Executive Summary Introduction It is the mission of Vashon Solicitation Services to provide clients with top quality call center

services 24 hours-a-day. A service that provides our clients with the greatest chance of communicating with their end customers. We do B2B and B2C services including both inbound and outbound calls. We have a dedicated and well trained cadre of customer support specialists who are able to consistently provide excellent services delivered in a timely and cost-effective manner. Whatever a client's customer relations goals are: quantifying sales leads, taking orders, responding to ad inquiries, market research, or general information requests, VSS has the people with the expertise to professionally service those needs. The Company VSS will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mr. Martin Gibbs, a former telemarketing head with Medfone, Inc. Mr. Gibbs has brought together a highly respected group of telemarketing and customer relations specialists who have a total of 35 years of combined experience with this industry. The company has a limited number of private investors and does not plan to go public. The company has its main offices in Gig Harbor, Washington. The facilities include office spaces, conference rooms, and a phone center. The company expects to begin offering services in June of Year 1. The Services Vashon offers a wide range of call center service including both inbound and outbound calls. We provide bilingual services in both english and spanish. The most common needs that we can fulfill are:

Generate sales leads Set appointments Market research Surveys (including statistical analysis and political surveys) First level help desk Database or mailing list information Business development Point-of-sale product promotion Seminar and conference invitations

VSS is not a telemarketing company, we do not create the marketin g campaig for s t e gns ents. Experience has shown tha many co s at ompanies desire to c d create their own r our clie market ting campa aign since they alread have marketing pe t dy ersonnel w extens with sive contact and expe t erience in the industry t y. The Ma arket The tel lemarketing industry is a growin industry with most companie having an ng y es annual growth be etween 6.5 and 8% This is due to busin 5% %. nesses tha are beco at oming increas singly aware of the need for ma arket inform mation and the desire to reduce d e e custom turnove rates in a hard hit e mer er economy. A significa trend in this indus is ant n stry the gro owing number of clien who wi sh to outso nts ource telem marketing f functions to client t compa anies instea of developing suc infrastructure in-ho ad ch ouse. This makes for an r ent unity for VS Howev long-te analysis of growt rates in this SS. ver, erm th excelle opportu industr show a c ry cyclical pat ttern and V VSS does not expect this high g n t growth rate to e continu ue. VSS pl lans to ent into two market se ter o egments. First, we will work in t medica F the al service industry since they have a hiigh need to maintain contact w their pa es y y o with atients at all tim mes. We w also be working a a first lev help de for a nu will e as vel esk umber of small s high-te companies, and be taking o short-term projects such as s ech b on s surveys fro om small c clients. Financ Consid cial derations Start-up assets re equired are shown in the tables accompa e n s anying the Start-up Summa topic. T ary This includes expens and the cash nee ses e eded to sup pport opera ations until re evenues rea an acc ach ceptable le evel. Most of the com mpany's liab bilities will come utside priva investo and ma ate ors anagement investment, howeve we have er, from ou obtaine current borrowing from Bank of Americ Comme ed k ca ercial Inves stments, th he principal to be pa off in tw years. A long-term loan through Charte Bank of aid wo m er Tillamo will be paid off in ten years . We also have a line of credit f ook h e from Viking Bank g that we can draw upon if ne be. e w eed The co ompany expects to re each profita ability in ye two and does not anticipate any ear d t e serious cash flow problems We cons s w s. servatively believe tha during th first thre at he ee years t that about three ongo oing contra acts per mo onth will gu uarantee a break-eve en point.

Need a actual char rts? We rec commend u using Business Plan Pro as the easiest way to crea graphs for e w ate your ow busines plan. wn ss Edit thi sample p is plan 1.1 Key to Succ ys cess Vashon keys to long-term survivabillity and pro n's o m ofitability are:

Create long-term contracts that dema constant monitoring or on-c service e m and call es. Keepin close co ng ontact with clients and establish d hing a well functionin g long-term m relation nship with them to ge enerate rep peat busine and ob ess btain a top notch reputation.

Establish a comp prehensive service ex xperience for our clie f ents that in cludes consult tation, prog gress repo and po orts ost-program feedback m k. 1.2 Mis ssion It is the mission o VSS to provide our clients wi top qua call cen e of p r ith ality nter servic 24 ces hours-a a-day that provide the greatest chance of communicating with end custo t f h omers. We do B2B and B B2C servic includin both inb ces ng bound and outbound calls. We have a dedicat and we trained cadre of cu ted ell ustomer su upport specialists wh are able to ho e consist tently prov vide excelle service delivered in a timely and cost ent es d t-effective manne er. Whatev a client's customer relations goals are quantifying sales le ver s e: eads, takin ng orders, respondin to ad inquiries, ma , ng arket resea arch, or ge eneral infor rmation req quests, VSS ha the peo as ople with th expertise to profes he e ssionally se ervice your needs. r 1.3 Obj bjectives The thr year go ree oals for Va ashon Solic citation Services LLC (VSS) are C e:

Achieve break-even by year two. Establish long-term contracts with at least four clients. Establish minimum 95% customer satisfaction rate to form long-term relationships with our clients and create word of mouth marketing.

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Company Summary VSS will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mr. Martin Gibbs, a former telemarketing head with Medfone, Inc. Mr. Gibbs has brought together a highly respected group of telemarketing and customer relations specialists who have a total of 35 years of combined experience with this industry. The company has a limited number of private investors and does not plan to go public. The company has its main offices in Gig Harbor, Washington. The facilities include office spaces, conference rooms, and a phone center. The company expects to begin offering its services in June of Year 1. The company's main clients will be companies that require high amounts of communication between themselves and their clients. This includes medical services, and companies that wish to outsource first-level help desk support. By focusing on institutions such as these that have special needs, we believe we will be able to better serve our clients and produce a superior service that is more effective that other call center firms. 2.1 Start-up Summary Start-up assets required are shown in the tables below. This includes expenses and the cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have obtained current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-

term lo through Charter Bank of Tilllamook will be paid off in ten ye oan h B o ears.We also have a line of cre from Viking Bank that we ca draw up if need be. edit k an pon d

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Start-u Require up ements Start-u Expens up ses Legal Insuran nce utilities s Rent Accoun nting and b bookkeepin fees ng Expens equipm sed ment $2, ,000 $1, ,000 $ $200 $3, ,000 ,000 $2, $8, ,000

Adverti ising Other Total S Start-up Expenses Start-u Assets up Cash R Required Other C Current As ssets Long-te Assets erm s Total A Assets Total R Requireme ents Need r real financials?

$3, ,500 ,000 $8, $27, ,700

$117, ,800 ,500 $3, $25, ,000 $146, ,300 $174, ,000

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Start-u Funding up Start-up Expense to Fund es Start-up Assets to Fund o Total F Funding R Required Assets s Non-ca Assets from Star ash s rt-up Cash R Requireme ents from Start-up S Additio onal Cash R Raised $28, ,500 $117, ,800 $0 $27, ,700 $146, ,300 $174, ,000

Cash Balance on Starting Date Total Assets Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities Capital Planned Investment Mr. Martin Gibbs Ms. Mary Stuart Mr. Henry Hannover Mr. Nicolas Caput Others Additional Investment Requirement Total Planned Investment Loss at Start-up (Start-up Expenses) Total Capital

$117,800 $146,300

$16,000 $55,000 $3,000 $0 $74,000

$25,000 $20,000 $20,000 $8,000 $27,000 $0 $100,000 ($27,700) $72,300

Total Capital and Liabilities Total Funding 2.2 Company Ownership

$146,300 $174,000

The company will have a number of outside private investors who will own 27% of the company's shares. The rest will be owned by the senior management including Mr. Martin Gibbs, (25%), Ms. Mary Stuart (20%), Mr. Henry Hannover, (20%), and Mr. Nicholas Caput (8%). All other financing will come from loans.

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Services Vashon offers a wide range of call center service including both inbound and outbound calls. We provide bilingual services in both english and spanish. The most common needs for call centers are:

Generate sales leads Set appointments Market research Surveys (including statistical analysis and political surveys) First level help desk Database or mailing list information Business development Point-of-sale product promotion Seminar and conference invitations VSS is not a telemarketing company we do not create the marketing campaigns for our clients. Experience has shown that many companies desire to create their own marketing campaign since they already have marketing personnel with extensive contact and experience in the industry. However, the costs of carrying out such a telemarketing campaign can be prohibitive and often the firm does not wish to

develop the infrastructure to do so. This requires developing different skills and core competencies that divert management and resources from their primary duties. This is where VSS comes in. We either connect a prospective client with a telemarketing company (we have arrangements and contacts with three such consulting firms) or once such a campaign is designed we implement it for our clients. We work closely with our clients in the creation of the campaign's goals, scope, length, and costs so has to create as close a fit between the client needs and our capabilities.

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Market Analysis Summary The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. A significant trend in this industry is the growing number of clients who wish to outsource telemarketing functions to client companies instead of developing such infrastructure in-house. This makes for an excellent opportunity for VSS. However, long-term analysis of growth rates in this industry show a cyclical pattern and VSS does not expect this high growth rate to continue. The telemarketing industry is quite fragmented with companies that vary greatly in size, scope, services offered, and market share. Many companies are general advertising agencies that offer telemarketing services along with a wide range of other consulting services. In addition, many companies, still not realizing the potential advantages of outsourcing, choose to develop their own telemarketing services. VSS plans to enter into two market segments. First, we will work in the medical services industry since they have a high need to maintain contact with their patients at all times. We also will be working as a first level help desk for a number of small high-tech companies. Mr. Gibbs and Ms. Stuart have already signed contracts with

Evergr reen Medic and Sno cal o-net, Inc. to serve in these cap n pacities. W will also be We o erm ts, s taking on short-te project such as surveys, from small clients. 4.1 Ma arket Segm mentation Virtuall every co ly ompany, bo large a small re oth and equire som form of telemarketing at me some p point. Often it is a sur n rvey to det termine customer sat tisfaction o awarene or ess. Someti imes it is e effectively communica c ating an up pcoming event such as a confe erence. Other c companies wish to kn s now if telem marketing is a feasib method of sales ble genera ation. One of the new uses for c centers is in first level help desk services. w call s About 7 75-80% of all technic problem faced by end cust f cal ms tomers can be solved by n d non-tec chnical cus stomer ser rvice repre sentatives who are fa amiliar with a compu or h uter technic system and who have a scriipted set of procedur to solve most com cal h o res e mmon occurin problem This is where an o ng ms. w outsourced call cente can save a client a large d er e amoun of money and allow a reductio in perso nt y w on onnel need on calll 24 hoursded -a-day. VSS pl lans to ent into two market se ter o egments. First, we will work in t medica F the al service industry since they have a hiigh need to maintain contact w their pa es y y o with atients at all tim mes. We a also will be working a a first lev help de for a nu e as vel esk umber of small s high-te companies. ech Mr. Gib and Ms Stuart have alread signed contracts with Evergr bbs s. dy c w reen Medic and cal Sno-ne Inc. to s et, serve in the capaciities. Our customer service repr ese c resentative are es already in the pro y ocess of re eceiving ha ands-on tra aining from these two companie to o es meet th needs. We will also be takiing on short-term pro heir a ojects such as survey from h ys small c clients. Once w have es we stablished a good wo orking relat tionship with these in nitial clients we s, will leverage our reputation and profit tability into new conta acts and co ontracts with other lo ocal compa anies. Our ultimate g r goal is to se ervice the entire wes coast reg st gion and be ecome the company with a dom w minant mark share. ket The ma arket analy ysis table and graph which follo shows the numb of busin a ows s ber nesses within t state o Washington. This w be our initial geog the of will graphical fo ocus for the first fou to five ye ur ears of our company existanc Later, as we expa to a we r y's ce. a and est coast s scope, our future bus siness plan will inclu all of our potentia clients in this ns ude al n area.

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Market Analysis t s Year 1 Potent tial Custom mers High-te ech compa anies Medica al compa anies Other Total 3% 350 36 61 372 383 394 3.0 00% 3.0 00% 2.8 86% 2% 400 40 08 416 424 432 4 1.9 94% Growth G AGR CA Yea ar 2 Year 3 Year 4 Year Y 5

3% 2,200 2,26 2,334 2,404 2,4 2 66 476 2.86% 2,950 3,03 3,122 3,211 3,302 2 35

Need r real financials?

We recommend using Business Plan Pro as the easiest way to create automatic financials for your own business plan. Edit this sample plan 4.2 Service Business Analysis The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. However, long-term analysis of growth rates in this industry show a cyclical pattern and VSS does not expect this high growth rate to continue. The telemarketing industry is quite fragmented with companies that vary greatly in size, scope, services offered, and market share. Many companies are general advertising agencies that offer telemarketing services along with a wide range of other consulting services. In addition, many companies, not realizing the potential advantages of outsourcing, choose to develop their own telemarketing services. VSS believes that the greatest threat at the moment is in new entrants to the market who perceive an opportunity in a "high" growth industry. The most likely entrants will be pre-existing advertising agencies wishing to horizontally integrate and enter new sub-markets. The one major disadvantage to new entrants is that all firms engaged in contracting to telemarketing agencies face significant switching costs when bringing on a new partner. Furthermore, VSS understands that in this industry there is a significant learning curve that creates declining "unit" costs as a firm gains more cumulative experience in the field itself and with long-term clients specifically. Finally there are significant start-up costs associated with creating a call center. Rivalry among different call center agencies is quite intense. The telemarketing industry as a whole is mature with long-term moderate growth. Most of the largest agencies are mutually dependent when it comes to jockeying for position and market share. The fact that there are so many diverse and seemingly "generic" or general telemarketing agencies makes this a cutthroat industry. The threat of clients backwardly integrating so as to have all their advertising done in-house is one of the major factors that buyers use to indirectly control price in this industry, and increase competition among firms. This must always be foremost in the minds of Vashon's management when offering services and setting prices.

4.2.1 Competition and Buying Patterns Competition Competition includes all potential call centers and telemarketing agencies across the country. In addition we have indirect competition from organizations that handle all their telemarketing in-house. Practically speaking, this means we have the greatest threat from the largest telemarketing agencies such as Crouch & Weasley, Berman Telemarketing, and other big, nationwide call center companies that hold significant market share. The call center industry is highly fragmented, with a large number of small companies that mainly cater to small firms and a few large companies that seek the largest contracts from companies such as Sprint, GM, etc. This makes competition within the industry very intense. Through our focused strategy of serving niche markets such as help desk services, we intend to avoid such a debilitating environment and avoid its drawbacks such as price wars, and etc. Buying patterns and needs Companies usually enter into contracts with call center firms based on their reputation of professionalism and effective campaigns in the past. This reputation is difficult to obtain by new firms unless its personnel bring it with them from previous companies such as ours. Price and scope are also important reasons for accepting contracts, especially if the company is small.

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Strategy and Implementation Summary Vashon Solicitation Services' business strategy is to enter into a focused approach to its services rather than being everything to its clients. Our company does not intend to be a telemarketing consultation firm, nor will it ever become so. We are a call center firm that simply implements telemarketing campaigns or help desk functions for its clients. These services are where we can offer a higher standard of quality to our clients. This will allow us to charge a higher profit margin for these differentiated and more focused services.

5.1 Ma arketing Str rategy Vashon has alrea concluded two co n ady ontracts with local co ompanies r requiring 24 hour call cen servic nter ces. These will provid us with initial reven and th chance to build de i nue he our rep putation. O compan intends to use testimonials from such c Our ny clients to build b further contracts. We have begun to e establish our presenc using va o ce arious mar rketing method such as flyers, col calls, B2 contacts, and we will be atte ds s ld 2B ending conven ntions and other even as well . nts 5.2 Sal Strateg les gy Vashon management will be focusin on lever n's ng raging its employee's established e s ontracts. Both reputat tions and c contacts in the telema arketing in ndustry to generate co g B Mr. Gib and Mr. Hannove have be in the in bbs er een ndustry for many yea and r ars experie ence show that man of their e ws ny existing clients will st wish to w till work with them despite having to establish a new con e o ntract with VSS. We also under a rstand that we may ne to lowe costs in our first co eed er ouple of ye ears in orde to attrac new customers er ct and clo deals. ose In addition to our first contra r acts with E Evergreen Medical an Sno-net Inc. Mr. nd t, Hannov has be actively seeking t acquire a large contract with National ver een y to h Conven ntions & Events over the past s r seven mon nths. This company is the largest c s event o organizing firm on the West coa and has been see e ast eking a calll center fir for a rm custom survey project to be launche in the near future. VSS belie mer ed n eves that it ts chance for acqu es uiring this contract are excellent c e t. 5.2.1 S Sales Forec cast Sales a based on the var are rious contra project we anticipate acqu act ts uiring in the e various market se s egments. Revenues are based on averag costs pe R d ge er project t/contract b based on estimated t e time and co omplexity of contract plus and o t undiscl losed profi margin. The compa does not have an significa direct costs of it T any n ny ant c sales. ticipate tha our most attractive target ma at e arkets, med dical servic and he ces elp We ant desk cl lients will p provide us with signif ficant early revenue. As time go on, and we y oes acquire more cus e stomers, th percenta of sho he age ort-term and other pro d ojects will increas se.

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Sales Forecast Year 1 Sales Medical call center services Help desk services Short-term projects Other projects Total Sales Direct Cost of Sales Row 1 Other Subtotal Direct Cost of Sales $132,000 $69,000 $43,500 $33,500 $278,000 Year 1 $0 $0 $0 $180,000 $120,000 $65,000 $58,000 $423,000 Year 2 $0 $0 $0 $270,000 $150,000 $96,000 $69,000 $585,000 Year 3 $0 $0 $0 Year 2 Year 3

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Management Summary The company will have four officers including our president, Mr. Martin Gibbs. Our head of operations will be Mr. Nicholas Caput, plus 12 customer service representatives. Finances and general admin will be handled by Ms. Stuart. The company plans to hire additional service representatives, and administrative personnel as we begin to get large numbers of contracts.

6.1 Per rsonnel Vashon management brin to the c n's ngs company strong capa s abilities in contract negotia ation, proje manage ect ement, tele emarketing and a un g, nique comb bination of skills drawn from other businesse r es. Key Pe ersonnel Mr. Ma artin Gibbs is a gradu uate of the University of Missouri where h e obtained his y d business degree degree in 1971. Sinc then, Mr. Gibbs ha had ext ce M as tensive experie ence in ma arketing, te elemarketin and pro ng, oject mana agement. T This include es experie ence in bud dgeting, pr roject over rsight, etc. In 1996 he obtained a graduate e degree in market e ting from University o Washing U of gton. Mr. Gibbs spent the last fo G t our years a the telem as marketing departmen head wit Medfone Inc. nt th e, Mr. Nic cholas Cap graduat from A put ted Arizona Sta Univers with a b ate sity bachelors degree in mark keting in 19 975. From 1978-198 8 Mr. Capu worked for Nelson Marketing ut n g Consul ltants. In 1989 he we to work for Anderson Consu ent k ulting in the marketing eir division where he worked as a projec manager. n, a ct

Person nnel Plan Year 1 Mr. Ma artin Gibbs - Presiden nt Ms. Ma Stuart - Office Ma ary anager Mr. Nic cholas Cap - Opera put ations Custom service representatives mer e Total P People Total P Payroll Financ Plan cial 0 $36,000 $36,000 0 $36,000 0 Year 2 $36,000 $36,000 $36,000 Ye ar 3 $60, ,000 $60, ,000 $36, ,000 $203, ,000 27 $359, ,000

$101,050 $203,000 0 19 9 27

$209,050 $311,000 0

Our financial plan anticipate two yea of nega n es ars ative profits as we ga in sales vo s olume. ve ed h nt r ses ave ditional We hav budgete enough investmen to cover these loss and ha an add credit line availab if sales do not ma ble atch predic ctions. portant Ass sumptions 7.1 Imp We are assuming approxim e g mately 75% sales on credit and average in % nterest rate of es 10%. T These are c considered to be con d nservative in case our predictio ns are erroneo ous.

Genera Assump al ptions Ye 1 ear Plan M Month Curren Interest R nt Rate Long-te Interes Rate erm st Tax Ra ate Other real financials? Need r We rec commend u using Business Plan Pro as the easiest way to crea automa e w ate atic financia for your own busi als iness plan . Edit thi sample p is plan 7.2 Bre eak-even A Analysis Our bre eak-even a analysis is based on the assum mptions tha our gross margin is at s s approx ximately 10 00%. In oth words, we will hav insignificant direct cost of sa her ve ct ales. Since e each contr ract will be of differen scope, le nt ength, and complexity it is diffic to y, cult assign and avera per uni revenue figure. How age it wever, it is conserva s atively belie eved that du uring the fir three ye rst ears, avera profitab age bility per month per s m segment will be w modera This is because we will be dealing with smaller companie at first th ate. s r es hat have smaller con ntracts. We expect that about th e hree ongoing contrac per mon will cts nth guaran ntee a brea ak-even po oint. 1 10.0 00% 10.0 00% 30.0 00% 0 Year 2 2 10.00% 10.00% 30.00% 0 Ye ar 3 3 10.0 00% 10.0 00% 30.0 00% 0

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Break-even Ana alysis Monthly Revenue Break-ev e ven mptions: Assum Averag Percent Variable Cost ge t C Estima ated Monthly Fixed Cost 7.3 Pro ojected Pro and Los ofit ss The fol llowing tab itemizes our reven ble s nues and associated costs. We expect to be a e o paying higher cos in mark sts keting and advertising than othe compan er nies as we attemp to build s pt sales volum As sho me. own in the table in the Appendix we expe e x, ect monthly profits to begin in December 2003. o D 0% ,234 $27, $27, ,234

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Pro Forma Profit and Loss Year 1 Sales Direct Cost of Sales Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Expenses Payroll Sales and Marketing and Other Expenses Depreciation Rent Utilities Insurance Payroll Taxes Travel Other Total Operating Expenses $18,000 $0 $18,000 $7,200 $13,200 $31,358 $12,000 $18,000 $326,808 ($53,108) $10,000 $0 $18,000 $8,000 $14,000 $46,650 $8,000 $15,000 $430,650 ($13,650) $10,000 $2,500 $18,000 $9,000 $15,000 $53,850 $4,000 $15,000 $486,350 $92,650 $209,050 $311,000 $359,000 $278,000 $0 $4,300 $4,300 $273,700 98.45% Year 2 $423,000 $0 $6,000 $6,000 $417,000 98.58% Year 3 $585,000 $0 $6,000 $6,000 $579,000 98.97%

Profit Before Interest and

Taxes A EBITDA Interes Expense st e Taxes Incurred Net Pr rofit Net Pr rofit/Sales 7.4 Pro ojected Cash Flow The fol llowing is o cash flo chart a nd diagram We do not expect to have an our ow m. n ny short-te cash f erm flow proble ems even t though we will be ope erating at a loss for the first nine months. Our short-term loan will be repaid in two equ paymen in 2004 r m ual nts 4-2005. Our lon ng-term loa will be paid off in t years. an p ten ($5 53,108) $8,183 $0 ($6 61,291) -2 22.05% ($13,650) $9,400 $0 ($23,050) -5.45% $95, ,150 $9, ,100 $25, ,065 $58, ,485 10.0 00%

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Pro Forma Cash Flow Year 1 Cash Received Cash from Operations Cash Sales Cash from Receivables Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interestfree) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending $209,050 $311,000 $359,000 $0 $0 $0 $0 $3,000 $251,550 Year 1 $0 $0 $0 $0 $5,000 $408,208 Year 2 $0 $0 $0 $0 $0 $556,184 Year 3 $0 $20,000 $0 $6,000 $0 $0 $69,500 $159,050 $228,550 $105,750 $291,458 $397,208 $146,250 $409,934 $556,184 Year 2 Year 3

Bill Pay yments Subtot Spent o Operat tal on tions Additio onal Cash S Spent Sales T Tax, VAT, HST/GST Paid Out Princip Repaym pal ment of Current Borrow wing Other L Liabilities P Principal Repaym ment Long-te Liabilit erm ties Princip pal Repaym ment Purcha Other C ase Current As ssets Purcha Long-te Assets ase erm s Dividen nds Subtot Cash S tal Spent Net Ca Flow ash Cash B Balance 7.5 Pro ojected Balance Shee et

$ $121,806 $ $330,856

$135,385 5 $446,385 5

$162, ,552 $521, ,552

$0

$0 0

$0

$0

$0 0

$8, ,000

$0

$0 0

$0

$0 $0 $0 $0 $ $330,856

$0 0 $0 0 $0 0 $0 0 $446,385 5

$4, ,000 $0 $0 $0 $533, ,552 $22, ,632 $22, ,949

( ($79,306) ($38,177) $38,494 $317 7

The fol llowing tab shows the project balance sheet for VSS. ble t ted e r

Pro Fo orma Balance Sheet t Year 1 Assets s Year 2 Ye ar 3

Current Assets Cash Accounts Receivable Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings $11,435 $36,000 $0 $47,435 $55,000 $102,435 $103,000 ($27,700) $11,100 $42,000 $0 $53,100 $55,000 $108,100 $108,000 ($88,991) $13,563 $34,000 $0 $47,563 $51,000 $98,563 $108,000 ($112,041) $25,000 $0 $25,000 $116,444 Year 1 $25,000 $0 $25,000 $104,059 Year 2 $25,000 $2,500 $22,500 $153,007 Year 3 $38,494 $49,450 $3,500 $91,444 $317 $75,242 $3,500 $79,059 $22,949 $104,058 $3,500 $130,507

Earning gs Total C Capital Total L Liabilities and Capit tal Net Wo orth Need r real financials?

($6 61,291) $ $14,009 $1 116,444 $ $14,009

($23,050) ($4,041) $104,059 ($4,041)

$58, ,485 $54, ,444 $153, ,007 $54, ,444

We rec commend u using Business Plan Pro as the easiest way to crea automa e w ate atic financia for your own busi als iness plan . Edit thi sample p is plan 7.6 Bus siness Rat tios We hav included industry standard r ve d ratios from the telema arketing so olicitation service industry to compar with our These ratios are as closely m es y re rs. r a matched to our o industr as mana ry agement co ould find, h however th here are so ome signific cant differe ences, especia in sale growth, financing r ally es f ratios, long g-term asse investme et ents and net n worth. However, our projec ctions indic cate a healt company that wil l be able to thy o obtain and retain long-term profitabilit ty.

Analysis Ratio A Indus stry Year 1 r Sales G Growth Percen of Total Assets nt l Accoun Receivable nts Other C Current As ssets Total C Current Ass sets Long-te Assets erm s 42.47 7% 72.31% 68.01% % % 3.01 % 3.36% % 2.29% % 28.1 12% 44.1 18% 76.2 27% 23.7 73% Year 2 Year 3 Pro ofile 8.7 79%

0.00 % 52.16% 38.30% % %

78.53 3% 75.98% 85.29% % % 21.47 7% 24.02% 14.71% % %

Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets

100.00% 100.00% 100.00% 40.74% 51.03% 31.09% 47.23% 52.85% 33.33% 87.97% 103.88% 64.42% 12.03% -3.88% 35.58%

100.00% 38.61% 13.60% 52.21% 47.79%

100.00% 100.00% 100.00% 98.45% 98.58% 98.97%

100.00% 100.00%

120.50% 104.03% 88.98% 0.00% 0.00% 0.00%

82.68% 1.66%

-19.10%

-3.23% 15.84%

1.37%

1.93 1.93

1.49 1.49

2.74 2.74

1.59 1.22 3.09%

87.97% 103.88% 64.42% -

Pre-tax Return on Net Worth 437.51% 570.43% 153.46% Pre-tax Return on Assets Additional Ratios -52.64% -22.15% 54.61% Year 1 Year 2 Year 3

60.22% 7.76%

Net Profit Margin

-22.05% -

-5.45% 10.00%

n.a

Return on Equity Activity Ratios Accounts Receivable Turnover Collection Days Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab. to Liab. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth

437.51%

0.00% 107.42%

n.a

4.22 56 11.39 28 2.39

4.22 72 12.17 30 4.06

4.22 75 12.17 27 3.82

n.a n.a n.a n.a n.a

7.31 0.46

0.00 0.49

1.81 0.48

n.a n.a

$44,009 $25,959 $82,944 -6.49 -1.45 10.18

n.a n.a

0.42 41% 0.89 19.84

0.25 51% 0.07 0.00

0.26 31% 0.56 10.74

n.a n.a n.a n.a

Divide end Payout

0.0 00

0.0 00

0.00 0

n.a

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Sales F Forecast Mont Mont Mon Mont Mo Mont Mont Mont Mont M n ont Mont Mon Mont nt h1 Sales Medic al call center servic 0 $8,00 $ $8,00 $8,0 $12,0 $1 2,0 $12,0 $12,0 $12 $12,0 $ 0 2,0 $12,0 $12,0 $12,0 0 es Help desk servic 0 es Shortterm $2,50 projec 0 $2,00 $ ts % 0 0 $0 0 $0 $2 2,00 $3,00 $3,00 $6,0 $4,00 $ 00 $7,00 $7,00 $7,00 0 0 0 0 0 0 0 0 0 % $0 $0 $0 0 5,00 $5,00 $8,00 $8,0 $8,00 $ 00 $8,00 $11,0 $11,0 0 $5,00 $5 0 0 0 0 0 0 0 00 0 00 % 0 0 00 0 00 00 00 00 00 0 00 00 00 0 00 h 2 th 3 h4 h5 h6 h7 h8 h 9 h 10 h 11 h 12

Other projec

0 $1,00 $ $1,50 % 0 0 $0 0 $0 $0 $0

$7,00 $5,0 $7,00 $ 00 $5,00 $2,00 $5,00 0 0 0 0 0 0 0

ts Total Sales Direct Cost of Sales Row 1 Other Subto tal Direct Cost of Sales $0 $0 $0 0 $0 $0 $0 $0 $0 $ $0 $0 $0 0 $0 Mont Mont Mon Mont Mo Mont Mont Mont Mont M n ont Mont Mon Mont nt h1 $0 $0 h 2 th 3 $0 $0 $0 0 $0 0 h4 $0 $0 h5 $0 $0 h6 $0 $0 h7 $0 $0 h8 $0 $ $0 $ h 9 h 10 h 11 h 12 $0 $0 $0 $0 $0 0 $0 0 $0 $0 $11,0 $ $12,0 $8,0 $17,0 $1 9,0 $20,0 $30,0 $31,0 $31,0 $ 0 $32,0 $32,0 $35,0 0 00 00 00 0 00 00 00 00 00 0 00 00 00 0 00

real financials? Need r We rec commend u using Business Plan Pro as the easiest way to crea automa e w ate atic financia for your own busi als iness plan . Edit thi sample p is plan

Person nnel Plan Mont Mont Mont Mont Mont Mon Mont Mont Mont Mont Mon Mont M nt nt h1 Mr. Ma artin Gibbs 0 $3 3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $ $ 00 0 00 00 00 00 00 0 00 00 00 00 00 0 00 h2 h3 h4 h5 h6 h7 h8 h 9 h 10 h 11 h 12

Preside % ent Ms. Ma ary

0 $3 3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $ $

Stuart Office Manag ger Mr. Nichola as Caput -

00 0

00

00

00

00

00 0

00

00

00

00

00 0

00

tion 0 $3 3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $3,0 $ $ Operat s Custom mer service e represe ent 0 $5 5,7 $5,7 $5,7 $5,7 $5,7 $7,6 $9,6 $10, $10, $10, $11 $13, $ $ 1, atives Total People e Total Payrol ll % 0 % 9 9 9 9 9 11 1 13 15 15 15 17 19 60 6 60 60 60 60 80 8 00 000 000 000 50 00 470 % 00 0 00 00 00 00 00 0 00 00 00 00 00 0 00

$14, $14, $14, $14, $14, $16, $18, $19, $19, $19, $20 $22, $ $ 0, 76 60 760 760 760 760 68 80 600 000 000 000 50 00 470

Genera Assump al ptions Mont Mo Mont Mont Mo nt Mont Mont Mon Mont M ont M nt Mont Mont Mont h1 Plan Mont h Curre nt Intere st .00 10.00 10.00 10.0 10.00 10.00 10.0 10.00 1 0.00 10.00 10.00 00 1 00 0 10.00 10. % % % % % % % % % % % % 1 2 3 4 5 6 7 8 9 10 11 1 12 h2 h3 h4 h5 h6 h7 h8 h 9 h 10 h 11 h 12 1

Rate Longterm Intere st Rate Tax Rate Othe r 0 0 0 0 0 0 0 0 0 0 0 0 10.00 10. .00 10.00 10.00 10.0 10.00 10.00 10.0 10.00 1 0.00 10.00 10.00 00 1 00 0 % % % % % % % % % % % %

30.00 30. .00 30.00 30.00 30.0 30.00 30.00 30.0 30.00 3 00 3 00 30.00 30.00 30.00 0 % % % % % % % % % % % %

orma Profi and Los it ss Pro Fo on Mon Mo Mon Mon Mont Mont Mon Mont Mo Mon Mon Mon nt M nt ont M h1 h2 h3 h4 h5 h 6 th 7 th 8 th 9 th 10 th t 11 1 th 12

$11, $12,0 $8,00 $17 $19, $2 $30, $31, $31, $32, $32 $35, ,0 $ 7, 20, 2, Sales Direct Cost of f Sales Other Costs of Sale es Total of Cost o Sales $20 $100 $100 $200 $300 $3 $500 $600 $500 $500 $50 $500 00 0 300 $ 0 00 $20 $100 $100 $200 $300 $3 $500 $600 $500 $500 $50 $500 00 0 300 $ 0 00 $0 $ $0 $0 $0 0 $0 $0 $0 $0 0 $0 $0 $0 $ $0 00 0 00 0 0 0 00 0 000 000 000 000 000 000 000 00 000

Gross Margin Gross Margin % Expens es

$10,8 $11,9 $7,90 $16, $18, $19, $29, $30, $30, $31, $31, $34, 00 00 0 800 700 700 500 400 500 500 500 500

98.18 99.17 98.75 98.8 98.4 98.5 98.3 98.0 98.3 98.4 98.4 98.5 % % % 2% 2% 0% 3% 6% 9% 4% 4% 7%

$14,7 $14,7 $14,7 $14, $14, $16, $18, $19, $19, $19, $20, $22, Payroll Sales and Marketi ng and Other Expens es Depreci ation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,50 $1,50 $1,50 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 0 0 0 00 00 00 00 00 00 00 00 00 60 60 60 760 760 680 600 000 000 000 500 470

$1,50 $1,50 $1,50 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 $1,5 Rent Utilities Insuran ce 0 0 0 00 00 00 00 00 00 00 00 00

$600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $1,10 $1,10 $1,10 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 $1,1 0 0 0 00 00 00 00 00 00 00 00 00

Payroll 15 $2,21 $2,21 $2,21 $2,2 $2,2 $2,5 $2,7 $2,8 $2,8 $2,8 $3,0 $3,3 Taxes Travel % 4 4 4 14 14 02 90 50 50 50 75 71

15 $1,00 $1,00 $1,00 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0 $1,0

00 0

00

00

00

00

00 0

00

00 0

00

50 $ 5 1,5 5 ,5 $1,5 $1,50 $1,50 $1,5 $1,5 $1 $1,5 $1,5 $1,5 $1,5 $1, $1,5 Other Total Operat ti ng Expens es Profit Before st Interes and Taxes ($13 ($12, ($16, ($7,3 ($5,4 ($6 3, 3 6,6 374 4) 274) 274) 74 4) 74) 82) $910 8 $1,3 $1,4 $2,4 4 50 50 0 50 $72 25 $1,4 60 $1,4 60 $24, $24,1 $24,1 $24 $24, $2 $28, $29, $29, $29, $30 $33, ,1 $ 4, 26, 0, 74 7 74 74 174 174 382 590 050 050 050 77 041 4 3 0 75 0 0 0 00 0 00 00 00 00 00 0 00 00 0 00

($13 ($12, ($16, ($7,3 ($5,4 ($6 3, 3 6,6 EBITDA A Interes st Expens s e Taxes Incurre e d Net Profit Net S Profit/S ales $0 $ $0 $0 $0 0 $0 $0 $0 374 4) 274) 274) 74 4) 74) 82) $910 8

$1,3 $1,4 $2,4 4 50 50 0 50 $72 25

$59 $592 $592 $592 $633 $6 $717 $758 $758 $758 $75 $758 92 2 675 $ 8 58

$0

$0 0

$0

$0 $

$0

($13 ($12, ($16, ($7,9 ($6,1 ($7 3, 9 7,3 966 6) 866) 866) 66 6) 07) 57) $193 $592 $692 5 $ 2 -

$1,6 ($3 33 92 ) $701 -

126. 107.2 210.8 46.8 32.1 36 0.64 1.91 2.23 5.29 0.1 2.00 .9 2 8 6.7 3 10 6% % 1% 2% 6% % 4% 9% 9 % % % % % %

Pro Forma Cash Flow Mon Mon Mon Mont Mont Mont Mont Mon Mon Mon Mon Mon h1 Cash Receive d Cash from Operatio ns Cash Sales Cash from Receiva bles Subtota l Cash from Operati ons Addition al Cash Receive d 0.0 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,75 $3,27 $10,2 $13,1 $10, $17, $21, $23, $30, $31, $31, $32, 0 5 75 50 975 800 775 000 275 250 275 750 $0 $275 $8,27 $8,90 $6,2 $12, $14, $15, $22, $23, $23, $24, 5 0 25 800 275 250 525 250 275 000 $2,75 $3,00 $2,00 $4,25 $4,7 $5,0 $7,5 $7,7 $7,7 $8,0 $8,0 $8,7 0 0 0 0 50 00 00 50 50 00 00 50 h2 h3 h 4 th 5 th 6 th 7 th 8 th 9 th 10 th 11 th 12

Sales Tax,

VAT, HST/GS T Receive d New Current Borrowi ng New Other Liabilitie s (interest -free) New Longterm Liabilitie s Sales of Other Current Assets Sales of Longterm Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,0 $5,0 $5,0 $5,0 00 00 00 00 $0 $0 $0 $0

New

$1,5 $1,5

Investm ent Receive d Subtota l Cash Receive d

00

00

$2,75 $3,27 $10,2 $13,1 $15, $22, $28, $29, $30, $31, $31, $32, 0 5 75 50 975 800 275 500 275 250 275 750 Mon Mon Mon

Expendi tures Expendit ures from Operatio ns Cash Spendin g Bill Paymen ts Subtota l Spent on Operati ons Addition al Cash

Mont Mont Mont Mont Mon Mon Mon Mon Mon h1 h2 h3 h 4 th 5 th 6 th 7 th 8 th 9

th 10

th 11

th 12

$14,7 $14,7 $14,7 $14,7 $14, $16, $18, $19, $19, $19, $20, $22, 60 60 60 60 760 680 600 000 000 000 500 470

$3,34 $10,2 $10,1 $10,1 $10, $10, $10, $11, $11, $11, $11, $11, 0 02 06 09 210 358 695 213 405 308 316 543

$18,1 $24,9 $24,8 $24,8 $24, $27, $29, $30, $30, $30, $31, $34, 00 62 66 69 970 038 295 213 405 308 816 013

Spent Sales Tax, VAT, HST/GS T Paid Out Principal Repaym ent of Current Borrowi ng Other Liabilitie s Principal Repaym ent Longterm Liabilitie s Principal Repaym ent Purchas e Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Assets s as Purcha e Long gterm Assets s nd Dividen s Subtot ta l Cash Spent Net Cash Flow Cash Balanc ce ($15, ($21, ($14, ($1 ($8,9 ($ 11, $4,2 ($1,0 ($71 ($13 3 35 50) 687) 591) 71 19) 95) 38) 20) 3) 0) $942 ) 54 ($5 ($1,2 1) 1 63) 4,8 $ $18,1 $24,9 $24,8 $24 $24, $27, $29, $30, $30 , $30, $31, $34, 00 62 66 6 970 038 295 213 405 308 81 013 69 5 16 $0 $0 $0 $ $0 $0 $0 $0 $0 $0 0 $0 $0 $ $0 $0 $0 $0 $ $0 $0 $0 $0 $0 $0 0 $0 $0 $ $0

$102, $80,7 $66,1 $54 $45, $41, $40, $39, $39 , $40, $39 $38, 4,4 $ 9, 450 4 62 72 5 457 219 199 486 356 298 75 494 53 6 57

Need r real financials? We rec commend u using Business Plan Pro as the easiest way to crea automa e w ate atic financia for your own busi als iness plan . Edit thi sample p is plan

Pro Fo orma Balance Sheet t Mo Mon Mont Mont Mont Mont Mont Mont Mont Mont Mon Mont on M t M nt th 1 th 2 h Start ing Asset Bala s nces h3 h4 h5 h6 h7 h8 h 9 h 10 h 11 h 12

Curren t Assets $117 $102 $80, $66, $54, $45, $41, $40, $39, $39, $40, $39, $38, Cash Accou nts Receiv able Other Curren t Assets Total Curre nt Asset $121 $114 $101 $84, $76, $75, $73, $80, $87, $88, $90, $90, $91, s Longterm Assets Longterm Assets Accum ulated Depre ciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, 000 000 000 000 000 000 000 000 000 000 000 000 000 ,300 ,200 ,237 372 503 532 494 699 986 581 273 457 444 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 $3,5 00 00 00 00 00 00 00 00 00 00 00 00 00 $0 $8,2 $16, $14, $18, $26, $28, $37, $45, $45, $46, $47, $49, 50 975 700 550 575 775 000 000 725 475 200 450 ,800 ,450 762 172 453 457 219 199 486 356 298 757 494

Total Longterm Asset s Total Asset $146 $139 $126 $109 $101 $100 $98, $105 $112 $113 $115 $115 $116 s Liabili ties and Capita l Curren t Liabiliti es Accou nts Payabl $3,0 $9,8 $9,7 $9,7 $9,8 $10, $10, $10, $11, $10, $10, $11, $11, e Curren t Borrow $16, $16, $16, $16, $16, $21, $26, $31, $36, $36, $36, $36, $36, ing Other Curren t Liabiliti $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 000 000 000 000 000 000 000 000 000 000 000 000 000 00 65 69 69 65 002 321 833 028 931 931 149 435 Mon Mon Mont Mont Mont Mont Mont Mont Mont Mont Mont Mont th 1 th 2 h3 h4 h5 h6 h7 h8 h 9 h 10 h 11 h 12 ,300 ,200 ,237 ,372 ,503 ,532 494 ,699 ,986 ,581 ,273 ,457 ,444 $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, $25, 000 000 000 000 000 000 000 000 000 000 000 000 000

es Subtot al Curre nt Liabili ties Longterm Liabiliti $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, $55, es Total Liabili ties $74, $80, $80, $80, $80, $86, $91, $96, $102 $101 $101 $102 $102 000 865 769 769 865 002 321 833 ,028 ,931 ,931 ,149 ,435 000 000 000 000 000 000 000 000 000 000 000 000 000 $19, $25, $25, $25, $25, $31, $36, $41, $47, $46, $46, $47, $47, 000 865 769 769 865 002 321 833 028 931 931 149 435

Paid-in $100 $100 $100 $100 $100 $100 $100 $101 $103 $103 $103 $103 $103 Capital ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,500 ,000 ,000 ,000 ,000 ,000 Retain ed Earnin ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, ($27, gs Earnin gs Total Capita $72, $58, $45, $28, $20, $14, $7,1 $8,8 $10, $11, $13, $13, $14, l Total Liabili ties 300 334 469 603 637 530 73 66 958 650 341 308 009 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) 700) ($13, ($26, ($43, ($51, ($57, ($65, ($64, ($64, ($63, ($61, ($61, ($61, $0 966) 831) 697) 663) 770) 127) 934) 342) 650) 959) 992) 291)

$146 $139 $126 $109 $101 $100 $98, $105 $112 $113 $115 $115 $116 ,300 ,200 ,237 ,372 ,503 ,532 494 ,699 ,986 ,581 ,273 ,457 ,444

and Capita l Net Worth $72, $58, $45, $28, $20, $14, $7,1 $8,8 $10, $11, $13, $13, $14, 300 334 469 603 637 530 73 66 958 650 341 308 009

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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

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