Report on BS Real Estate

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Report on BS Real Estate

Executive summary:

BS Real Estate (BS) is an Oregon-based real estate company that will offer benchmarked rental units for Bangladesh in Chittagong. BS’s units will balance safety, cutting edge features, and a positive atmosphere for all tenants. These rentals will be provided with unmatched levels of customer service and attention. Sales are projected to be $430,000 in year one growing to $600,000 in year three.

The Market

BS will target three distinct customer segments. The largest segment that they will service in Chittagong. This segment is growing at 7% a year with 18,000 prospective customers. This segment is especially attractive since most of the local rental properties that are geared toward students are run down, poor quality units. The second market segment is local professionals who are increasing at 4% and have 12,000 potential members. The last segment is the business holder in Chittagong . This section has a 5% growth rate and 6,000 potential customers.


BS will initially focus their efforts on buying and developing existing properties. Once the properties are purchased, each unit will be hard wired with Internet access, state-of-the-art amenities will be installed, and safety measures will be implemented ensuring a cutting edge, safe environment. This course of action will be initially pursued as a way to efficiently utilize capital and establish a reputation within the community. Future projects may include custom build outs.

Management Team

BS will be led by ‘B’ and ‘S’. ‘B’ has a bachelor’s degree in Economics and received his MBA from the University of Oregon. Following school, ‘B’ went to work for one of the largest property management companies in the area. After seven years,’B’ had risen up to Vice President of Operations. It was his time that provided ‘B’ with valuable industry insight and experience. ‘S’ brings different skills sets to the company, coming from a customer service background. At the young age of 21, ‘S’ had already completed his undergraduate degree and went to work for Imperial Hill. After six years at Imperil Hill, ‘S’ had been promoted to the Director of Customer Service . In this position ‘S’ managed Voice Stream’s 200 person customer service department. This experience provided ‘S’ with incredible customer attention skills that he will leverage for BS

Objectives <href=”#>]
  1. Sales of $430,000 in 2007and $600,000 by the year 2009.
  2. Gross margin higher than 50%.
  3. Net profit/sales to be positive by the second year.
  4. Have a crime rate of 0.

BS Real Estate provides high-quality, comfortable rental units in Chittagong and other areas of Bangladesh. BS’s apartment units offer state-of-the-art living conditions reflective of the rapid advancements in technology and a growing need for quality housing. Our company is dedicated to a hassle free living environment in which our tenants can enjoy all of the benefits of safe, attractive, and inviting units. Unlike many other realty companies that are solely concerned with turning profits, our primary objective at BS is to maintain the highest level of customer satisfaction that is achievable. Tenant safety, happiness, and comfort are our main goals. BS maintains competitive market prices, while working toward expanding the number of units owned, and increasing total profits earned. Within the company we will strive to work as a cohesive, harmonious unit focused on exemplifying our mission. Just as customer satisfaction is an intricate part of BS’s success, so is employee satisfaction. That is why the founders of BS Real Estate believe that employee satisfaction will make the company a success and will be the key to their longevity.

Initial focus will be to buy and develop existing apartment complexes. We will modify and remodel the acquired real estate so as to meet BS standards and increase long-term assets and income. Housing units will predominantly be located in Chittagong neighborhood targeting both businessman and professionals. BS fosters the ideals of the importance of tenant needs along with healthy and understanding relationships and a professional commitment to satisfaction.

Keys to Success
  1. Safe, quality housing that provides state-of-the-art amenities at competitive prices.
  2. Maintaining open communication between BS and its customers in order to ensure the highest level of customer satisfaction and long lasting reputation within the community.
  3. To continue to expand the number of units owned and maintained, while also increasing the level of profits for both BS and its investors.
Company Summary

BS Real Estate is an enterprise that is involved in numerous aspects of the industry. Primary experience and expertise is in the development of high-quality, lower cost living for businessman and professionals seeking the most up-to-date technologically advanced living environment. An area of intense training and attention is the importance of strong customer service.

The first property purchased by the company is a 40-unit apartment building on the corner of Khulshil. It is relatively close to both businessman and professionals, so will be easily rented to capacity nine months out of the year. For the remaining three months, the price of rent will be reduced and we will aim to remain at 60% capacity.


Company Ownership

BS Real Estate will be created as a Limited Liability Corporation based out of Bangladesh in Chittagong. It will be owned by its principal investors, ‘B’ and ‘S’. ‘B’ is the acting CEO and holds a 40% stake in the company. ‘S” is the acting CFO and holds a 40% share of the company as well. The other 20% is held by silent investors.

Start-up Summary

The total start-up expenses (including legal, stationery, architect, brochures, consultants, insurance, rent, construction, expensed equipment, and other) come to $91,560. Start-up assets required include $12,000 in short-term assets (truck, cell phone, etc.), and $36,000 in initial cash to handle the architect and contractor fees prior to opening. Additional cash is needed to pay all zoning fees and governmental regulations.

Long-term assets of $120,000 and long-term liabilities of $1,080,000 are anticipated.

The details are included in the following table and chart.

Start-up Expenses
Legal $6,400
Architect Fees $3,000
Stationery etc. $270
Brochures $275
Consultants $2,550
Insurance $1,315
Rent $1,400
Construction $75,000
Expensed equipment $600
Other $750
Total Start-up Expenses $91,560
Start-up Assets Needed
Cash Balance on Starting Date $1,111,330
Other Current Assets $12,000
Total Current Assets $1,123,330
Long-term Assets $120,000
Total Assets $1,243,330
Total Requirements $1,334,890
‘B’ $23,000
‘S’ $23,000
Silent Partners $200,000
Total Investment $246,000
Current Liabilities
Accounts Payable $3,890
Current Borrowing $5,000
Other Current Liabilities $0
Current Liabilities $8,890
Long-term Liabilities $1,080,000
Total Liabilities $1,088,890
Loss at Start-up ($91,560)
Total Capital $154,440
Total Capital and Liabilities $1,243,330


Company Locations and Facilities

BS headquarters will be established in A-quality office space in the downtown area of Chittagong. This will be the heart of our company, with satellite locations in Khulshi. We are also installing an in-house Internet server and 24-hour answering service so that all customer or business communications are dealt with in an expedient and fluid manner. Within any living development with more than 32 units a representative of the company will be located.

The company is currently in the final stages of purchasing its first building, a 40-unit apartment building on the corner of Khulshi in Chittagong. The price of this building is $1.2 million. The company will make a down payment $120,000 and spend an additional $75,000 on renovation. This building houses mostly 2-bedroom units with average per unit price of $775 per month.

In Year 2 the company will purchase its second facility. It is currently in discussions with the owners of a 20-unit apartment building . It is difficult to predict changes in the building values over the long term, but it is estimated that we will be able to purchase this building for $570,000.


BS offers on-site security guards who patrol the grounds during evenings, nights, and early mornings. We also offer an on-site repair service. There will always be an open line of communication between the renters and the management via an BS Web page and a 24-hour, call-in answering service.

Competitive Comparison

BS’s competitive advantage is as follows:

  1. We offer a higher level of quality in our units than the average unit on campus. This allows for those residents who do not want their living situations to inhibit their studies, comfort or enjoyment of campus life.
  2. Each unit will be fully wired to the Internet via available modem jacks and/or Ethernet access. If the residents desire to have the best Internet access, we will give them that option.
  3. Our marketing and advertising costs will be low due to simple marketing strategies. However, the owner’s expertise in visual layout and communications will help create a unique and aesthetic product for the customer.
  4. The main competition BS will encounter will be average lower cost apartment units.

Sales Literature

BS will have brochures available at all offices. These will give the customer a general outline of our units and will explain the benefits of our units. We will also have a monthly newsletter that we will send out to our clients. This newsletter will inform the clients as to the growth and outreach of BS. It will also contain some human interest stories about our complexes and the residents.

Will also advertise in the local newspapers including The Daily Protom Alo, The Daily Azadi. Our marketing strategies are simple but aim to reach a large amount of people. The layout of our publications and advertisements will have a sophisticated and contemporary look without being overly formatted.

  1. BS’s key fulfillment will be provided by management’s dedication to a higher quality product. This is achieved through the solid network of contractors, and cutting edge architects who are all dedicated to helping BS. We are hard workers who have a solid backing from our developers.
  2. We will maintain a pool of professionals in which to pull from for our needed services. This will help us develop a rapport with our contractors as well maintaining our high expectations.

BS real estate will have the most up-to-date technology provided both to the customers and to the subcontractors and other clients.

  1. Ethernet ports and/or modem jacks will be installed in each unit developed by BS.
  2. Access to a 24-hour copy/fax center located on the premises.
  3. Each unit will contain an emergency panic alert that will automatically go through to the manager and the local police department.
Future Services

In the future, Bs will look to give each department within the company the opportunity to become a more independent entity. This will make expansion efforts more efficient, and will provide specialists in their departments the chance to become more focused in their field.

We are in the process of conducting surveys in order to determine the best possible markets for BS expansion.

Market Analysis Summary

BS Real Estate’s main consumer base will be both business holder and professionals in Chittagong who will benefit from the apartment’s unparalleled level of quality, location, and technological amenities. We will also be marketing to local area professionals and recent graduates, along with faculty and staff at the University. These customers will be looking for safe, high-quality environments that can foster the type of atmosphere needed for scholastic and professional success.

Market Segmentation
  1. BS’s largest market segment in Chittagong area will be business holder. These will be the most likely to desire the technological amenities that our company offers. We expect this to be the largest growing segment with a growth rate of about 7%.
  2. Local professionals are another large segment. They will be attracted to the units because of the same technological needs, but will also be attracted to the comfortable, well maintained living environment. BS offers units that provide a quality “hub” between college graduation and home ownership. We expect this segment to grow at a rate of about 4% with a more frequent turn over.
  3. The service holder is the third and smallest identifiable segment, but contain the second highest growth rate. Proximity and quality will entice this segment which we expect to grow at a rate of 5%.
Market Analysis
Potential Customers Growth 1999 2000 2001 2002 2003 CAGR
Business holder 7% 18,000 19,170 20,416 21,743 23,156 6.50%
Professionals 4% 12,000 12,480 12,979 13,498 14,038 4.00%
Service holder 5% 6,000 6,300 6,615 6,946 7,293 5.00%
Other 3% 4,000 4,120 4,244 4,371 4,502 3.00%
Total 5.20% 40,000 42,070 44,254 46,558 48,989 5.20%

Target Market Segment Strategy

We believe that our unparalleled level of quality and technological amenities put BS into a niche of its own. This will be the focal point of all our marketing and advertising efforts. These segments are also easily reached through local newspapers and publications, as well frequent open house displays.

It is essential for BS patrons to understand that their needs are our priority.

Market Needs

Each of our targets need the quality, convenience, service, safety, comfort and technological amenities that can only be found at our living complexes.

  1. The business holder segment needs a quiet safe atmosphere that fosters a quality learning environment. They also need the convenience of location and on-site amenities.
  2. The professional segment needs a living environment that separates them from the noisy, dirty inconvenience of average apartment living. Most professionals are on their way to home ownership or movement to a larger city, so they need housing that will let them feel like they are getting the quality that they need.

3. The service holder segment also has similar needs. They need to feel separation from the noise and unkempt conditions of most near-campus housing. Along with the business holder, they also need a place to feel safe and one that fosters convenience.

Market Trends

This industry is constantly evolving and leaving many inflexible companies stagnant. One of the major trends is the need to adapt to technological advancements as well as maintaining the overall appearance and condition of the complexes.

Another important trend is adapting to higher density housing in smaller areas due to urban growth boundaries, etc. BS is dedicated to following these trends while maintaining the level of comfortable livability that sets us apart from our competitors.

Market Growth

The market for high quality, reasonably priced apartment units has been growing at a rate of 6.7% since 1996. The chittagong’s rental rates have remained even, averaging $697, or $.79 per square foot, during the fourth quarter of 1997. The Chittagong market is experiencing rapid employment growth that is fueling demand for apartments, but not many new units are emerging. Not only is Bs pioneering this particular niche of affordable quality living, but it is capitalizing on the strength of the current economic growth in Chittagong.

Strategy and Implementation Summary :

Bs will focus on the three previously mentioned market segments: business holder, professionals, service holder.

Our target customer is usually looking for higher end living facilities that foster a safe, enjoyable, and convenient environment. They are technology savvy and have a desire to have access to the technological amenities that we provide.

Competitive Edge

We start with a critical competitive edge: there are very few apartment units that offer the same level of quality and technological amenities as BS properties. We also have a very high regard for customer service; something that is unparalleled in this industry. BS believes it is essential that the customer feels he/she is being treated with the utmost care and urgency. All staff and personnel go through a training program that teaches many of the skills needed for successful client relations and customer service.

Marketing Strategy

Marketing in a highly competitive housing industry depends on the recognition of excellence, as well as a point of difference to display our units in an individualized light. BS will build a reputation upon these components.

We will develop and provide a living environment of unmatched proportion. It starts with the commitment to customer satisfaction and fulfilling their demands. Our commitment to quality and comfort includes safety and 24-hour customer service. The aspect of our living developments that differentiate BS from all other real estate companies is our focus on maintaining the most advanced technological innovations on the market for our tenants.

Positioning Statement

For people who desire high-quality living with all the technological amenities available, only BS real estate properties will be able to fulfill their needs and desires at an affordable price. Unlike most other property management companies, BS is committed to guaranteeing customers full satisfaction, with 24-hour on-staff service, live answering service, and a website that handles all complaints instantly.

Pricing Strategy

BS’s pricing will be at the top of what the market will bear. We are competing with large firms who have similar complexes. Our prices will be competitive with these larger firms while maintaining the high level of quality and expert management.

Prices are based on average unit value of $400 and average monthly sales of about $56,000. BS, however, must try to follow market pricing trends in order to maintain a competitive advantage.

Promotion Strategy

BS’s most successful promotion will come in the form of word of mouth. Since we will own real estate, we will be highly visible to the public. Since our complexes will be in the upper echelon of quality and livability, word will spread through the community about our unique appeal.

Along with word of mouth, our most consistent form of promotion will come from ads in local publications, specifically, The Daily Azadi,The Daily Pourbacon as well as smaller magazines and circulations. We will also be personally promoting our product within the community.

Distribution Strategy

We will focus on providing high-quality living in convenient locations with a wide customer base. It is also important that we remain at the upper echelon in the quality range when compared to competitors. We can only do this by organizing and implementing a sound plan that will assume responsibility for the functionality and appearance of BS properties. We will have an updated Web site for anyone interested in the properties.

Marketing Programs

Our most important marketing program is customer word of mouth. The only way to truly know the quality of our units is through experience; hence we must maintain the highest level of customer satisfaction. Rewards will be given to clients or customers that refer new clientele to the company. We confidently believe that the high level of quality that BS will provide can attract a strong demand for our units.

Another incentive that we will use is the early move-in bonus program. Anyone that signs their lease before June 15th will receive a free month as well as two parking spaces. This will encourage people to try and beat the rush of people who move in later. It will also give the appearance of increased demand.

Sales Strategy

Sales in our business are based upon providing customers with a living concept fitting of their needs. We must be in touch with the needs and desires of our clientele in order to best attract a consistent flow of incoming residents.

Sales Forecast

The following table and chart gives the forecasted earnings for BS Real Estate apartment rental units. We perceive a gradual increase in the total number of units over the next year. As time goes on, the monthly per-unit rental price will slowly ascend, coupled by the decline in cost over time, producing an increased per-unit profit.

From our opening in January to June, we expect that all units will be completely rented out. In the summer months we anticipate fewer student tenants, so we have planned on a rent lowering process to entice renters to stay. Also, we will only rent on yearly leases to ensure that all rented units remain filled year round. With the estimated profits from the previous months the annex will be completed in September, adding 14 more units to the total of 54.

Sales Forecast
Unit Sales 2007 2008 2008
Single Units 311 350 394
Double Units 174 212 242
Quad Units 129 154 168
Luxury Suite 29 54 60
Other 0 0 0
Total Unit Sales 643 770 864
Unit Prices 1999 2000 2001
Single Units $404.98 $410.00 $420.00
Double Units $806.78 $816.00 $828.00
Quad Units $1,174.42 $1,200.00 $1,220.00
Luxury Suite $674.14 $689.00 $699.00
Other $0.00 $0.00 $0.00
Single Units $125,950 $143,500 $165,480
Double Units $140,380 $172,992 $200,376
Quad Units $151,500 $184,800 $204,960
Luxury Suite $19,550 $37,206 $41,940
Other $0 $0 $0
Total Sales $437,380 $538,498 $612,756
Direct Unit Costs 1999 2000 2001
Single Units $260.00 $225.00 $214.00
Double Units $428.00 $400.00 $378.00
Quad Units $511.00 $498.00 $478.00
Luxury Suite $302.00 $287.00 $284.00
Other $0.00 $0.00 $0.00
Direct Cost of Sales 1999 2000 2001
Single Units $80,860 $78,750 $84,316
Double Units $74,472 $84,800 $91,476
Quad Units $65,919 $76,692 $80,304
Luxury Suite $8,758 $15,498 $17,040
Other $0 $0 $0
Subtotal Direct Cost of $230,009 $255,740 $273,11

Sales Monthly

Sales Programs

Our sale program will include sales awards for length of lease agreements, maintaining a full capacity status, and customer service awards for those who best exemplify BS’s commitment to customers. We will also award existing customers for referring new clientele to the company.

Strategic Alliances

We depend on our alliance contracting services to develop our housing units, as well as Architecture to assist in the layout and design of our units. It also is a key factor in our development process for their continuous fair sales program when we need building supplies.


The accompanying table lists our company’s milestones, including dates, management responsibility, and budgets. This table indicates our expectations from the company as well as outlining our plan for start up. The table shows the anticipated divisions that are to occur within the company as it grows, as well as an increase in units owned.

This is an initial assessment, and BS will continually adjust in order to sustain our business in all the different departments.

Milestone Start Date End Date Budget Manager Department
Complete incorporation 1/30/1998 7/30/1998 $12,000 ‘B’ (CEO) Admin/Management
Financially Organized Institution 2/28/1998 2/28/2000 $2,500 ‘S’(CFO) Finance
Brokerage Unified 4/1/1999 4/00/00 $10,000 ‘N’ Brokerage
Expansion (UNITS) 8/24/1998 4/24/1999 $150,000 ‘B’ Development
Earnings ($200,000) 1/31/1999 12/31/1999 $1,000 ‘B Finance
Acquisition (Bought C&R Reality) 7/30/1998 7/30/1999 $500,000 ‘S’ Brokerage
Other 1/1/1998 1/1/1998 $5,000 BS Administration
Totals $680,500

Management summary:

The initial management team depends on the founders themselves, with back-up assistance from the property management department of BS Real Estate. As we continue to grow, we will establish satellite offices in all of our living developments. It will also be necessary to take on additional help in the marketing and R & D sectors as growth continues.

Organizational Structure

BS Real Estate depends on an organized division of responsibilities in order to run an efficient, diversified enterprise. Main decisions and responsibilities will be divided between the two top partners. They will focus on maintaining high quality and a cohesive business entity. Top division managers will be given specific responsibilities such as marketing, finance, strategic management, or research and development.

Management Team

BS Real Estate is completely departmentalized. The main departments are finance, marketing, management, and research and development, co-owner of the company, assumes the responsibilities of the CFO, while his counterpart, ‘B’, will be responsible for the duties of CEO. The company will make all decisions in accordance with the company mission. Employees are delegated tasks based upon their specialty.

Every six months, the two top partners will assess the results of these tasks, and the personality of the employee involved, to determine promotion and/or salary issues.


Management Team Gaps

The present team requires business development and administrative support. Most of the partners have been working in business environments where this kind of support was provided to them as part of a larger organization.

BS will turn to Dynamic Public Relations to help create business development programs, such as speaking opportunities and magazine article insertions, as well as forums and seminars that are important to our ongoing development.

Regarding administration, we need a strong finance manager to guard cash flow. Our partners are not accustomed to the worries of cash flow, but they have the sense to listen to reason and deal with constraints if the finance manager provides the proper information.

Personnel Plan

The following table summarizes our personnel expenditures for the first three years, with compensation increasing from less than $100K the first year to about $150K in the third. The founding partners will take limited compensation for the first three years until earnings are substantiated and growth is assured. We believe this plan is a compromise between fairness and expedience and meets the commitment of our mission statement.

The detailed monthly personnel plan for the first year is included in the appendices.

Personnel Plan
1999 2000 2001
‘B’ CFO $15,600 $20,000 $25,000
‘S’ CEO $15,600 $20,000 $25,000
Denise Richards (Admin. Mgr.) $9,600 $10,000 $12,000
‘N’ (Brokerage Manager) $11,700 $14,000 $17,000
Head Contractor (Develop. Mgr.) $14,100 $15,000 $17,000
Other $24,000 $26,000 $32,000
Total People 18 24 32
Total Payroll $90,600 $105,000 $128,000
Financial Plan:

We want to finance growth mainly through cash flow. We recognize that this means we will have to grow more slowly than we might like.

The most important factor in our case is collection days. We can’t push our clients hard on collection days. Therefore, we need to develop a permanent system of receivables financing, using one of the established financial companies in that business.

Important Assumptions

MS’s plan depends on the assumptions that are made in the following table. These are annual and monthly assumptions that show the consistent growth of the company. Since we operate on a monthly collection basis, we are assuming that the majority of the collections will be timely and in full.

Some of the underlying assumptions are:

  1. We assume a healthy growth trend in the local real estate market, along with a continued strong local economy.
  2. We assume that we stay in line with the continuing advances in technology and housing.
General Assumptions
1999 2000 2001
Plan Month 1 2 3
Current Interest Rate 8.00% 8.00% 8.00%
Long-term Interest Rate 6.00% 6.00% 6.00%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0

Key Financial Indicators

The following chart indicates our key financial indicators for the first three years. BS foresees growth in both unit rentals as well as increasing the percentage of growth margin.

BS’s cash flow depends on the monthly collection from the renters. We allow for a 25-day grace period, after which unpaid accounts will inhibit our cash flow. However, since we collect on a monthly basis, cash flow should maintain at a steady level.

Break-even Analysis

The following table and chart summarize our break-even analysis. With fixed costs of $12,000 per month and a variable per-unit cost of $375, we will need to rent out 29 units at $820 per unit, to cover our monthly costs. BS’s first housing complex will consist of 40 units. According to the calculations, we will break-even within our first year of operation.

The break-even assumes that all units will be occupied and that all rent will be paid in a timely manner. This assumption is probably unrealistic; therefore our initial break-even per unit will most likely be higher.

Break-even Analysis

Break-even Analysis:
Monthly Units Break-even 29
Monthly Revenue Break-even $24,139
Average Per-Unit Revenue $820.00
Average Per-Unit Variable Cost $375.00
Estimated Monthly Fixed Cost $13,100

Project profit and loss :

The projected profit and loss for MSN is shown on the following table. Sales are increasing from about $440,000 in 1999 to over $600,000 after the third year. We show a net profit in 2000. We are projecting a gross margin of about 48% for the first year. This is an aggressive projection that will help our efforts to keep total cost of sales low while increasing gross margin. We will also have very low marketing costs, due to the public exposure to the units, and good word of mouth around the university area.

The planned projections are included in the attached Profit and Loss Table.

Pro Forma Profit and Loss
1999 2000 2001
Sales $437,380 $538,498 $612,756
Direct Cost of Sales $230,009 $255,740 $273,136
Other $0 $0 $0
———— ———— ————
Total Cost of Sales $230,009 $255,740 $273,136
Gross Margin $207,371 $282,758 $339,620
Gross Margin % 47.41% 52.51% 55.42%
Payroll $90,600 $105,000 $128,000
Sales and Marketing and Other Expenses $13,800 $14,000 $17,700
Depreciation $12,221 $13,000 $19,333
Leased Equipment $2,400 $2,600 $2,800
Utilities $7,200 $8,200 $8,500
Insurance $14,400 $15,500 $1,600
Maintenance $0 $12,000 $15,000
Rent $3,000 $4,000 $5,000
Payroll Taxes $13,590 $15,750 $19,200
Other $0 $0 $0
———— ———— ————
Total Operating Expenses $157,211 $190,050 $217,133
Profit Before Interest and Taxes $50,160 $92,708 $122,487
Interest Expense $66,014 $83,294 $100,922
Taxes Incurred $0 $2,354 $5,481
Net Profit ($15,854) $7,061 $16,084
Net Profit/Sales -3.62% 1.31% 2.62%

Projected Cash Flow

The following cash flow projections are a key part of MSN’s early 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 appendices.

Pro Forma Cash Flow
1999 2000 2001
Cash Received
Cash from Operations:
Cash Sales $437,380 $538,498 $612,756
Cash from Receivables $0 $0 $0
Subtotal Cash from Operations $437,380 $538,498 $612,756
Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $8,400 $15,000 $12,000
New Other Liabilities (interest-free) $1,802 $2,500 $2,000
New Long-term Liabilities $4,500 $513,000 $2,500
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $5,862 $6,000 $4,000
Subtotal Cash Received $457,944 $1,074,998 $633,256
Expenditures 1999 2000 2001
Expenditures from Operations:
Cash Spending $28,677 $33,047 $34,991
Payment of Accounts Payable $386,726 $480,894 $540,349
Subtotal Spent on Operations $415,403 $513,941 $575,340
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 $650 $0 $0
Long-term Liabilities Principal Repayment ($12,127) ($14,470) ($21,646)
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $1,080,000 $570,000 $0
Dividends $0 $0 $0
Subtotal Cash Spent $1,483,926 $1,069,471 $553,694
Net Cash Flow ($1,025,982) $5,527 $79,562
Cash Balance $85,348 $90,875 $170,436

Projected balance sheet:

The balance sheet in the following table shows varying but managed net worth, and a sufficiently healthy financial position. The monthly estimates are included in the appendices and are a good indicator of MSN’s annual value.

Pro Forma Balance Sheet
Current Assets 1999 2000 2001
Cash $85,348 $90,875 $170,436
Other Current Assets $12,000 $12,000 $12,000
Total Current Assets $97,348 $102,875 $182,436
Long-term Assets
Long-term Assets $1,200,000 $1,770,000 $1,770,000
Accumulated Depreciation $12,221 $25,221 $44,554
Total Long-term Assets $1,187,779 $1,744,779 $1,725,446
Total Assets $1,285,127 $1,847,654 $1,907,882
Liabilities and Capital
Current Liabilities 1999 2000 2001
Accounts Payable $29,501 $33,997 $35,996
Current Borrowing $13,400 $28,400 $40,400
Other Current Liabilities $1,152 $3,652 $5,652
Subtotal Current Liabilities $44,053 $66,049 $82,048
Long-term Liabilities $1,096,627 $1,624,097 $1,648,242
Total Liabilities $1,140,679 $1,690,145 $1,730,290
Paid-in Capital $251,862 $257,862 $261,862
Retained Earnings ($91,560) ($107,414) ($100,354)
Earnings ($15,854) $7,061 $16,084
Total Capital $144,448 $157,508 $177,592
Total Liabilities and Capital $1,285,127 $1,847,654 $1,907,882
Net Worth $144,448 $157,508 $177,592

Business Ratios

The business ratios for the years of this plan are shown below. They point out MSN’s liquidity, debt, performance and some other important aspects. We expect to generate acceptable ratios for our profitability and return. Industry profile ratios based on the Standard Industrial Classification