Internet Service Provider Business Plan

EJ Web Services Provider

Executive Summary
EJ Web Services Provider's key markets for DSL are small and medium businesses,
nationwide.EJ Web Services Provider's key markets for Web hosting and resale accounts are
Web design firms, individuals, and small businesses with a need for space on a server. EJ Web
Services Provider's key markets for dedicated servers are small to large companies where
security and speed are necessary. EJ Web Services Provider's key market(s) for co-location
include medium and small businesses such as online trading, e-trailers, online information sites,
and entertainment Web companies.
Computer telephony integration (CTI) is the convergence of the telephone and computing
industries. Currently, the CTI market totals P4 billion and is growing at 30% a year, with many
segments growing at a rate of over 100% a year. The NETOPIA-based MultiMedia
Telecommunications Association estimates that the CTI market will grow by nearly 70% in the
next year, and triple by the year 2000.

1.1 Mission
The mission of EJ Web Services Provider is to provide quality Internet services, Web hosting,
and DSL service to both large and small clients.

Company Summary
Legal Business Description
EJ Web Services Provider was founded in September 1993 in Makati, Metro Manila as an
Internet Service Provider. The company is a Virginia Corporation with principal offices located
in Richmond.
2.1 Company History
Web Services Provider began as a Web hosting company. The company developed a highly-
skilled engineering team dedicated to developing a system to offer clients the greatest degree of
reliability and bandwidth at a more affordable price. Web Services Provider, with its in-depth
knowledge of Web hosting systems, is now evolving into a large, specialized, Web hosting
service provider.

Past Performance
1997 1998 1999
Sales $0 $0 $900,000
Gross Margin $0 $0 $700,000
Gross Margin % 0.00% 0.00% 77.78%
Operating Expenses $0 $0 $700,000
Collection Period (days) 0 0 3

Balance Sheet
1997 1998 1999

Current Assets
Cash $0 $0 $2,450
Accounts Receivable $0 $0 $14,200
Other Current Assets $0 $0 $1,050
Total Current Assets $0 $0 $17,700

Long-term Assets
Long-term Assets $0 $0 $5,250
Accumulated Depreciation $0 $0 $1,000
Total Long-term Assets $0 $0 $4,250

Total Assets $0 $0 $21,950

Current Liabilities
Accounts Payable $0 $0 $10,000
Current Borrowing $0 $0 $500
Other Current Liabilities
$0 $0 $10,900
(interest free)
Total Current Liabilities $0 $0 $21,400

Long-term Liabilities $0 $0 $3,550

Total Liabilities $0 $0 $24,950

Paid-in Capital $0 $0 $100,000

Retained Earnings $0 $0 ($103,000)
Earnings $0 $0 $0
Total Capital $0 $0 ($3,000)

Total Capital and Liabilities $0 $0 $21,950

Other Inputs
Payment Days 0 0 30
Sales on Credit $0 $0 $900,000
Receivables Turnover 0.00 0.00 63.38
Services
Main services provided by Web Services Provider are outlined below.
1. DSL. A Digital Subscriber Line (DSL) is high-speed Internet access that is an
"on all the time" connection and ranges in speed from 144k to 6Gb transfer
rate.
2. Hosting. Web hosting clients generally have the company place a single, or
several, website on a server in our facility and pay for the amount of disk
space that they need to operate their site.
3. Dedicated Server. Clients seeking to maximize the speed of their site due
to high traffic or download will lease a dedicated server from Web Services
Provider, leaving the maximum capability of the server all to their own site.
4. Co-location. Co-location customers provide the hardware themselves and
administer their site or sites via the Internet.
When hosting and dedicated server clients are secured, orders will be processed immediately and
the customer can be up and running within a few minutes. Dedicated server clients can be online
within 1-2 hours unless a special server must be built.
3.1 Future Services
Having already established the relationships and infrastructure, Web Services Provider will
continue to search for emerging and existing technologies to improve and expand lines of
business. As advances in technology continue, Web Services Provider will upgrade to meet
specific objectives of present and future clientele.
Web Services Provider plans to respond to market needs by keeping abreast of all new
technologies and updates to be first to market using its already established lines of business as a
market vehicle. Web Services Provider will move quickly on plans for next generation
products/services.

Market Analysis Summary

Web Services Provider's key markets for DSL are small and medium businesses, nationwide.
Web Services Provider's key markets for Web hosting and resale accounts are Web design firms,
individuals, and small businesses with a need for space on a server. Web Services Provider's key
markets for dedicated servers are small to large companies where security and speed are
necessary. Web Services Provider's key markets for co-location include medium and small
businesses such as online trading, e-tailers, online information sites, and
entertainment companies.
Within these markets, Web Services Provider focuses on the more lucrative dedicated server and
co-location clientele because they create less overhead and more profit than equal revenue
generating, smaller clients. Additionally, these markets require less service-intensive efforts and
create more profit. Its' margins are 40%-80% on larger and medium size clients.
Computer telephony integration (CTI) is the convergence of the telephone and computing
industries. Currently, the CTI market totals $4 billion and is growing at 30% a year, with many
segments growing at a rate of over 100% a year. The Washington-based MultiMedia
Telecommunications Association estimates that the CTI market will grow by nearly 70% in the
next year, and triple by the year 2000.
Consumers improve their shopping experiences
In a relatively short period of time, the Internet has provided the savvy consumer with a number
of benefits, particularly convenience and information. Obviously, consumers who shop online
face a much different experience than they would in "real-world" retail. First and foremost, a
shopper need not leave the comfort of home or office in order to make a purchase. The
convenience of online shopping has proven to be a big attraction for many consumers,
particularly for goods that are not needed immediately, like books, CDs, or apparel.
The information that is currently available online is another boon to consumers. It is relatively
easy to conduct research on various products over the Internet, giving consumers all the
information they need to help make an informed decision regarding a major purchase.
Consumers can thoroughly research big-ticket items like cars, electronics, or computers for
desired features, product performance, or price. The cost of a product has become simple to
research through many search engines. A consumer need only specify a product, type it in the
appropriate place on a comparison-oriented website, and then examine the resulting list of prices,
which contains links to the selling websites. While consumers do not always purchase the
lowest-priced item, the nature of the Internet makes comparison shopping so easy that prices in
many categories of goods will undoubtedly decline over time.

Market Analysis
2000 2001 2002 2003 2004
Potential Growt
CAGR
Customers h
Online E- 200,00 230,00 264,50 304,17 349,80 15.00
15%
trading 0 0 0 5 1 %
160,00 176,00 193,60 212,96 234,25 10.00
Entertainment 10%
0 0 0 0 6 %
Global 109,25 125,63 144,48 166,15 15.00
15% 95,000
Corporations 0 8 4 7 %
100,00 110,00 121,00 133,10 146,41 10.00
Corporations 10%
0 0 0 0 0 %
12.74 555,00 625,25 704,73 794,71 896,62 12.74
Total
% 0 0 8 9 4 %
4.1 Market Segmentation
Web Services Provider is aiming to establish itself in markets that it believes will define the
future of Web hosting. The company is pursuing dedicated server and co-location accounts,
online trading companies, and e-entertainment companies because they need bandwidth, 24-hour
access for their customers, faster connections, and other services for their clients which the
company able to provide.
The company's target customers are as follows.
• Online E-trading.
• Entertainment.
• Global Corporations.
• Corporations.
The Internet
As of year-end 1998, almost 160 million users accessed the Internet regularly, up from
approximately 101 million at the end of 1997, according to IDC, an industry analysis and
research company. Clearly, the Internet is in an exceptional growth phase. This growth has
pushed the capacity of existing networking infrastructure to its limits, resulting in frustration by
Internet users.
Still, consumers have found the Internet to be a useful tool in the research and purchase of goods
and services. Corporations have found that, while the Internet is challenging traditional business
models, it also offers significant advantages to companies that fully embrace the medium.
4.2 Market Trends
Exceptional growth
By any measure, the Internet is one of the fastest-growing commercial phenomena ever
witnessed by society. Host computers, or servers, have exploded from 3.2 million in 1994 to
roughly 56.2 million as of July 1999. During the same time period, the number of websites
roared to more than 5 million from only 3,000.
A key factor in the recent growth of the Internet is the popularity of the sub-$1,000 PC. Rapidly
falling component prices have allowed PC manufacturers to pass cost savings on to their
customers, resulting in a more attractively priced product. Computers sold at or below the $1,000
level have appealed to first-time PC users and lower income families. Because of the more
affordable prices, PC penetration in the United States is now approximately 50%, according to
Dataquest, a market research firm based in San Jose, California.
As a result of the Internet's historical roots in the U.S. Department of Defense, as well as the
rising penetration of PCs, the United States accounts for more than half of the world's total
Internet users. The European market, by contrast, has been held back by the high cost of Internet
access. Consumers are typically billed twice in these markets, once by the ISP and once by the
phone company. However, the forces of telecommunications deregulation in Europe finally
appear to be having an effect, as several phone companies have recently eliminated access fees
and now bill only on a per-minute basis. Such moves should eventually increase the penetration
of the Internet in Europe.
In the United States, less than one-third of the population is connected, leaving plenty of room
for growth. In 1996, people asked colleagues and friends if they had an electronic mail address.
In 1997, people were asked what their electronic mail address was. When consumers today are
asked why they purchased a personal computer, the most common answer is to connect to the
Internet to get their email.
4.3 Market Growth
Bandwidth bottlenecks frustrate consumers...
Today's telecommunications network infrastructure was not designed for the booming traffic
created by Internet use. Ordinary telephone lines are optimized for short conversations, whereas
Internet users typically stay online for ours at a time. Growing corporate use of the Internet to
communicate with suppliers and customers has put additional strains on the system.
Adding to the capacity problem are the use of multimedia attachments to email, more complex
multimedia websites, larger files being downloaded by users, and other bandwidth-hungry
applications. Although the predicted global meltdown of the Internet has not come to pass,
delays in navigating the Web and in receiving email continue to plague the industry and frustrate
users.
...But solutions are on the way
The vast majority of Internet users use dial-up modems to access the Internet through their ISPs.
As a result of the capacity constraints inherent in using analog modem technology over copper
wires, 56 kilobits per second is the maximum capacity available today for most residential
customers.
New technologies, such as cable modems and digital subscriber line (DSL) systems, promise a
quantum leap in bandwidth: up to 30 megabytes per second (Mbps) and 12 Mbps, respectively.
Both technologies also offer an added advantage in that they are always "on": a consumer need
not physically dial into an ISP to access the Internet.
• Cable modems. The nascent market for cable modems is beginning to exhibit
strong growth. The number of cable Internet service subscribers numbered
more than 1 million as of July 1999, up from 500,000 in 1998.
• The current leaders in this burgeoning market are Excite@Home and
RoadRunner, North America's No. 1 and No. 2 cable modem services,
respectively. RoadRunner is provided by ServiceCo LLC-a joint venture, led by
time Warner Inc. that includes MediaOne Group, Inc., Microsoft Corporation,
Compaq Corporation, and Advance/Newhouse Partnership, a private firm.
 • Digital subscriber lines. These systems allow telephone companies to offer
faster service over copper wires by reducing signal distortion. The number of
DSL subscribers was approximately 20,000 in 1998.
• The fastest form of DSL is asymmetric digital subscriber line, or ADSL,
includes Ameritech Corporation, SBC Communications Inc., Bell Atlantic
Corporation, U S. WEST Inc., Sprint Corporation, MCI World Com Inc., and GTE
Corporation.
In contrast to cable modems, which have been deployed in select regions for a few years,
consumer-oriented DSL service is only now being rolled out more aggressively. Cable
companies have also resolved their standardization issues and have come further in preparing
their networks for broadband than have the telcos.
While the number of DSL subscribers should exhibit strong growth in 1999, it appears that cable
modems will still command the bulk of the broadband market. One reason is that cable modems
have an inherent speed advantage. The consumer friendly version of ADSL, known as G.Lite,
offers speeds of up to 1.5 Mbps, compared with top speeds of 30 Mbps for cable modems.
Limitations
Aside from bandwidth constraints, another more serious problem has recently been brought to
light, which threatens to forestall the previously explosive growth of the Internet. According to a
study conducted by the Department of Commerce, significant disparities continue to exist
between certain demographic groups and regions with regard to Internet access. For example,
those households with incomes of $75,000 or higher are more than twenty times as likely to have
Internet access than those at the lowest income level.
The presence of such disparities would seem to limit the potential growth of the Internet, and
would likely impact many of the market forecasts discussed in the "Industry Profile" section of
this report. However, both government and businesses are aware of the problem and are currently
taking steps to close this so-called "digital divide." The U.S. government plans to use community
centers to increase access to the Internet for all Americans. Meanwhile, many businesses also
plan to help educate and train individuals who may otherwise be at a disadvantage in today's
increasingly technological workplace.
Far-reaching benefits
Although the Internet is still evolving as a medium for communications and commerce, it has
already had a substantial impact on both consumers and businesses. For consumers, the advent of
online shopping has brought greater convenience, while businesses have enjoyed productivity
gains.
4.4 Competition and Buying Patterns
Competitive threats come from the more established hosting companies with large amounts of
operating capital. Their weaknesses are, however, even with strong brand awareness, they cannot
afford to move their facilities. This ties them to their current locations, which lack adequate
bandwidth, speed, and reliability due to their connections through local telco connectivity.
DSL. Web Services Provider's competitors include other XDSL resellers.
Hosting. Web Services Provider's competitors include online Web hosting companies.
Dedicated Server. Web Services Provider's competitors include companies providing single site
Web servers for increased speed and reliability.
Co-location. Web Services Provider's competitors include Web hosting companies offering
customer or vendor provided large server or servers housed in their facilities and usually
managed over the Internet by the customer.

Strategy and Implementation Summary

Marketing
Web Services Provider markets its products as solutions to high traffic and bandwidth-intensive
Web companies whose online reliability and speed are critical to daily business. Target
companies include online stock trading companies, e-tailers, and corporations with graphics
and/or streaming video.
Sales are made through Web Services Providers' national advertising campaign. The sales
process involves several steps which include:
1. The first contact when the perspective customers first impression is made
while viewing one the magazines in which we advertise.
2. At this point, the customer will call our sales line or go to our website.
3. The customer can then call the sales line where a trained representative will
answer questions and proceed with initiating service and billing. This
approach will be used because each customer's concerns and needs will be
met immediately to capture the customer at this point of contact.
The average sales cycle from first contact to closing the sale is between one and seven days.
Sales Forecast
2000 2001 2002
Sales
$1,500,0 $4,500,0 $7,500,0
All Services
00 00 00
Other $0 $0 $0
$1,500,0 $4,500,0 $7,500,0
Total Sales
00 00 00

Direct Cost of Sales 2000 2001 2002

$100,00 $150,00 $200,00
All Services
0 0 0
Other $0 $0 $0
Subtotal Direct Cost of $100,00 $150,00 $200,00
Sales 0 0 0
5.1 Value Proposition
Web Services Provider's products and services offer the following advantages to customers.
• Bandwidth.
• Reliability.
• Service.
• Flexibility.
5.2 Competitive Edge
Strategic alliance with VISP - VISP is opening up two new facilities in the next three months,
one in Atlanta and the other in Seattle. Web Services Provider will have access space on both
sites, and with special load-balancing software, will enable the company to guarantee 100%
uptime for any dedicated server and co-location client where uptime is critical to their business.
AB 299 Internet Connection--more beneficial than tier system; a tier 1 connection means that
you are actually directly connected to the Internet.
Downtime-Dynamic load balancing--a large part of the problem and downtime with an Internet
connection for hosting companies is due to local phone company.
Price--due to the tier 1 connection, Web Services Provider does not have to pay local phone
companies connection fees and, as such, its' prices are lower than those of competitors.
5.3 Marketing Strategy
The Web Services Provider strategy is to advertise key competitive advantages in an effective
advertising campaign. The company plans to develop a larger clientele and maintain a price
advantage through rapid growth. The company's goal in the next year is to grow its core
customer base quickly and efficiently while focusing on the most profitable sector of the market.
The company's goal in the 2-5 years is to grow through acquisitions of smaller companies and
separate itself from the competition by price and services.
5.3.1 Distribution Strategy
Web Services Provider uses a direct sales force, relationship selling, and sales/support lines to
reach its markets. These channels are most appropriate because each customer has special
demands and needs to be treated differently. After the initial contact, by magazine, referral,
or email, the customer is assessed and assigned a sales rep and tech support person to help them
and to familiarize themselves with each individual company's needs and history.
5.3.2 Marketing Programs
The key message associated with the company's products and services is better reliability, speed,
and bandwidth for the same price. The company's promotional plan is diverse and includes a
range of marketing communications:
1. Public relations. Press releases are issued to both technical trade journals
and major business publications such as Wall Street Journal, Business Week,
and others.
2. Trade shows. Company representatives attend and participate in several
trade shows such as Apex and Comdex.
3. Industry conferences and seminars, research publishing, and print
media. Web Services Provider presents its key advantages at conferences
and publishes articles about its work in publications such as e-business
Advisor, Wired, Microsoft Internet Developer, Web Techniques, Business 2.0,
and PC Computing. Local and national public relations will be handled by
Creative Garage II's marketing firm.
4. Print advertising and article publishing. The company's print advertising
program includes advertisements in technical trade publications such as E-
business Journal, Wired, Web Techniques, Microsoft Internet Developer,
 Business 2.0, PC Computing, direct mail pieces, brochures, and other print
media.
5. Internet. The company currently has plans to redevelop its current website
because that is a primary marketing channel.

5.4 Strategic Alliances

The company has strategic alliances with VISP. This alliance is valuable because it provides a
direct connection to an AB-299 Internet connection with unlimited bandwidth. This relationship
is explored more in the Competitive Advantages section.

Management Summary
The company's management philosophy is based on responsibility and mutual respect. Web
Services Provider has an environment and structure that encourages productivity and respect for
customers and fellow employees.
Officers and Key Employees
Web Services Provider's management is highly experienced and qualified. Key members of the
management team, their backgrounds, and responsibilities are as follows.
Michael Smith, President and CEO.
James Boyd, Vice President.
Note: Backgrounds have been removed for confidentiality.

Personnel Plan
2000 2001 2002
Marketing and Sales $150,000 $198,000 $254,000
Technical Services $150,000 $198,000 $254,000
Accounting $60,000 $99,000 $136,000
Administrative and HR $120,000 $132,000 $194,000
Total People 15 18 22

Total Payroll $480,000 $627,000 $838,000

Financial Plan
Funding Requirements and Uses
The company is raising significant new investment for the purpose of growth and operations.
This funding will cover operating expenses and product development during this period.
7.1 Important Assumptions
The company operates as a Virginia Corporation. The following financial projection is based on
sales volume at the levels described in the revenue section and presents, to the best of
management's knowledge and belief, the company's expected assets, liabilities, capital, revenues,
and expenses. The projections reflect management's judgement of the expected conditions and its
expected course of action given the hypothetical assumptions.
The table below provides significant assumptions that drive the company's financial projections.

General Assumptions
2000 2001 2002
Plan Month 1 2 3
Current Interest
10.00% 10.00% 10.00%
Rate
Long-term Interest
10.00% 10.00% 10.00%
Rate
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0
7.2 Break-even Analysis
The following chart and table provide the Break-even Assumptions for Web Services Provider.
Break-even Analysis

Monthly Revenue Break-

$106,438
even

Assumptions:
Average Percent
7%
Variable Cost
Estimated Monthly Fixed
$99,342
Cost
7.3 Projected Profit and Loss
Web Services Provider 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
2000 2001 2002
Sales $1,500,000 $4,500,000 $7,500,000
Direct Cost of Sales $100,000 $150,000 $200,000
Other $50,000 $50,000 $50,000
Total Cost of Sales $150,000 $200,000 $250,000

Gross Margin $1,350,000 $4,300,000 $7,250,000

Gross Margin % 90.00% 95.56% 96.67%

Expenses
Payroll $480,000 $627,000 $838,000
Sales and Marketing and
$249,500 $453,000 $675,000
Other Expenses
Depreciation $4,200 $4,500 $5,000
Repairs and Maintenance $12,000 $18,000 $30,000
Bank Charges $2,000 $2,000 $2,000
Insurance $6,000 $7,000 $8,000
Rent $40,000 $45,000 $48,000
Depreciation $14,400 $20,000 $20,000
Software $12,000 $15,000 $24,000
Product Development $300,000 $300,000 $400,000
Payroll Taxes $72,000 $94,050 $125,700
Other $0 $0 $0

Total Operating Expenses $1,192,100 $1,585,550 $2,175,700

Profit Before Interest and

$157,900 $2,714,450 $5,074,300
Taxes
EBITDA $162,100 $2,718,950 $5,079,300
Interest Expense $0 $0 $0
Taxes Incurred $39,802 $678,613 $1,289,718

Net Profit $118,098 $2,035,838 $3,784,582

Net Profit/Sales 7.87% 45.24% 50.46%
7.4 Projected Cash Flow
The chart and table below depict the projected cash flow for the company.

Pro Forma Cash Flow

2000 2001 2002
Cash Received
Cash from Operations
Cash Sales $0 $0 $0
$1,268,36 $4,008,33 $7,008,33
Cash from Receivables
7 3 3
$1,268,36 $4,008,33 $7,008,33
Subtotal Cash from Operations
7 3 3

Additional Cash Received

Sales Tax, VAT, HST/GST
$0 $0 $0
Received
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-
$0 $0 $0
free)
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
$1,250,00
New Investment Received $0 $0
0
$2,518,36 $4,008,33 $7,008,33
Subtotal Cash Received
7 3 3

Expenditures 2000 2001 2002

Expenditures from Operations

Cash Spending $480,000 $627,000 $838,000
$1,754,05 $2,786,95
Bill Payments $835,682
2 9
$1,315,68 $2,381,05 $3,624,95
Subtotal Spent on Operations
2 2 9

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid
$0 $0 $0
Out
Principal Repayment of Current $500 $0 $0
Borrowing
Other Liabilities Principal
$10,900 $0 $0
Repayment
Long-term Liabilities Principal
$3,550 $0 $0
Repayment
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $600,000 $300,000 $300,000
Dividends $0 $0 $0
$1,930,63 $2,681,05 $3,924,95
Subtotal Cash Spent
2 2 9

$1,327,28 $3,083,37
Net Cash Flow $587,734
1 5
$1,917,46 $5,000,84
Cash Balance $590,184
6 0
7.5 Projected Balance Sheet
Projected Balance Sheets for 2000 - 2002 can be found in the table below, and in the appendices.

Pro Forma Balance Sheet

2000 2001 2002
Assets

Current Assets
$590,18 $1,917,4 $5,000,8
Cash
4 66 40
$245,83 $737,50 $1,229,1
Accounts Receivable
3 0 67
Other Current Assets $1,050 $1,050 $1,050
$837,06 $2,656,0 $6,231,0
Total Current Assets
8 16 57

Long-term Assets
$605,25 $905,25 $1,205,2
Long-term Assets
0 0 50
Accumulated
$5,200 $9,700 $14,700
Depreciation
$600,05 $895,55 $1,190,5
Total Long-term Assets
0 0 50
$1,437,1 $3,551,5 $7,421,6
Total Assets
18 66 07

Liabilities and Capital 2000 2001 2002

Current Liabilities
$150,63 $236,08
Accounts Payable $72,019
0 9
Current Borrowing $0 $0 $0
Other Current
$0 $0 $0
Liabilities
Subtotal Current $150,63 $236,08
$72,019
Liabilities 0 9

Long-term Liabilities $0 $0 $0
$150,63 $236,08
Total Liabilities $72,019
0 9

$1,350,0 $1,350,0 $1,350,0

Paid-in Capital
00 00 00
($103,00 $2,050,9
Retained Earnings $15,098
0) 36
$118,09 $2,035,8 $3,784,5
Earnings
8 38 82
$1,365,0 $3,400,9 $7,185,5
Total Capital
98 36 18
Total Liabilities and $1,437,1 $3,551,5 $7,421,6
Capital 18 66 07

$1,365,0 $3,400,9 $7,185,5

Net Worth
98 36 18
7.6 Business Ratios
The following table outlines some of the more important ratios from the information retrieval
industry. The final column, Industry Profile, details specific ratios based on the industry as it is
classified by the Standard Industry Classification (SIC) code, 7375.

Ratio Analysis
Industry
2000 2001 2002
Profile
Sales Growth 66.67% 200.00% 66.67% 9.70%

Percent of Total Assets

Accounts Receivable 17.11% 20.77% 16.56% 25.00%
Other Current Assets 0.07% 0.03% 0.01% 46.30%
Total Current Assets 58.25% 74.78% 83.96% 76.60%
Long-term Assets 41.75% 25.22% 16.04% 23.40%
Total Assets 100.00% 100.00% 100.00% 100.00%

Current Liabilities 5.01% 4.24% 3.18% 49.40%

Long-term Liabilities 0.00% 0.00% 0.00% 21.20%
Total Liabilities 5.01% 4.24% 3.18% 70.60%
Net Worth 94.99% 95.76% 96.82% 29.40%

Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 90.00% 95.56% 96.67% 0.00%
Selling, General &
82.10% 50.31% 45.92% 78.10%
Administrative Expenses
Advertising Expenses 14.13% 8.89% 8.00% 0.90%
Profit Before Interest and
10.53% 60.32% 67.66% 1.90%
Taxes

Main Ratios
Current 11.62 17.63 26.39 1.57
Quick 11.62 17.63 26.39 1.19
Total Debt to Total Assets 5.01% 4.24% 3.18% 70.60%
Pre-tax Return on Net
11.57% 79.81% 70.62% 4.10%
Worth
Pre-tax Return on Assets 10.99% 76.43% 68.37% 13.80%

Additional Ratios 2000 2001 2002

Net Profit Margin 7.87% 45.24% 50.46% n.a
Return on Equity 8.65% 59.86% 52.67% n.a

Activity Ratios
Accounts Receivable
6.10 6.10 6.10 n.a
Turnover
Collection Days 58 40 48 n.a
Accounts Payable Turnover 12.46 12.17 12.17 n.a
Payment Days 27 22 25 n.a
Total Asset Turnover 1.04 1.27 1.01 n.a

Debt Ratios
Debt to Net Worth 0.05 0.04 0.03 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a

Liquidity Ratios
$765,04 $2,505,3 $5,994,9
Net Working Capital n.a
8 86 68
Interest Coverage 0.00 0.00 0.00 n.a

Additional Ratios
Assets to Sales 0.96 0.79 0.99 n.a
Current Debt/Total Assets 5% 4% 3% n.a
Acid Test 8.21 12.74 21.19 n.a
Sales/Net Worth 1.10 1.32 1.04 n.a
Dividend Payout 0.00 0.00 0.00 n.a