Taxi Business Plan City Taxi
Plan Outline •
1.0 Executive Summary
•
2.0 Company Summary 3.0 Services
•
4.0 Market Analysis Summary
•
•
5.0 Strategy and Implementation Summary •
6.0 Management Summary •
7.0 Financial Plan •
Appendix
Executive Summary City Taxi Taxi is a San Francisco, CA based company, company, whose mission is to provide reliable, timely, and safe cab services by using complete, in-car credit and debit card access, along with computer-aided dispatch. The company will establish its presence in the industry by acquiring an existing taxi cab association, Mighty Cab, a family-owned business that was formed 12 years ago. City Taxi Taxi will provide complete taxi cab services using the latest equipment and technology to facilitate the travel of individuals in and around the San Francisco area. The company's products and services show that we are an innovative, forward thinking company that recognizes the need to move with ever-changing customer needs. At City Taxi, our philosophy is one that emphasizes service, and a realization that effective communication is a key component in our business. The company also realizes that, in a competitive environment, flexibility and professionalism maintain that leading edge. The company has drivers and employees that are helpful, courteous, and fully trained on the use of the computer dispatch system. As an added safet y measure for both drivers and passengers, City Taxi cabs are fitted with Global Positioning Systems (GPS), which enable the cabs to be tracked or located in an emergency. All City Taxi Taxi cabs will be clean, well maintained, and inspected regularly for safety and comfort. The company's strategy is to build reputation and market share by establishing our business offering as a viable alternative to existing taxi cab services in the area. The company's goal in the next year is pursue an aggressive marketing campaign and from that, penetrate at least 65% of the market share. The company's long-term goal is be the top rated ground transportation company in San Francisco. The company's emphasis is on the dispatch, mobile data, and credit/debit card markets of the taxi industry. In aggregate, these markets are believed to represent potential sales in excess of $119 million as of March 1999. Within these markets, City Taxi Taxi will focus on the more lucrative credit card/debit card segment. segment. This segment, when introduced into any area, has started out slow but over a three-year period has increased by 20% each year in Maryland and Virginia, and by 25-35% in New York each year. year. Companies with whom City Taxi competes are Transportation, Inc., Capital Cab, Yellow Cab, and Diamond Cab. Their weaknesses are that they do not have the credit/debit card payment option, and some still use the radio dispatch system. The company has a competitive advantage, however, because our technology is unique to the taxi industry in San Francisco. The GPS will enable the company to provide timely service by giving an accurate
estimated time of arrival (ETA). The credit/debit card feature will give customers convenience and privacy during the transaction period. Reliable communications are essential under all circumstances in this business. As such, City Taxi Taxi will use the KDT 5000 system. The KDT 5000 system design provides multiple multiple levels of reliability to assure communications will be maintained under the most rigorous condition. The company will also run a state of the art call center that will be established by Rockwell International. The company is seeking $2.5 million of financing to fund the acquisition of Mighty Cab Association and its initial operations. This funding will cover the purchase of Mighty Cab, marketing, purchase of extra vehicles, software, and hardware. Projected revenues for 1999 to 2001 are $200,000, $1.5 million, and $2.2 million, respectively.
1.1 Objectives The company's goal in the next year is to pursue an aggressive marketing campaign and from that, penetrate at least 65% of the market share. The company's goal in the next two to five years is be the top rated ground transportation company in the San Francisco Metro Area by continuously monitoring, evaluating, and following up on customer callins. Key components of City Cit y Taxi's Taxi's initial strategy can be summarized as follows. Establish Relationship with Rockwell International. The company is currently working to establish and develop a working relationship with Rockwell International. This will enable City Taxi Taxi to lock into the many services that they offer including, but not limited to: •
Managerial
•
Call center and customer service efficiency
•
Management consulting
•
Technology consulting
•
Product management
•
Continuous improvement
1.2 Mission
The mission of City Taxi is to provide reliable, timely, and safe cab services b y using complete in-car credit/debit card access, along with computer aided dispatch.
1.3 Highlights Highlights of City Taxi •
Taxi has a unique Global Positioning System (GPS) that pinpoints the nearest driver, thus Technology. City Taxi allowing the driver to give an accurate ETA.
•
Credit/debit card system. This system is the first of its kind in San Francisco and is convenient for both the
passenger and driver because approval is given instantly. The swipe machine is located in the back seat, giving the passenger privacy. •
Trademarks . The company is in the process of registering the name Patriot as a trademark.
•
Taxi is already in advanced discussions with TCI Media Services to provide advertising Advertising. City Taxi services and market research.
•
Seasoned management. The company's management is highly experienced and qualified and has extensive
experience in the industry. •
Strategic relationships. The company has, and will continue to establish, relationships with organizations that
will enhance professional growth. These alliances are valuable to City Taxi because they allow us to get updates on technology, added tech support, and a strong presence in the market. •
Taxi has the exclusive rights to the latest taxi cab software in San Exclusive rights to software. City Taxi Francisco.
Company Summary Legal Business Description: City Taxi Taxi was founded in 1997 in S an Francisco, California, by Mr. Johnson Taylor Taylor.. The company is a California CCorporation under the name Patriot, Inc. d.b.a. Cit y Taxi. Taxi.
2.1 Company Strategy The City Taxi's strategy is to saturate the market with television ads depicting the company as a premier taxi service. The company will leverage the newest in car technology to dominate the credit card segment of the market. City Taxi will dominate the market because no other company has this unique feature. The company's strategy is to build reputation and market share in our target market by establishing our business offering as a viable alternative to existing taxi cab s ervices. City Taxi intends to get the confidence of customers and establish itself as a company that provides superior customer service by using up to date technology to provide timely and reliable services.
2.2 Company History As can be seen in the chart and table below, the company performed well its first year, but sales have not been fully actualized. That is the intent of this plan: to increase sales by utilizing our competitive advantages and by the acquisition of a rival t axi company.
Past Performance 1996
1997
Sales
$0
$0
$100,000
Gross Margin
$0
$0
$60,000
0.00%
0.00%
60.00%
$0
$0
$20,000
1996
1997
1998
Cash
$0
$0
$45,000
Other Current Assets
$0
$0
$13,400
Total Current Assets
$0
$0
$58,400
Long-term Assets
$0
$0
$75,000
Accumulated Depreciation
$0
$0
$1 $10,000
Total Long-term Assets
$0
$0
$65,000
Total Assets
$0
$0
$123,400
Gross Margin % Operating Expenses
1998
Balance Sheet
Current Assets
Long-term Assets
Current Liabilities
Accounts Payable
$0
$0
$23,600
Current Borrowing
$0
$0
$10,000
Other Current Liabilities (interest free)
$0
$0
$25,400
Total Current Liabilities
$0
$0
$59,000
Long-term Liabilities
$0
$0
$25,000
Total Liabilities
$0
$0
$84,000
Paid-in Capital
$0
$0
$37,000
Retained Earnings
$0
$0
$2 $2,400
Earnings
$0
$0
$0
Total Capital
$0
$0
$39,400
Total Capital and Liabilities
$0
$0
$123,400
0
0
30
Other Inputs Payment Days
2.3 Risks The company recognizes that it is subject to both market and technological risks. The company's view of its risks, as well as how each is being addressed, is as follows: •
Taxi is aware that this is an extremely difficult industry to Lock out in industry for new cab companies. City Taxi get into. To To mitigate this risk, City Taxi Taxi has established an alliance with the leading cab company in the San Francisco area, Transportation, Inc. The alliance will allow City Taxi to run under their color scheme. Another way in which the company plans to mitigate this risk is by acquiring an existing cab company, Mighty Cab.
•
will have to acquire extensive insurance to cover all aspects of operations, but Acquiring insurance. City Taxi will will be faced with high rates. To To lessen this risk, Cit y Taxi Taxi plans to use the relationship with Transportation, Inc. to run under their insurance companies, First Insurance of San Francisco and Columbia Insurance. Alternatively, the company plans to purchase insurance from Newark Insurance and Amalgamated Insurance, which offer lower rates. This will also bring leverage in negotiating with Transportation, Inc.
•
Taxi realizes that it is difficult to locate a fa cility with the space required for all Adequate facility. City Taxi operations. City Taxi Taxi has found a facility with ample space for all operations. There is enough room to set up repair facilities, and there is adjacent space to store vehicles.
2.4 Value Proposition City Taxi's Taxi's products and services offer t he following advantages to customers: •
Taxi's products and services provide the driver and t he customer with the convenience of a Convenience. City Taxi's credit/debit card system that gives instant approval.
•
Taxi's call center allows us to provide a timely service by picking up the State-of-the-art Call Center . City Taxi's closest vehicle when a call comes in. When a call comes in, it is put into the system, the system sends a
message to dispatcher, the system then tags the closest vehicle in the zone, neighboring zone, on the way to the zone, or the dispatcher can call.
Services City Taxi Taxi provides taxi services utiliz ing computer dispatch to help with timely pick up and quality customer care. The software and hardware systems used by City Taxi give customers convenience by allowing them t o use credit and debit cards in the taxi.
3.1 Service Description Taxi Cab Services
The taxi driver is often the first contact that a visitor has with San Francisco and as such, City Taxi realizes the importance of first impressions and customer care. The company's customer-oriented philosophy and its commitment to service are reflected in the careful selection of drivers and the comprehensive training program. Customers can expect the following high standards when they travel with City Taxi: Taxi: •
Clean and tidy taxis
•
Friendly and polite drivers
•
Careful driving
•
Most practical route taken
Maintenance/Repair Maintenance/Repair Services
This division of City Taxi deals with the pure maintenance of vehicles. Drivers will be charged at discounted rates for tune-ups, wheel alignments, and other repairs.
3.2 Technology Taxi has a unique Global Positioning System (GPS) that pinpoints the GLOBAL POSITIONING SYSTEMS . City Taxi nearing driver thus allowing the driver to give an accurate estimated time of arrival. Taxi will use the KDT 5000 RADIO SYSTEM. Reliable communications are es sential under all circumstances. Cit y Taxi system design because it provides multiple levels of reliability to assure communications will be maintained under the most rigorous condition. Taxi will use the in-car credit/debit card syst em, which is a new m arket CREDIT/DEBIT CARD SYSTEM. City Taxi segment for the t axi industry in San Francisco. This involves customers using their debit cards in any City Taxi Taxi cab with approval being given instantly, eliminating the need to dial in to head office for approval numbers. By using this system, the compan y will be addressing the need for convenience and reliability. City Taxi Taxi also features a computeraided dispatch system which will be represented under the Patriot name. The company is currently in the process of making Patriot a trademark. The company has also applied for a license to run a 490 narrow band frequency and voice data transmission. From the perspective of customers, the advantage of City Taxi's products and services is the high level of technology, which leads to superior cust omer service. In contrast to competitors, Cit y Taxi's Taxi's products and services offer convenience. The key pad and swipe machine are built into the back seat, thus giving the customer privacy. Whereas competitors have to call in a credit/debit card transaction for approval, our customers will be able to get on-the-spot approval before the driver even pulls over.
3.3 Future Services City Taxi Taxi plans to respond to market needs by f ollowing up with taxi plus (wheelchair accessible taxi vans with credit card access inside) with the next 5 years. City Taxi Taxi believes it can capture this niche and a gain in overall market share. Additional plans for next generation products and services include rent to own options for our drivers. Introduction of the company's next generation product and services is expected to be within 12 months.
Market Analysis Summary
The company's emphasis is on the dispatch, mobile data, and credit/debit card markets of the taxi industry. In aggregate, these markets are believed to represent potential sales in excess of $119 million as of March 1999. Within these markets, Cit y Taxi Taxi will focus on the more lucrative credit/debit card segment. This segment, wh en introduced into any area has started out slow, but over a three-year period has increased by 20% each year in Maryland and Virginia, and by 25-35% in New York each year. The company believes that the major future trend in the industry will be complete credit card access for consumers. The International Taxi Taxi Livery Association (ITLA) forecasts a very steady growth for the taxi industr y in the next four years. Market Size Statistics: Estimated number of U.S. establishments
6,431
Number of people employed in this industry
49,005
Total annual sales in this industry
$1.34 million
Average employees per establishment
12
Average sales per establishment
$.3 million
4.1 Market Segmentation Customers and Target Markets
City Taxi's focus will be on the credit card market with target customers in the low to mid income range in the Metropolitan San Francisco area. The target customers are motivated to use our services over that of competitors because of the convenience and quality associated with our services. Customer Buying Criteria
We believe our customers choose our cab service based on the following criteria: •
Performance. We work with one goal in mind: to get customers where they want to go, when they want to go,
promptly, efficiently, efficiently, comfortably, and safely. •
Superior Service . Timely pick up, private usage, and customer care.
•
Quality. This involves providing courteous service in clean, well-maintained cars.
•
Convenience. This involves the credit/debit card feature.
Market Analysis 1999 Potential Customers
2000
2001
2002
2003
Growth
CAGR
Cred Credit it Card Card Mark Market et
25% 25% 200, 200,00 000 0 250, 250,00 000 0 312, 312,50 500 0 390, 390,62 625 5 488, 488,28 281 1 25.00 25.00% %
Cash Cash Cust Custom omer ers s
10% 10% 100, 100,00 000 0 110, 110,00 000 0 121, 121,00 000 0 133, 133,10 100 0 146, 146,41 410 0 10. 10.00 00% %
Other Total
0%
0
0
0
0
0
0.00%
20.60% 300,000 360,000 433,500 523,725 634,691 20.60%
4.2 Service Business Analysis Market 1-Taxi Cabs
This category covers establishments engaged primarily in furnishing passenger transportation by automobiles not operated on regular schedules or between fixed terminals. Taxi cab fleet owners and organizations are included, regardless of whether drivers are hired, rent their cabs, or are otherwise compensated. Industry Snapshot
In 1990, U.S. consumers spent an estimated $3.17 billion on taxis. That year, approximately 32,600 were employed in the industry as owners, managers, drivers, dispatchers, or mechanics. Since the mid- 1970's, when a trend toward independent contracting among drivers developed, three out of every four drivers became independent contractors licensed through, and renting their vehicles from, the taxi companies. Overall, the U.S. taxi industry consisted of 205,300 vehicles in 1993. Of these, 170,800 were licensed taxis and 16,600 were hired cars, also referred to as executive sedans or liveries. The remainder was minibuses or vans, many of which were wheelchair-accessible for transporting the elderly and disabled. Organization and Structure
Most taxi companies followed a similar organizational pattern. Managers, sometimes the company owners' ran the business, hired drivers, and performed other administrative duties. Dispatchers took calls and assigned cabs to passenger locations. The position of dispatcher once represented a promotion awarded to experienced cab drivers, whose familiarity with the city best qualified them for the job. However, the increase in computer-based dispatching in the early 1990's prompted cab companies to favor computer skills over specialized knowledge of local geography when filing the dispatcher position.
Regulation of the U.S. taxi industry varied from city to city. While almost all cities had some form of licensing requirements, larger urban areas had the strictest regulations. San Francisco regulations focused on fares charged to customers, with rates assigned to designated zones of the city. Current Conditions
In 1998, 6,342 taxi fleets, consisting of 144,000 cars, were operating in the United States. On a national level, in the early 1990's, taxi's made approximately 2 billion passenger trips a year. Most taxi fleets were small, family-owned businesses or individual partnerships; only 5% were corporations. Almost all operated within a single municipality, and more than half of all taxi companies had fewer than 10 vehicles. In rural areas, companies tended to be extremely small, with 1 to 3 cars available for customers. In cities of 100,000 people, the average fleet size was 20 cars. In urban centers of 200,000 or more people, cab companies retained hundreds of cars and carried more passengers than the multitude of smaller companies combined. Research and Technology
Although the taxi cab industry was not regarded as demanding in a high degree of technology, several innovations have changed the way businesses operate. Computerized dispatching--in which cabs were tracked by computer and dispatch instructions appeared only to the cab assigned to a call--allowed more efficient assignment of cabs to passengers. Computerization also helped remedy the problem of "fare stealing," in which one driver intercepts a message meant for another and picks up the first driver's fare. Another development likely to change the industry's focus involved its use of certain radio frequencies. In the late 1980's and early 1990's, with investment in cellular and digital communications skyrocketing, taxi cab companies found themselves in possession of a valuable asset in the form of the broadcast frequencies granted them by the Federal Communications Commission. During this time, the FCC, allowing them only two frequencies in any one area, heavily restricted the cellular telephone industry's use of the airwaves. By the mid-1990's, some cab-related services, such as New Jersey's dispatcher Fleet Call, were in a strong position to become players in the burgeoning telecommunications industr y. Industry Leaders
Due to increasing decentralization in the industry, few national taxi corporations were in operation in the early 1990's. A few companies, however, many of which were o wned by larger holding corporations, had operations that reached beyond the local. Figure 1 shows the industry leaders in the San Francisco area and their share of the market. Figure 1 Breakdown of Market Share in San Francisco. Company
Market Share
Transportation, Inc.
38%
Capital Cab
23%
Yellow Cab
13%
Diamond Cab
8%
Others
18%
Total
100%
Market 2- Taxi top Display
Taxi top display is a market from which City Taxi can gain a substantial amount of revenue. This has been shown to be a viable means of advertising for a number of of companies and it is used widely. widely. Figure 2 shows the growth in the taxi top display market segment from 1993. 1994
1995
1996
1997
3/1998
600
1,670
2,000
3,500
5,000
4.2.1 Competition and Buying Patterns Competitive threats come from existing taxi cab companies in the San Francisco area. Their weaknesses are, however, that they do not have the credit/debit card payment option, and some still use the radio dispatch system. Transportation, Inc. has computer-aided dispatch but no credit card processing capabilities. Capital Cab, Yellow Cab, and Diamond Cab all have radio dispatch with selected drivers accepting credit cards. However, these drivers do not offer in-car processing, approval must be given at the home office. Taxi's competitors include existing taxi cab companies that have been operating in the San Francisco Taxi Cabs. City Taxi's area. Specifically, competitors include: •
Transportation, Inc. is a family owned company that has been in business for 20 years. The company, run by Mr. John Brown, is considered an industry leader in the field of taxi cab services. The company also owns a real estate agency, and 2 insurance companies which work hand in hand with the taxi business. They lease facilities to other cab companies as well. The company has a fleet of 1,200 cars, with half under the driver-owner program and the other half company owned.
•
Yellow Cab was founded 25 years ago, its president is Mr. Michael White. Yellow Yellow Cab has a fleet of 2,200 cabs, most of which are driver-owned. The company still uses the radio dispatch system and one third of their fleet is equipped with the credit/debit card feature. The drawback to their system is that approval for any transaction takes place in their home office.
•
Diamond Cab is owned and operated by Mr. Jay Newman. The company uses the radio dispatch system and has a fleet of approximately 800 cabs.
•
Town Cab is an organization run r un by Mr. Pete Whitehead. The company uses the radio dispatch syst em and has a fleet of 800 cabs.
City Taxi's Taxi's competitive advantage is our cutting edge technology which is unique to the taxi industry in San Francisco. The GPS will enable City Taxi to provide timely service by giving an accurate ETA. The credit/debit card feature will give our customers convenience and privacy during the transaction period. Taxi's competitors include the above mentioned companies and general Maintenance and Repair Services. City Taxi's maintenance and repair shops in the area. Some of these operations do not have the capacity to handle a large amount of vehicles. W hile others may have the capacity, their operations are run in a primit ive manner, and City Taxi Taxi intends to capitalize on that. City Taxi's Taxi's competitive advantages include the availability of space, operations management, and skilled employees.
Strategy and Implementation Summary Sales Strategy
At City Taxi, Taxi, the sales process is the same for each of City Taxi's Taxi's two areas: taxi cab services and maintenance and repair services. The company intends to establish its presence online by developing a website from which sales will be generated. The District of Columbia Cab Commission regulates pricing for taxi cab services.
Sales Forecast 1999
2000
2001
Sales All services
$200,000 $1 $1,500,000 $2,200,000
Other
$0
Total Sales
1999
2000
2001
$65,000
$1 $125,000
$1 $ 100,000
$0
$0
$0
$65,00 $65,000 0
$125,0 $125,000 00
$100,0 $100,000 00
Other Subtot Subtotal al Direct Direct Cost Cost of Sales Sales
$0
$200,000 $1,500,000 $2,200,000
Direct Cost of Sales All services
$0
5.1 Marketing Strategy Marketing Strategy
City Taxi markets its products and services as solutions to transportation needs in the city of San Francisco. Other target markets include customers in the low to mid income range. Direct mailings and television advertising will be the company's main marketing channels. These channels ensure that target customers are reached repeatedly and effectively. effectively. The company will monitor its market position through constant tracking by Value Pack and TCI Media, Inc. TCI Media Services - The proposed advertising package, titled "The Championship," will yield: •
One commercial in every regular season NBA game on TNT for the 1999-2000 season
•
One commercial in 2000; 1999-2000 regular season Wizard games on HTS
•
900 6 a.m. - 12 a.m. commercials on a minimum of 4 networks
•
Ads on the TV guide channel
5.1.1 Marketing Programs
City Taxi Taxi plans to communicate through direct mail and t elevision advertising to generate sales. TCI MEDIA Services and Val-Pak Direct Marketing will spearhead the marketing campaign. The key message associated with our products and services is cleaner, efficient, flexible, and convenient taxi cabs. Additional Plans--The company also has additional promotional plans which are diverse and include a range of marketing communications described below: •
Trade shows: company representatives will attend and participate in several trade shows to keep up with
changes in the industry. •
Print advertising and article publishing : the company's print advertising program will include advertisements
in local newspapers and local journal publications like the San Francisco M agazine. City Taxi Taxi will feature articles on services provided in the above mentioned publications. •
Val-Pak Val-Pak Direct Marketing: the challenge of any direct marketer is to take a massive amount of amorphous data
and create tailored messages to targeted market segments. Perhaps no company is more familiar with that challenge than Florida-based Val-Pak Direct Marketing, a leader in local, cooperative direct mail advert ising. More than 53 million households in the United States r eceive Val-Pak coupons in their mailbox. In 1997, ValPak designed, printed and distributed more than 11 billion incentive coupons promoting various products and services. Val-Pak targets as few as 10,000 households or as many as 53 million with any given mailing.
5.2 Strategic Alliances The company has strategic alliances with King Communications, Surfside Systems, and Commercial Electronic Services. These alliances are valuable to City Taxi Taxi because they allow t he company to get updates on technology and added tech support, and they are valuable to t o the ally firms because City Taxi Taxi is a growing customer. All agreements come with a stipulation that if ne w technology becomes available, City Taxi will be notified and provided with the technology to expand on current technology, helping us maintain a competitive edge. Details of the strategic relationships that Cit y Taxi Taxi has are given below. •
International Taxi Taxi cab and Livery Association (ITLA). ITLA is a non-profit association that represents the
private, for-profit ground transpiration industry. industry. City Taxi will use the resources made available by I TLA to get the latest industry trends and trade show information. ITLA conducts a variety of research projects on industry issues and the results of these studies are summarized in ITLA publications and made available to association members at a reduced fee. •
Rockwell International. Rockwell International has been brought in to help develop the call center and aid with
the development of superior customer service techniques. City Taxi Taxi will work with Rockwell Rock well International in the setup of a cost efficient but productive call center. •
Taxi is under a verbal agreement with TCI Media, Inc. to market its product and TCI Media, Inc. Currently, City Taxi services through various cable networks.
•
Surfside Systems. Surfside Systems will be the company's supplier of dispatch software and CAD software.
•
King Communications Communications. King Communications will be the company's supplier of mobile data and in-car
credit/debit card processing equipment hardware. King Communications has made a commitment and guarantee that they will provide interface to Surfside Systems. •
Transportation, Inc . This alliance is a business relationship between Jerry Schafer (Transportation, Inc.) and
Johnson Taylor Taylor (City Taxi). Transportation, Transportation, Inc. is a competitor, but the relationship allows City Taxi Taxi to learn from their 20-year experience in the business and to overcome the shortfalls they have experienced. •
Barwood, Inc. Barwood will be the company's source of used taxis when the need to add to our fleet arises.
•
Val-Pak Direct Marketing. Val-Pak is a full-service marketing company that offers a simple, cost-effective way
of increasing business. Val-Pak pioneered local cooperative direct mail in 1968, and has been the industry leader for over 30 years. The relationship gives us access to their powerful, cost effective variety of advertising formats allowing us to develop a direct mail program that is right for our business. •
Commercial Electronics Services (CES) . CES is a supplier of advanced technology systems used in taxi
cabs. The relationship will allow City Taxi to get the latest technology and the benefit of their excellent tech support. All systems are connected t o their offices and given a serial number, that way, they are able to locate the system, evaluate the problem, and fix it right away. •
Taxi will seek to establish a Mighty Cab Body Shop. The owner of Mighty Cab also owns a body shop. City Taxi relationship with it for body work and towing services.
Management Summary Organization
The company's management philosophy is based on responsibility and mut ual respect. City Taxi has an environment and structure that encourages productivity and respect for customers and fellow employees. The City Taxi Taxi team is organized into two groups: 1. Taxi Cabs. The taxi cabs division will consist of the fleet of taxis, driver owned and company owned, the call
center, and administration. Overall, City Taxi Taxi will have approximately 20 employees in this division. The management of all daily operations within City Taxi Taxi will be handled in t his division. Mr. Taylor, Taylor, the CEO, will be responsible for the purchase of vehicles and dealing with vendors and suppliers. There will be 10 to 20 employees in the call center, three supervisors, three dispatchers, an office manager, a data entry clerk, and an employee responsible for accounts receivables/payables. maintenance of vehicles. Drivers will be 2. Maintenance and Repair Services. This division will deal with the maintenance charged at discounted rates for tune-ups, wheel alignments, and other repairs. This division will be staffed staffed with seven employees to begin with. Officers and Key Employees
City Taxi's Taxi's management is highly experienced and qualified. Key members of City Taxi's Taxi's management teams, their backgrounds, and responsibilities are as follows. •
Mr. Johnson Taylor, Taylor, President and CEO.
•
Mr. Peter Jackson, Senior Vice President - Operations.
•
Ms. Glenda Jones, Call Center Supervisor.
Personnel Plan 1999
2000
2001
Taxi axi Cab Cabs s & Admi Admini nist stra rati tive ve
$108 $108,6 ,696 96 $365 $365,2 ,217 17 $395 $395,6 ,652 52
Maintenance & Repair
$108,695 $156 156,522 $16 $169,565
Total People
Total Payroll
Financial Plan
8
17
20
$217,391 $521,739 $565,217
The company is seeking $2.5 million of financing to fund the acquisition of Mighty Cab Association and its initial operations. This funding will cover the purchase of Mighty Cab, marketing, purchase of extra vehicles, software, and hardware.
7.1 Important Assumptions The table below shows the key assumptions for Cit y Taxi. Taxi.
General Assumptions 1999
2000
2001
1
2
3
Current Interest Rate
10.00%
10.00%
10.00%
Long Long-t -ter erm m Inte Intere res st Rate Rate
10.0 10.00% 0%
10.0 10.00% 0%
10.0 10.00% 0%
Tax Rate
25.42%
25.00%
25.42%
0
0
0
Plan Month
Other
7.2 Break-even Analysis City Taxi's Taxi's Break-even Analysis indicates that the firm has a strong balance of costs and sales. The company estimates a monthly break-even sales volume of approximately $43,000, which will be reached by Fiscal Year Year (FY) 2000.
Break-even Analysis
Monthly Re Revenue Br Break-even
Assumptions:
$43, 43,333
Average Pe Percent Va Variable Co Cost Estim timated ated Mont onthly hly Fixed ixed Cost ost
32% $29,2 29,25 50
7.3 Projected Profit and Loss City Taxi is in the early stage of development, thus initial projections have only been made on accounts that are believed to most drive the income statement.
Pro Forma Profit and Loss 1999
2000
2001
$200,000
$1,500,000
$2,200,000
$65,000
$125,000
$100,000
$5,000
$10,000
$15,000
$70,000
$135,000
$115,000
$130,000
$1,365,000
$2,085,000
65.00%
91.00%
94.77%
$217,391
$521,739
$565,217
Sale ales and and Marke arketi tin ng and Othe Otherr Expe Expens nse es
$64,0 64,00 00
$164 $164,,000 000
$214 $214,0 ,00 00
Depreciation
$14,997
$17,500
$17,500
Research & Development
$15,000
$25,000
$40,000
Utilities
$2,000
$2,000
$2,000
Insurance
$5,000
$5,000
$5,000
$32,609
$78,261
$84,783
$0
$0
$0
$350,997
$813,500
$928,500
Profit Before Interest and Taxes
($220,997)
$551,500
$1,156,500
EBITDA
($206,000)
$569,000
$1,174,000
$3,337
$2,841
$2,084
$0
$137,165
$293,414
($224,334)
$411,494
$861,002
-112.17%
27.43%
39.14%
Sales Direct Cost of Sales Other Total Cost of Sales
Gross Margin Gross Margin %
Expenses Payroll
Payroll Taxes Other
Total Operating Expenses
Interest Expense Taxes Incurred
Net Profit Net Profit/Sales
7.4 Projected Cash Flow The table below outlines the company's cash flows for FY 1999-2001. The required $2.5 million will be spent to acquire Mighty Cab's operations ($1.25 million), as well as to purchase additional property ($250,000) and equipment ($200,000). An additional $500,000 will be spent on other short-term assets.
Pro Forma Cash Flow 1999
2000
2001
Cash Sales
$200,000
$1 $ 1,500,000
$2,200,000
Subtotal Cash from Operations
$200,000
$1,500,000
$2,200,000
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
$2,500,000
$0
$0
Subtotal Cash Received
$2,700,000
$1,500,000
$2,200,000
Cash Received
Cash from Operations
Additional Cash Received
Expenditures
1999
2000
2001
Cash Spending
$217,391
$521,739
$565,217
Bill Payments
$200,095
$519,573
$739,266
Subtotal Spent on Operations
$417,486
$1,041,312
$1,304,483
$0
$0
$0
$3,0 $3,000 00
$3,0 $3,000 00
$3,0 $3,000 00
Other Liabilities Principal Repayment
$0
$0
$0
Long-term Liabilities Principal Repayment
$0
$4,181
$4,951
$500,000
$0
$0
$1,700,000
$0
$0
$0
$0
$0
$2,620,486
$1,048,493
$1,312,434
Net Cash Flow
$79,514
$451,507
$887,566
Cash Balance
$124,514
$576,021
$1,463,587
Expenditures from Operations
Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Prin Princi cipa pall Repa Repaym ymen entt of Curr Curren entt Borr Borrow owin ing g
Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent
7.5 Projected Balance Sheet The table below provides City Taxi's actual and projected balance sheets for 1999-2001.
Pro Forma Balance Sheet 1999
2000
2001
Assets
Current Assets Cash
$124,514
$5 $576,021 $1,463,587
Other Current Assets
$513,400
$513,400
Total Current Assets
$637,914 $1,089,421 $1,976,987
$513,400
Long-term Assets Long-term Assets Accu Accumu mula late ted d Depr Deprec ecia iati tion on
$1,775,000 $1 $1,775,000 $1,775,000 $24, $24,99 997 7
$42, $42,49 497 7
$59, $59,99 997 7
Total otal Long Long-t -ter erm m Asse Assets ts
$1,7 $1,750 50,0 ,003 03 $1,7 $1,732 32,5 ,503 03 $1,7 $1,715 15,0 ,003 03
Total Assets
$2,387,917 $2,821,924 $3,691,990
Liabilities and Capital
1999
2000
2001
Accounts Payable
$15,451
$45,145
$62,160
Current Borrowing
$7,000
$4,000
$1,000
Other Current Liabilities
$25,400
$25,400
$25,400
Subt Subtot otal al Curr Curren entt Liab Liabil ilit itie ies s
$47, $47,85 851 1
$74, $74,54 545 5
$88, $88,56 560 0
Long-term Liabilities
$25,000
$20,819
$15,868
Total Liabilities
$72,851
$95,364
$104,428
Current Liabilities
Paid-in Capital Retained Earnings
$2,537,000 $2 $2,537,000 $2,537,000 $2,400 ($221,934) $411,494
$189,560
Earnings
($224,334)
$861,002
Total Capital
$2,315,066 $2 $2,726,560 $3,587,562
Total otal Liabili Liabilitie ties s and Capita Capitall
$2,387 $2,387,91 ,917 7 $2,821 $2,821,92 ,924 4 $3,69 $3,691,9 1,990 90
Net Worth
$2,315,066 $2,726,560 $3,587,562
7.6 Business Ratios The following table contains important business ratios from the taxi cab industry, as determined by the Standard Industry Classification (SIC) Index #4121, Taxi Taxi Cabs.
Ratio Analysis 1999
2000
2001
Industry Profile
100.00%
650.00%
46 46.67%
0.50%
Other Current Assets
21.50%
18.19%
13.91%
45.90%
Total Current Assets
26.71%
38.61%
53.55%
63.00%
Long-term Assets
73.29%
61.39%
46.45%
37.00%
100.00%
10 100.00%
10 100.00%
100.00%
Current Liabilities
2.00%
2.64%
2.40%
29.10%
Long-term Liabilities
1.05%
0.74%
0.43%
27.00%
Total Liabilities
3.05%
3.38%
2.83%
56.10%
Sales Growth
Percent of Total Assets
Total Assets
Net Worth
96.95%
96.62%
97.17%
43.90%
100.00%
100.00%
100.00%
100.00%
65.00%
91 91.00%
94 94.77%
82.50%
177. 177.25 25% %
63.5 63.59% 9%
55.4 55.44% 4%
58.0 58.00% 0%
25.00%
10.00%
9.09%
1.00%
-110.50%
36.77%
52.57%
2.60%
Current
13.33
14.61
22.32
1.58
Quick
13.33
14.61
22.32
1.22
3.05%
3.38%
2.83%
56.10%
Pre-tax Return on Net Worth
-9.69%
20.12%
32.18%
3.60%
Pre-tax Return on Assets
-9.39%
19.44%
31.27%
8.10%
Percent of Sales Sales Gross Margin Sell Sellin ing, g, Gene Genera rall & Admi Admini nist stra rati tive ve Expe Expens nses es Advertising Expenses Profit Before Interest and Taxes
Main Ratios
Total Debt to Total Assets
Additional Ratios
1999
2000
2001
Net Profit Margin
-112.17%
27.43%
39.14%
n.a
Return on Equity
-9.69%
15.09%
24.00%
n.a
12.42
12.17
12.17
n.a
31
20
26
n.a
0.08
0.53
0.60
n.a
Debt to Net Worth
0.03
0.03
0.03
n.a
Current Liab. to Liab.
0.66
0.78
0.85
n.a
$590,063
$1,014,876
$1,888,427
n.a
-66.22
194.13
554.85
n.a
11.94
1.88
1.68
n.a
2%
3%
2%
n.a
Activity Ratios Accounts Payable Turnover Payment Days Total Asset Turnover
Debt Ratios
Liquidity Ratios Net Working Capital Interest Coverage
Additional Ratios Assets to Sales Current Debt/Total Assets
Acid Test
13.33
14.61
22.32
n.a
Sales/Net Worth
0.09
0. 0 .55
0. 0 .61
n.a
Dividend Payout
0.00
0. 0 .00
0. 0 .00
n.a
Appendix Sales Forecast
Jan
Feb
Mar
Apr
May
J un
Jul
Aug
Sep
Oct
N ov
Dec
Sales All All serv servic ices es
0%$16,6 0%$16,667 67 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7 $16, $16,66 667 7
Other
0%
Total Sales
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Jan
Feb
Mar
Apr
May
J un
Jul
$5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$5 $5,417
$ 5, 5,417
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
Other Subtotal Direct Cost of Sales
$0
$16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $1 $16,667 $ 16 16,667
Direct Cost of Sales All services
$0
Aug
Sep
Oct
N ov
Dec
Personnel Plan
Jan
Feb
Mar
Apr
May
J un
Jul
Aug
Sep
Oct
Nov
Dec
Taxi Cabs & Administrative
0% $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058 $9,058
Main Mainte tena nanc ncee & Repa Repair ir
0% $9,0 $9,057 57 $9,0 $9,058 58 $9,0 $9,058 58 $9,05 $9,058 8 $9,05 $9,058 8 $9,058 $9,058 $9,0 $9,058 58 $9,05 $9,058 8 $9,05 $9,058 8 $9,05 $9,058 8 $9,05 $9,058 8
Total People
Tota otal Payr Payro oll
8
8
8
8
8
8
8
8
8
8
8
$9,0 $9,058 58 8
$18, $18,1 115 $18,1 18,116 16 $18,1 18,116 16 $18,1 8,116 $18, $18,1 116 $18, $18,1 116 $18 $18,116 ,116 $18,1 18,116 16 $18,1 18,116 16 $18,1 8,116 $18, $18,1 116 $1 $18,1 8,116
General Assumptions
Plan Month
Jan
Feb
Mar
Apr
May
J un
Jul
Aug
Sep
Oct
Nov
Dec
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% 1 0.00% 10.00%
10.00% 10.00% 10.0 0% 10.00% 10.00% 10.0 0% 10.00% 10.00%
Long-term Interest Rate
10.00% 10.00% 10.00 % 10.00% 10.00% 10.00% 1 0.00% 10.00%
10.00% 10.00% 10.0 0% 10.00% 10.00% 10.0 0% 10.00% 10.00%
Tax Rate
30.00% 25 25.00% 25 25.00% 25 25.00% 25 25.00% 2 5. 5.00% 25 25.00% 25 25.00% 2 5. 5.00% 25 25.00% 25 25.00% 25.00%
Other
0
0
0
0
0
0
0
0
0
0
0
0
Pro Forma Profit and Loss
Jan Sale Saless Direct Cost of Sales Other Total Cost of Sales
$16, $16,66 667 7
Feb
Mar
$16 $16,6 ,667 67 $16, $16,66 667 7
Apr
May
$16 $16,6 ,667 67 $16, $16,66 667 7
J un
Jul
$16 $16,6 ,667 67 $16, $16,66 667 7
Aug
Sep
$16 $16,6 ,667 67 $16, $16,66 667 7
Oct
Nov
$16 $16,6 ,667 67 $16, $16,66 667 7
Dec $16, $16,66 667 7
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$5,417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$4 $417
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
$5,833
Gross Gross Margin Margin
$10,833 $10,833
$10,83 $10,833 3
$10,833 $10,833
$10,83 $10,833 3
$10,833 $10,833
$10,83 $10,833 3
$10,833 $10,833
$10,83 $10,833 3
$10,833 $10,833
$10,83 $10,833 3
$10,833 $10,833
$10,833 $10,833
Gross Margin %
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
65.00%
$18, $18,11 115 5
$18 $18,1 ,116 16
$18, $18,1 116
$18, $18,1 116
$18, $18,1 116
$18, $18,1 116
$18, $18,1 116
$18, $18,11 116 6
$18 $18,1 ,116 16
$18, $18,11 116 6
$18 $18,1 ,116 16
$18, $18,1 116
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
$5,333
Depr Deprec ecia iati tion on
$625 $625
$625 $625
$625 $625
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
$1,4 $1,458 58
Research & Development
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
$1,250
Utilities
$167
$167
$167
$167
$167
$167
$167
$167
$167
$167
$167
$1 $167
Insurance
$417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$4 $417
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$2,717
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Expenses Payr Payrol olll Sales and Marketing and Other Expenses
Payroll Taxes Taxes 15% Other
Total Operating Expenses
$28,624 $28,625 $28,625 $29,458 $29,458 $29,458 $29,458 $29,458 $29,458 $29,458 $29,458 $29,458
Profit Before Interest and Taxes
($17,7 ($17,791) 91) ($17,7 ($17,792) 92) ($17,7 ($17,792) 92) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25) ($18,6 ($18,625) 25)
EBIT EBITDA DA
($17 ($17,1 ,166 66)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67)) ($17 ($17,1 ,167 67))
Interest Expense
$290
$288
$285
$283
$281
$279
$277
$275
$273
$271
$269
$267
Taxes Incurred
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Net N et Prof Profit it Net Profit/Sales
($18 ($18,0 ,080 80)) ($18 ($18,0 ,079 79)) ($18 ($18,0 ,077 77)) ($18 ($18,9 ,908 08)) ($18 ($18,9 ,906 06)) ($18 ($18,9 ,904 04)) ($18 ($18,9 ,902 02)) ($18 ($18,9 ,900 00)) ($18 ($18,8 ,898 98)) ($18 ($18,8 ,896 96)) ($18 ($18,8 ,893 93)) ($18 ($18,8 ,891 91)) -108.48% -108.48% -108.46% -113.45% -113.44% -113.42% -113.41% -113.40% -113.39% -113.37% -113.36% -113.35%
Pro Forma Cash Flow
Jan Cash Received
Cash from Operations
Feb
Mar
Apr
May
J un
Jul
Aug
Sep
Oct
N ov
Dec
Cash Cash Sales Sales
$16,66 $16,667 7 $16,66 $16,667 7
$16,66 $16,667 7 $16,66 $16,667 7 $16,66 $16,667 7
$16, $16,667 667 $16,66 $16,667 7
$16, $16,667 667 $16,66 $16,667 7 $16,66 $16,667 7
$16, $16,667 667 $16,66 $16,667 7
Subtotal Cash from Operations
$16,667 $16,667 $16,667
$16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667
Additional Cash Received Sales Tax, VAT, HST/GST Received
$0
$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 (interestfree)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Longterm 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 $2,500,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$16,667 $16,667 $2,516,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667
$16,667
Subtotal Cash Received
Expenditures
0.00%
Jan
Feb
Mar
Apr
May
J un
Jul
$18,116 $18,116
$18,116
Aug
Sep
Oct
N ov
Dec
Cash Spending
$18,115
$18,116
$18,116
$18,116
$18,116 $18,116
$18,116
$18,116
$18,116
Bill Payments
$24,134 $16,007 $16,007
$16,005 $16,003 $16,003 $16,001 $15,999 $15,996 $15,996 $15,994 $15,992 $15,992 $15,990 $15,988 $15,988 $15,986
Subtotal Spent on Operations
$42,249
$34,123
$34,121
$34,119
$0
$0
$0
$0
Expenditures from Operations
$34,117 $34,115
$34,112 $34,110 $34,108
$34,106 $34,104
$34,102
Additional Cash Spent Sales Tax, VAT,
$0
$0
$0
$0
$0
$0
$0
$0
HST/GST Paid Out Principal Repayment of Current Borrowing
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
$250
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
$500,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
Purchase Long-term Assets
$0
$0 $1,700,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
Dividends
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$42,499 $34,373 $2,234,371 $34,369 $34,367 $34,365 $34,362 $34,360 $34,358 $34,356 $34,354
$34,352
Subtotal Cash Spent
Net Cash Flow
$0
($25,832 ($25,832)) ($17,706 ($17,706)) $282,296 $282,296 ($17,702 ($17,702)) ($17,700) ($17,700) ($17,698 ($17,698)) ($17,696 ($17,696)) ($17,694 ($17,694)) ($17,692 ($17,692)) ($17,690) ($17,690) ($17,687 ($17,687)) ($17,685 ($17,685))
Cash Balance
$19,168
$1,462 $283,758 $266,056 $248,356 $230,658 $212,962 $195,268 $177,577 $159,887 $142,200 $124,514
Pro Forma Balance Sheet
Jan Assets
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Starting Balance s
Current Assets Cash
$45,000 $45,000 $19,168 $19,168 $1,462 $1,462 $283,758 $283,758 $266,056 $266,056 $248,356 $248,356 $230,658 $230,658 $212,962 $212,962 $195,268 $195,268 $177,577 $177,577 $159,887 $159,887 $142,200 $142,200 $124, $124,514 514
Other Current Assets
$13,400 $13,400 $13,400 $513,400 $513,400 $513,400 $513,400 $513,400 $513,400 $513,400 $513,400 $513,400 $513,400
Total Current Assets
$58,400 $32,568 $14,862 $797,158 $779,456 $761,756 $744,058 $726,362 $708,668 $690,977 $673,287 $655,600 $637,914
Long-term Assets Long-term Assets
$75,000 $75,000 $75,000
$1,775,00 $1,775,00 $1,775,00 $1,775,00 $1,775,00 $1,775,00 $1,775,00 $1,775,00 $1,775,00 $1,775,00 0 0 0 0 0 0 0 0 0 0
Accumulate d $10,000 $10,625 $11,250 Depreciatio n
$11,875 $13,333
$14,791
$16,249
$17,707
$19,165
$20,623
$22,081
$23,539
$24,997
Total Long$1,763,12 $1,761,66 $1,760,20 $1,758,75 $1,757,29 $1,755,83 $1,754,37 $1,752,91 $1,751,46 $1,750,00 $65,000 $64,375 $63,750 term Assets 5 7 9 1 3 5 7 9 1 3 Total Assets
$123,40 $2,560,28 $2,541,12 $2,521,96 $2,502,80 $2,483,65 $2,464,50 $2,445,35 $2,426,20 $2,407,06 $2,387,91 $96,943 $78,612 0 3 3 5 9 5 3 4 6 1 7
Liabilities and Capital
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Accounts Payable
$23,600 $15,473 $15,471
$15,469
$15,467
$15,465
$15,463
$15,461
$15,459
$15,457
$15,455
$15,453
$15,451
Current Borrowing
$10,000 $9,750 $9,500
$9,250
$9,000
$8,750
$8,500
$8,250
$8,000
$7,750
$7,500
$7,250
$7,000
Other Current Liabilities
$25,400 $25,400 $25,400
$25,400
$25,400
$25,400
$25,400
$25,400
$25,400
$25,400
$25,400
$25,400
$25,400
Subtotal Current Liabilities
$59,000 $50,623 $50,371
$50,119
$49,867 $49, 867
$49,615 $49, 615
$49,363 $49, 363
$49,111
$48,859
$48,607
$48,355
$48,103
$47,851
Long-term Liabilities
$25,000 $25,000 $25,000
$25,000
$25,000
$25,000
$25,000
$25,000
$25,000
$25,000
$25,000
$25,000
$25,000
Total Liabilities
$84,000 $75,623 $75,371
$75,119
$74,867 $74, 867
$74,615 $74, 615
$74,363 $74, 363
$74,111
$73,859
$73,607
$73,355
$73,103
$72,851
Paid-in Capital
$37,000 $37,000 $37,000
Retained Earnings
$2,400
Earnings
$0
Current Liabilities
Total Capital
$2,400 $2,400
$2,537,00 $2,537,00 $2,537,00 $2,537,00 $2,537,00 $2,537,00 $2,537,00 $2,537,00 $2,537,00 $2,537,00 0 0 0 0 0 0 0 0 0 0 $2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
$2,400
($18,08 ($36,15 ($110,954 ($129,856 ($148,756 ($167,654 ($186,549 ($205,443 ($224,334 ($54,237 ($54,237)) ($73,145 ($73,145)) ($92,051 ($92,051)) 0) 9) ) ) ) ) ) ) )
$39,400 $21,320
$3,241
$2,485,16 $2,466,25 $2,447,34 $2,428,44 $2,409,54 $2,390,64 $2,371,74 $2,352,85 $2,333,95 $2,315,06 3 5 9 6 4 4 6 1 7 6
Total $123,40 $2,560,28 $2,541,12 $2,521,96 $2,502,80 $2,483,65 $2,464,50 $2,445,35 $2,426,20 $2,407,06 $2,387,91 Liabilities $96,943 $78,612 0 3 3 5 9 5 3 4 6 1 7 and Capital
Net Net Worth orth
$39,40 $39,400 0 $21,32 $21,320 0
$3,241 $3,241
$2,485,16 $2,466,25 $2,447,34 $2,428,44 $2,409,54 $2,390,64 $2,371,74 $2,352,85 $2,333,95 $2,315,06 3 5 9 6 4 4 6 1 7 6
