coverage RatioDebt to Equity Ratio Profitability Sales Growth COGS to SalesGross Profit Margin SG&A to SalesNet Profit MarginReturn on EquityReturn on AssetsOwner's Compensation to SalesDays in ReceivablesAccounts Receivable TurnoverDays in InventoryInventory TurnoverSales to Total AssetshThis spreadsheet walks you through the process of developing an integrated set of financial projections.8Please enter the name of your business in the box below:1. Required Start-Up Funds2. Salaries and Wages3. Fixed Operating ExpensesqkBefore you begin, we need some information about your business to best customize your financial statements.xAlthough the cells that are calculated are locked (or protected), you can turn off this protection to modify the sheets.VFinally, select "Unprotect Sheet" and you will be able to edit any labels or formulas.#Begin by clicking on the tabs belowbTo do this, select "Tools" from the menu bar at the top of the screen. Then select, "Protection."Legal and Professional FeesPostage and DeliveryRent (on business property)Rent of Vehicles and EquipmentTravelTotal ExpensesDues and SubscriptionsTelephone and CommunicationsOther ExpensesInterestTotal Other ExpensesLine of CreditTotal Fixed Operating ExpensesAmortization SchedulePrincipal Amount Utilities Interest RateLoan Term in Months Loan Type PrincipalMonthly Payment Amount Loan BalanceYear Three GrowthIncome Total Income Cost of SalesTotal Cost of SalesTotal Fixed Business ExpensesFixed Business Expenses Wage BaseTotal Salary and Wages Net IncomeBeginning Cash Balance Cash InflowsIncome from SalesAccounts ReceivableTotal Cash Inflows Cash OutflowsOperating ActivitiesFinancing Activities Loan PaymentsLine of Credit InterestLine of Credit RepaymentsDividends PaidTaxesTotal Cash OutflowsOperating Cash Balance Cash FlowLine of Credit DrawdownsEnding Cash BalanceLine of Credit Balance Base PeriodEnd of Year OneAssetsCurrent AssetsCashInvesting Activities InventoryPrepaid Expenses Other CurrentTotal Current AssetsLess: Accumulated Depreciation Total AssetsLiabilities and Owner's EquityAccounts Payable Notes PayableMortgage Payable LiabilitiesTotal LiabilitiesOwner's Equity Common StockRetained EarningsDividends DispersedTotal Owner's EquityYear End Summary%Cash Receipts and DisbursementsAccounts Receivable CollectionsPercent of Collections 0 to 30 days 31 to 60 daysMore than 60 daysTotal Collections PercentageLine of Credit AssumptionsDesired Minimum Cash BalanceLine of Credit Interest RateIncome Tax AssumptionsEffective Income Tax Rate!Amortization of Start-Up ExpensesRequired Start-Up FundsAmountTotals DepreciationNotes Fixed Assets BuildingsLeasehold Improvements EquipmentFurniture and FixturesVehiclesOther Fixed AssetsTotal Fixed AssetsOperating CapitalPre-Opening Salaries and WagesPrepaid Insurance PremiumsLegal and Accounting Fees Rent DepositsUtility DepositsSuppliesLicensesOther Initial Start-Up CostsWorking Capital (Cash On Hand)Total Operating CapitalTotal Required Funds yearsSources of FundingCommercial LoanTerm in MonthsCommercial MortgageTotal Sources of FundingOutside InvestorsMonthly Payments Loan RateAdvertising and PromotionsAdditional Loans or DebtPrice Per UnitVariable Cost Per UnitVariable Costs Gross MarginFixed ExpensesProfitBreakeven Sales RevenueBreakeven Sales UnitsProjected Unit SalesYear One Year Three AssumptionsProjected RevenueSeasonality FactorProjected Sales ForecastGross Margin Per UnitProducts and ServicesFixed Expense Allocation %MonthlyYear TwoSalaries and WagesOwner's CompensationSalariesWagesFull-Time EmployeesEstimated Rate Per HourPart-Time EmployeesIndependent ContractorsTotal Salaries and WagesEstimated Hours Per WeekPayroll Taxes and BenefitsFederal Unemployment Tax (FUTA)State Unemployment Tax (SUTA)Worker's CompensationSalaries and Related Expenses Total Payroll Taxes and BenefitsEmployee Health InsuranceEmployee Pension ProgramsOther Employee Benef<it ProgramsPercent ChangeSocial SecurityMedicare#Total Salaries and Related Expenses#Fixed Operating ExpensesExpenses AdvertisingCar and Truck ExpensesContract LaborCustomer Discounts and Refunds"Insurance (Liability and Property):8 9l:l<*=f>x@qA` 8(C C _CE DU E! 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@"@#0*@$@%@@@&@'@(@)@H*@+@,@-@.@/@0@1@2v@3v@4@5@6@7@8`@(@9`@:@;@<v@=@>@?@* WWWWoorrrrrooooooS*!WWWWoorrrrrooooooS*"WWWWoorrrrrooooooS*#WWWWoorrrrrooooooS*$WWWWoorrrrrooooooS*%WWWWoorrrrrooooooS*&WWWWoorrrrrooooooS*'WWWWoorrrrrooooooS*(WWWWoorrrrrooooooS*)WWWWoorrrrrooooooS**WWWWoorrrrrooooooS*+WWWWoorrrrrooooooS*,WWWWoorrrrrooooooS*-WWWWoorrrrrooooooS*.WWWWoorrrrrooooooS*/WWWWoorrrrrooooooS*0WWWWoozzzzzooooooS*1WWWWoovvvvvooooooS*2WWWWoopppppooooooS*3WWWWoooooooooooooS*4WWWWoooooooooooooS5WWWWSSS5SSSSSSSSSS6WWWWSSS6SSSSSSSSSSDl.....................66@ @A @B@C0*@D@E@@@F@G@H@ @(  x  6 lXPP?d ]4@l l  !1I1YP I<JAn indication of a company's ability to meet short-term debt obligations.<I~~  <l XPP?d]4@ll . F0v <The ratio between all assets quickly convertible into cash and current liabilities. Measures a company's liquidity. Also called acid-test ratio.< e~~  <l XPP? d]4@llP =*.^MB? n<oThis ratio expresses the relationship between capital contributed by creditors and that contributed by owners.<on~~  < l XPP? d(]4@l l D| w<xThis ratio indicates how well your cash flow covers debt and the capability of the business to take on additional debt.<w~~  < l XPP? d]4@l lp o)MB2UI w<xThis ratio calculates the percentage of increase (or decrease) in sales between the current year and the previous year.<w ~~  < l XPP? d]4@l l )کƯ@f; v<wThe percentage of sales used to pay for the COGS (expenses which directly vary with sales) is expressed in this ratio.<v~~   <l XPP?d]4 @llP A"( M?n <This ratio indicates how much profit is earned on your products without consideration of indirect costs, selling and administration costs.<s ~~   <Pl XPP?d]4 @lPl UQ:AdN? h<iThis ratio measures the percentage of selling, general and administrative costs to your amount of sales.<Khh xx   60lXPP?d]4 @l0l ,9QG} I<JNet profit margin shows how much profit comes from every dollar of sales.<Is~~   <l XPP?d]4 @ll b ƸMn <Return on equity determines the rate of return on your investment in the business. 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B;Cash request seems reasonable with respect to total request6,Cash request exceeds 20% which might be highB>;Cash request seems reasonable with respect to total request ooooooSWoooooooSW W!&WWoooooooooS WW W" Woo333333?Z'ol ~DQ? B;Interest rate may be too low for the type of loan requested(Interest rate seems reasonableB!Interest rate seems reasonable ooooooooS WW W# WooN@Z'o l Dx 6/Loan term may be too high for this type of loan<2Loan term seems within range for this type of loanB52Loan term seems within range for this type of loan ooooooooS W$QQprrooooooS W W$ QQ{Gz?Z(rl zDQ? >7Interest rate may be too low for type of loan requested(Interest rate seems reasonableB!Interest rate seems reasonable rrooooooS WW W% Woon@Z(rl D 6/Loan term may be too high for this type of loan<2Loan term seems within range for this type of loanB52Loan term seems within range for this type of loan rrooooooS WW$WoorrrooooooS WW W& WooC-Z  Z, Z Brl #D E>Calculated loan payments as a percent of sales may be too highG=Calculated loan payments as a percent of sales seem resonableB@=Calculated loan payments as a percent of sales seem resonable rrooooooS*WWWWoorrrooooooSW W'&WWoorrrooooooS WW W( WooZrpl sD? -&Gross margin percentage seems very low2(Gross margin percentage seems reasonableB)&Gross margin percentage seems very low rrooooooS WW W, WooZ rl D :3An owner's compensation amount has been establishedA7An owner's compensation amount has not been establishedB:7An owner's compensation amount has not been established rrooooooS WW W- WooA+Z D DZ DBrl D QJOwner's compensation may be too high relative to profitability of business/%Owner's compensation seems reasonableB(%Owner's compensation seems reasonable rrooooooS WW W. WooC-Z  Z !Z Brl +D? 70Advertising as a percent of sales may be too low<2Advertising as a percent of sales seems reasonableB30Advertising as a percent of sales may be too low rrooooooS WW W6 WooZ Dryl cD +$The business is not showing a profit* The business is showing a profitB# The business is showing a profit rrooooooS WW W/ Wo|ZGr`l D? D=The projection may be too aggressive in stating profitability:0The projection does not seem highly unreasonableB30The projection does not seem highly unreasonable rrooooooS*WWWWo|rrrooooooSDwl+$$$222$$dB,B0F6,F6.B-TkqV Ѐ@! @"@#0*@,$@%@@@&@'@(@)@H*@+@,@-@.@/@0@1@2v@3v@4@5@6@7@8`@(@9`@:@;@<v@=@>@?@ W W0& WWo~rrrooooooS !WW !W7 !Woo!!Z"!r!@l "D! OHThe financial projection does not provide the desired level of cash flowJ@The financial projection provides the desired level of cash flowBC@The financial projection provides the desired level of cash flow! rrooooooS "WW "W "Woo""D!"r"l (D" E>The business will need at least this level of a line of credit?5The business doesn't seem to require a line of creditB85The business doesn't seem to require a line of credit" rrooooooS #WW #W1 #Wo|C##-Z  Z Z B#r#l D#333333? ,%Accounts receivable amounts seem highKAAccounts receivable amount as a percent of sales seems reasonableBDAAccounts receivable amount as a percent of sales seems reasonable# rrooooooS*$WWWWo~rrrooooooS%W %W2&%WWoorrrooooooS &WW &W3 &Woo%&&ZZ1&rv&`l `D&*#The balance sheet is not in balance(The balance sheet does balanceB!The balance sheet does balance& rrooooooS 'WW 'W4 'Woo%''ZZ1'rv'l !`D'*#The balance sheet is not in balance(The balance sheet does balanceB!The balance sheet does balance' rrooooooS (WW (Wq (WooC((-Z/ Z)Z/B(r(pl D( haMost banks would consider there to be too much debt for the overall amount of equity or ownership3)The debt to equity ratio seems reasonableB,)The debt to equity ratio seems reasonable( rrooooooS*)WWWWoorrrooooooS*W *W[&*WWoorrrooooooS +WW +W5 +Woo%++Z Z?+r+0l 'D+ HAThe sales projection exceeds the projected break-even sales levelA7The sales projection is less than the break-even amountB:7The sales projection is less than the break-even amount+ rrooooooS*,WWWWoorrrrrooooooS*-WWWWoorrrrrooooooS*.WWWWoorrrrrooooooS*/WWWWoorrrrrooooooS*0WWWWoorrrrrooooooS*1WWWWoorrrrrooooooS*2WWWWoorrrrrooooooS*3WWWWoorrrrrooooooS*4WWWWoorrrrrooooooS*5WWWWoozzzzzooooooS*6WWWWoovvvvvooooooS*7WWWWoopppppooooooS*8WWWWoooooooooooooS*9WWWWoooooooooooooS:WWWWSSS:SSSSSSSSSS;WWWWSSS;SSSSSSSSSSDlB{Y.B.Bj..............66@Ѐ@A @B@C0*@,D@E@@@F@G@H@I@HJ@K@L@M@ >@@  7ggD&   Oh+'0HPd ' Jack HessAlex BogdanowiczMicrosoft Excel@c> W@_Wc@y0 ՜.+,0, PXh px 'CEDC  Introduction1. Required Start-Up Funds2. Salaries and Wages3. Fixed Operating Expenses4. Projected Sales Forecast 5. Projected Sales Forecast (2)6. Cash Receipts-Disbursements7. Beginning Balance Sheet8. Income Statement9. Cash Flow Statement10. Balance Sheet11. Year End Summary12. Income Statement (2)13. Cash Flow Statement (2)14. Balance Sheet (2)15. Income Statement (3)16. Cash Flow Statement (3)17. Balance Sheet (3)18. Financial Ratios19. Breakeven Analysis20. Amoritization Schedule21. Financial Diagnostics  Worksheets FMicrosoft Excel Worksheet8FIBExcel.Sheet.8CompObjX