Benchmark Processes The development stage is that the most basic; this stage constructs the motivation of the group and builds up commonalities inside the group. Predictable with (Kanaga, 2001), there square measure 5 sides of the arrangement of the group: Set a straightforward heading. a commonplace feeling of reason binds together colleagues and gives a setting inside that they will see however the group capacities and the way their own particular commitments play a zone. Fabricate structure bolster. Bunches square measure extra gainful once they square measure ready to work inside an organization that has assets that bolster their endeavors. Create a group structure that engages colleagues. Setting up shared desires, trademark and sorting out assets, and understanding however the group goes concerning doing its work, licenses colleagues to concentrate their endeavors on accomplishing the group's objective. Build up key connections. Building key associations with individuals, distinctive gatherings and associations allows extra practical and powerful stream of assets into and from your group. Screen outer elements. Assembling and breaking down information concerning the more extensive setting important to your group's objectives permits it to make vital changes once conditions warrant. At the point when the foundation of the group, the enhancement of the group must happen. New gatherings and new colleagues a little bit at a time move from addressing everything to confiding in themselves, their companions, and their pioneers. Pioneers figure out how to trust by tuning in, taking after educated what they listen, building up clear lines of specialist, and setting principles. By a long shot the principal essential issue a leader wills to fortify the group is training. Guiding takes a bundle of individuals and molds them into a group though making prepared them to finish their missions. Training occurs all through each of the 3 phases of group building, however is particularly important all through advancement. It's at now that the group is building aggregate capability. Conjointly some type of reward framework that is group toward home bound can serve to move individuals from the group to even now work with proficiency and tackle issues. Prizes will take many structures, acknowledgment, monetary, advancement and festivity. DMAIC creates Standardized Process Using DMAIC tools and techniques can help create standardized processes. DMAIC is a methodology for root cause analysis. DMAIC is used when there is a problem and the cause is unknown. The techniques and tools of define, measure, analyze, improve, and control will help dramatically in creating standardized processes. DMAIC can help everyone use and perform the process in the same manner after defining the problem. It will help create steps and make sure they are documented and explained with descriptions. The required resources will be clearly stated, and the process is completed in a dep ...

1. Benchmark Processes
The development stage is that the most basic; this stage
constructs the motivation of the group and builds up
commonalities inside the group. Predictable with (Kanaga,
2001), there square measure 5 sides of the arrangement of the
group: Set a straightforward heading. a commonplace feeling of
reason binds together colleagues and gives a setting inside that
they will see however the group capacities and the way their
own particular commitments play a zone. Fabricate structure
bolster. Bunches square measure extra gainful once they square
measure ready to work inside an organization that has assets
that bolster their endeavors. Create a group structure that
engages colleagues. Setting up shared desires, trademark and
sorting out assets, and understanding however the group goes
concerning doing its work, licenses colleagues to concentrate
their endeavors on accomplishing the group's objective. Build
up key connections. Building key associations with individuals,
distinctive gatherings and associations allows extra practical
and powerful stream of assets into and from your group. Screen
outer elements. Assembling and breaking down information
concerning the more extensive setting important to your group's
objectives permits it to make vital changes once conditions
warrant. At the point when the foundation of the group, the
enhancement of the group must happen. New gatherings and
new colleagues a little bit at a time move from addressing
everything to confiding in themselves, their companions, and
their pioneers. Pioneers figure out how to trust by tuning in,
taking after educated what they listen, building up clear lines of
specialist, and setting principles. By a long shot the principal
essential issue a leader wills to fortify the group is training.
Guiding takes a bundle of individuals and molds them into a
group though making prepared them to finish their missions.
Training occurs all through each of the 3 phases of group
building, however is particularly important all through

2. advancement. It's at now that the group is building aggregate
capability. Conjointly some type of reward framework that is
group toward home bound can serve to move individuals from
the group to even now work with proficiency and tackle issues.
Prizes will take many structures, acknowledgment, monetary,
advancement and festivity.
DMAIC creates Standardized Process
Using DMAIC tools and techniques can help create
standardized processes. DMAIC is a methodology for root cause
analysis. DMAIC is used when there is a problem and the cause
is unknown. The techniques and tools of define, measure,
analyze, improve, and control will help dramatically in creating
standardized processes. DMAIC can help everyone use and
perform the process in the same manner after defining the
problem. It will help create steps and make sure they are
documented and explained with descriptions. The required
resources will be clearly stated, and the process is completed in
a dependable manner with a persistent cycle time. A process
that is standardized reflects the best practices, it is time-based
and measurable, it will be documented, it can be predictable and
projected, it is deemed necessary by the customer, and it is able
to be improved.
Implementing your process changes
Planning
Without steady thinking of, correction in a company is most
likely going to disintegrate or cause extra issues than edges.
You might want to know particularly what changes can happen
and the way those progressions can happen. For example, in the
event that you are transitioning to a fresh out of the box new
substance administration framework, you'll need to get a handle
on if the new framework is good with the current framework, in
any case you'll move the current information to the new
framework and if there'll be limited access all through the
move. You moreover should dole out parts to individuals WHO
territory unit chargeable for the correction along these lines all
obligations range unit lined. The timetable for the revision is

3. furthermore a key component. You might want to set up for
timeframe or troubles in completing customary work errands
while the correction happens.
Lack of Agreement
On the off chance that you neglect to urge everyone energetic
about the organization changes, you're conceivable to face
hindrances all through the technique. The decision to actualize
changes should return from the most elevated amount of the
association. All administration level laborers need to air board
and prepared to impact the progressions else you may confront
dispute among the specialists. You'll not have everyone on
board ideal from the begin. Demonstrating administrators
however the progressions can affect the corporate and
furthermore the means for actualizing the progressions gets
them on board on the off chance that they toward the begin have
reservations.
Communication
Neglecting to talk with all staff solicitations bits of gossip and
stress into the geographic point, fundamentally on the off
chance that you are confronting significant changes, such as
sparing or a merger. Staff wish to handle what is happening,
regardless of whether it's certain or negative news. The vibe of
instability once administration does not convey upsets work and
makes staff feel as though they are not an area of the decision.
Keep staff refreshed as often as possible concerning the
arrangements and advance toward the revision execution.
Include all staff the most extreme sum as achievable through
meetings or gathering activity sessions to help all through the
outline part.
Employee Resistance
Now and again, staff opposes alteration. They end up plainly
cozy with the strategy the business is run. They capture the
desires and their part among the corporate. Once a noteworthy
correction disturbs their nature, some staff ends up noticeably
agitated. They don't wish to take in their occupations or
alteration the technique they are getting things done. Supporting

4. your staff and giving drilling to any new obligations will
encourage facilitate the move. (Kanaga, K. 2001). Forming an
effective team. Ipswich: Business source complete.
Resolve Resistance to Change
The organization may resolve resistance to change by doing
numerous of things. The organization can start with
communication and implementation plans. The organization
must activate and engage the employees in the change. Solid
change management practices and principles should be applied.
A structured change management approach should be utilized
from the initiation of the project. The senior leaders should be
engaged and ass active sponsors of the change that is taking
place. All support management must be recruited as advocates
of the change. The need for change must be communicated and
answer any concerns or questions the employees may have.
Advise the employees on what is in it for them.
Feedback from my professor blow
Please follow his comment and fix the Pitch, Plan and
Financial
1. And.a 30% market share is a pretty lofty expectation. It may
be doable, but...even 2-5%would be a lot of money.
Lastly, an twenty dollar delivery prices may be high, check the
competitors prices. Plus, you never stated what the company's
percentage of that price is?
2. ‘How can you build a for-profit, IPO intended, business using
volunteers.
Also...I don't understand how it is different from other delivery
services. And, on your Marketing Schedule there's no cost

5. associated with Media.”
3 . This set is not any better than the last one. I suggest you
totally redo your fiancials and resend them to me during edit
submission week. Your fixed operating and start-up expenses
are way too high. You're showing losses "across the board" and
your line of credit is astronomic.
IntroductionFinancial Projection ModelThis spreadsheet walks
you through the process of developing an integrated set of
financial projections.To use this model, simply complete any
information asked for found in the color yellow.Example: Fill
in boxes that look like this- 0A number found in the color green
is optional information that you can complete.Example: Check
these assumptions- 0Otherwise, any information found in black
type is automatically calculated for you.Although the cells that
are calculated are locked (or protected), you can turn off this
protection to modify the sheets.To do this, select "Tools" from
the menu bar at the top of the screen. Then select,
"Protection."Finally, select "Unprotect Sheet" and you will be
able to edit any labels or formulas.Before you begin, we need
some information about your business to best customize your
financial statements.Please enter the name of your business in
the box below:U-DeliverThe first six worksheets in this
workbook are steps you will need to complete. They are
titled:1. Required Start-Up Funds2. Salaries and Wages3.
Fixed Operating Expenses4. Projected Sales Forecast (2
sheets)5. Cash Receipts and DisbursementsThe sixth step titled,
"Beginning Balance Sheet" is for existing businesses only.Begin
by clicking on the tabs belowq
1. Required Start-Up FundsU-Deliver1-Apr-17Required Start-
Up FundsRequired Start-Up
FundsAmountTotalsDepreciationNotesFixed AssetsReal Estate$
450,000Buildings654,30020.00 yearsLeasehold
Improvements325,1007.00 yearsEquipment345,2787.00

6. yearsFurniture and Fixtures123,9805.00
yearsVehicles123,4325.00 yearsOther Fixed
Assets1,500,0005.00 yearsTotal Fixed
Assets3,522,090Operating CapitalPre-Opening Salaries and
Wages60,000Prepaid Insurance Premiums239,000Beginning
Inventory145,000Legal and Accounting Fees432,180Rent
Deposits435,100Utility
Deposits543,200Supplies345,290Advertising and
Promotions345,217Licenses789,054Other Initial Start-Up
Costs45,000Working Capital (Cash On Hand)54,690Total
Operating Capital3,433,731Total Required Funds$
6,955,821Sources of FundingAmountTotalsLoan RateTerm in
MonthsMonthly PaymentsOwner's Cash
Injection2.16%150,000Outside
Investors10.21%710,000Additional Loans or DebtCommercial
Loan74.94%5,212,3819.00%84.00$83,862.41Commercial
Mortgage12.70%883,4409.00%240.00$7,948.54Total Sources of
Funding100.00%$ 6,955,821$91,810.94A line of credit is also
required in the amount of$ 57,435,169
2. Salaries and WagesU-Deliver1-Apr-17Salaries and
WagesSalaries and Related Expenses#AssumptionsWage
BaseMonthlyYear OneYear TwoYear ThreePercent
Change3.00%3.00%Salaries and WagesOwner's
Compensation0$
60,000720,000741,600763,848Salaries035,400424,800437,5444
50,670WagesFull-Time Employees0- 0- 0- 0- 0Estimated Hours
Per Week40.00Estimated Rate Per Hour$ 9.00Part-Time
Employees0- 0- 0- 0- 0Estimated Hours Per
Week20.00Estimated Rate Per Hour$ 9.00Independent
Contractors- 0- 0- 0- 0Total Salaries and
Wages095,4001,144,8001,179,1441,214,518Payroll Taxes and
BenefitsSocial Security6.20%$
102,0005,91570,97873,10775,300Medicare1.45%1,38316,60017
,09817,611Federal Unemployment Tax (FUTA)0.80%$ 7,000-
0- 0- 0- 0State Unemployment Tax (SUTA)2.70%$ 7,000- 0-
0- 0- 0Employee Pension Programs0.00%- 0- 0- 0- 0Worker's

7. Compensation0.00%56,000672,000692,160712,925Employee
Health Insurance0.00%76,890922,680950,360978,871Other
Employee Benefit
Programs0.00%45,378544,536560,872577,698Total Payroll
Taxes and Benefits185,5662,226,7932,293,5972,362,405Total
Salaries and Related
Expenses280,9663,371,5933,472,7413,576,923
3. Fixed Operating ExpensesU-Deliver1-Apr-17Fixed Operating
ExpensesFixed Operating ExpensesMonthlyYear OneYear
TwoYear ThreeNotesPercent
Change3.00%3.00%ExpensesAdvertising$
45,000540,000556,200572,886Car and Truck
Expenses35,000420,000432,600445,578Commissions and
Fees78,900946,800975,2041,004,460Contract
Labor34,000408,000420,240432,847Credit Card and Bank
Charges321,0923,853,1043,968,6974,087,758Customer
Discounts and
Refunds890,78010,689,36011,010,04111,340,342Dues and
Subscriptions567,8906,814,6807,019,1207,229,694Entertainmen
t54,230650,760670,283690,391Insurance (Liability and
Property)67,890814,680839,120864,294Internet459,8705,518,44
05,683,9935,854,513Legal and Professional
Fees234,1202,809,4402,893,7232,980,535Office
Expenses5,42065,04066,99169,001Postage and
Delivery569,8706,838,4407,043,5937,254,901Rent (on business
property)34,210410,520422,836435,521Rent of Vehicles and
Equipment43,276519,312534,891550,938Repairs and
Maintenance6,50078,00080,34082,750Supplies9,870118,440121
,993125,653Telephone and
Communications34,290411,480423,824436,539Travel213,4592,
561,5082,638,3532,717,504Utilities432,7805,193,3605,349,161
5,509,636Total
Expenses4,138,44749,661,36451,151,20552,685,741Other
ExpensesDepreciation39,830477,966477,966477,966InterestCo
mmercial Loan37,199446,390393,862336,406Commercial
Mortgage6,57078,83877,28675,589Line of

8. Credit197,5202,370,240- 0- 0Total Other
Expenses281,1193,373,434949,114889,961Total Fixed
Operating Expenses4,419,56653,034,79852,100,31953,575,702
4. Projected Sales ForecastU-Deliver1-Apr-17Projected Sales
ForecastProducts and ServicesAssumptions %Month
1Month 2Month 3Month 4Month 5Month 6Month 7Month
8Month 9Month 10Month 11Month 12TotalsProduct/Service
APrice Per Unit$ 50.00100.00%Variable Cost Per Unit$
10.0020.00%Gross Margin Per Unit$ 40.0080.00%Projected
Unit SalesSeasonality
Factor6.98%4.65%9.30%11.63%6.98%11.63%6.98%4.65%13.95
%9.30%2.33%11.63%100.00%Year One32453532641543Year
Two Growth10.00%32463632741647Year Three
Growth10.00%42564642751652Fixed Expense
Allocation50.00%Projected Revenue$ 2,150Variable
Costs430Gross Margin1,720Fixed
Expenses26,517,399Profit(26,515,679)-1233287.39%Breakeven
Sales Revenue$ 33,146,748.58Breakeven Sales
Units662,935Product/Service BPrice Per Unit$
90.00100.00%Variable Cost Per Unit$ 20.0022.22%Gross
Margin Per Unit$ 70.0077.78%Projected Unit SalesSeasonality
Factor3.64%7.27%5.45%9.09%14.55%10.91%7.27%5.45%12.73
%16.36%5.45%1.82%100.00%Year One24358643793155Year
Two Growth10.00%243697438103161Year Three
Growth10.00%2546107548114167Fixed Expense
Allocation16.67%Projected Revenue$ 4,950Variable
Costs1,100Gross Margin3,850Fixed
Expenses8,839,133Profit(8,835,283)-178490.56%Breakeven
Sales Revenue$ 11,364,599.51Breakeven Sales Units126,273
5. Projected Sales Forecast (2)U-Deliver1-Apr-17Projected
Sales Forecast - Page 2Products and ServicesAssumptions
%Month 1Month 2Month 3Month 4Month 5Month 6Month
7Month 8Month 9Month 10Month 11Month
12TotalsProduct/Service CPrice Per Unit$
85.00100.00%Variable Cost Per Unit$ 15.0017.65%Gross
Margin Per Unit$ 70.0082.35%Projected Unit SalesSeasonality

9. Factor3.57%5.36%5.36%3.57%12.50%10.71%8.93%10.71%8.93
%10.71%12.50%7.14%100.00%Year One23327656567456Year
Two Growth10.00%23328767678462Year Three
Growth10.00%24428767678568Fixed Expense
Allocation16.67%Projected Revenue$ 4,760Variable
Costs840Gross Margin3,920Fixed
Expenses8,839,133Profit(8,835,213)-185613.72%Breakeven
Sales Revenue$ 10,733,232.87Breakeven Sales
Units126,273Product/Service DPrice Per Unit$
150.00100.00%Variable Cost Per Unit$ 60.0040.00%Gross
Margin Per Unit$ 90.0060.00%Projected Unit SalesSeasonality
Factor3.23%6.45%8.06%6.45%8.06%9.68%11.29%4.84%9.68%
11.29%12.90%8.06%100.00%Year One24545673678562Year
Two Growth10.00%24646783789668Year Three
Growth10.00%256567847810675Fixed Expense
Allocation16.67%Projected Revenue$ 9,300Variable
Costs3,720Gross Margin5,580Fixed
Expenses8,839,133Profit(8,833,553)-94984.44%Breakeven
Sales Revenue$ 14,731,888.26Breakeven Sales Units98,213
6. Cash Receipts-DisbursementsU-Deliver1-Apr-17Cash
Receipts and DisbursementsAccounts Receivable
CollectionsPercent of Collections0 to 30 days100.00%31 to 60
days0.00%More than 60 days0.00%Total Collections
Percentage100.00%Accounts Payable DisbursementsNumber of
Days to Pay Suppliers0 to 30 days100.00%31 to 60
days0.00%More than 60 days0.00%Total Disbursements
Percentage100.00%Line of Credit AssumptionsDesired
Minimum Cash Balance$ 1,000,000.00Line of Credit Interest
Rate9.00%Income Tax AssumptionsEffective Income Tax
Rate0.00%1,063,01488,584Amortization of Start-Up
Expenses15,0001,250Amortization Period in Years3.0089,834
7. Beginning Balance SheetU-DeliverBalance Sheet (For
Existing Businesses Only)12/31/06%AssetsCurrent AssetsCash-
0Accounts Receivable- 0Inventory- 0Prepaid Expenses- 0Other
Current- 0Total Current Assets- 0Fixed AssetsReal Estate-
0Buildings- 0Leasehold Improvements- 0Equipment- 0Furniture

10. and Fixtures- 0Vehicles- 0Other Fixed Assets- 0Total Fixed
Assets- 0Less: Accumulated Depreciation- 0Total Assets-
0Liabilities and Owner's EquityLiabilitiesAccounts Payable-
0Notes Payable- 0Mortgage Payable- 0Line of Credit Balance-
0Total Liabilities- 0Owner's EquityCommon Stock- 0Retained
Earnings- 0Dividends Dispersed- 0Total Owner's Equity- 0Total
Liabilities and Owner's Equity- 0Statement Balances
8. Income StatementU-DeliverProjected Income Statement -
Year OneMonth 1Month 2Month 3Month 4Month 5Month
6Month 7Month 8Month 9Month 10Month 11Month
12TotalsIncomeProduct/Service
A150100200250150250150100300200502502,150Product/Servic
e
B180360270450720540360270630810270904,950Product/Servic
e
C1702552551705955104255104255105953404,760Product/Servi
ce
D3006007506007509001,0504509001,0501,2007509,300Total
Income8001,3151,4751,4702,2152,2001,9851,3302,2552,5702,1
151,43021,160Cost of SalesProduct/Service
A302040503050302060401050430Product/Service
B408060100160120806014018060201,100Product/Service
C30454530105907590759010560840Product/Service
D1202403002403003604201803604204803003,720Total Cost of
Sales2203854454205956206053506357306554306,090Gross
Margin5809301,0301,0501,6201,5801,3809801,6201,8401,4601,
00015,070Salaries and WagesOwner's
Compensation60,00060,00060,00060,00060,00060,00060,00060,
00060,00060,00060,00060,000720,000Salaries35,40035,40035,4
0035,40035,40035,40035,40035,40035,40035,40035,40035,4004
24,800Full-Time Employees- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Part-Time Employees- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Independent Contractors- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Payroll Taxes and
Benefits185,566185,566185,566185,566185,566185,566185,566
185,566185,566185,566185,566185,5662,226,793Total Salary

11. and
Wages280,966280,966280,966280,966280,966280,966280,9662
80,966280,966280,966280,966280,9663,371,593Fixed Business
ExpensesAdvertising45,00045,00045,00045,00045,00045,00045
,00045,00045,00045,00045,00045,000540,000Car and Truck
Expenses35,00035,00035,00035,00035,00035,00035,00035,0003
5,00035,00035,00035,000420,000Commissions and
Fees78,90078,90078,90078,90078,90078,90078,90078,90078,90
078,90078,90078,900946,800Contract
Labor34,00034,00034,00034,00034,00034,00034,00034,00034,0
0034,00034,00034,000408,000Credit Card and Bank
Charges321,092321,092321,092321,092321,092321,092321,092
321,092321,092321,092321,092321,0923,853,104Customer
Discounts and
Refunds890,780890,780890,780890,780890,780890,780890,780
890,780890,780890,780890,780890,78010,689,360Dues and
Subscriptions567,890567,890567,890567,890567,890567,89056
7,890567,890567,890567,890567,890567,8906,814,680Entertain
ment54,23054,23054,23054,23054,23054,23054,23054,23054,23
054,23054,23054,230650,760Insurance (Liability and
Property)67,89067,89067,89067,89067,89067,89067,89067,890
67,89067,89067,89067,890814,680Internet459,870459,870459,8
70459,870459,870459,870459,870459,870459,870459,870459,8
70459,8705,518,440Legal and Professional
Fees234,120234,120234,120234,120234,120234,120234,120234
,120234,120234,120234,120234,1202,809,440Office
Expenses5,4205,4205,4205,4205,4205,4205,4205,4205,4205,42
05,4205,42065,040Postage and
Delivery569,870569,870569,870569,870569,870569,870569,870
569,870569,870569,870569,870569,8706,838,440Rent (on
business
property)34,21034,21034,21034,21034,21034,21034,21034,210
34,21034,21034,21034,210410,520Rent of Vehicles and
Equipment43,27643,27643,27643,27643,27643,27643,27643,27
643,27643,27643,27643,276519,312Repairs and
Maintenance6,5006,5006,5006,5006,5006,5006,5006,5006,5006,

12. 5006,5006,50078,000Supplies9,8709,8709,8709,8709,8709,8709
,8709,8709,8709,8709,8709,870118,440Telephone and
Communications34,29034,29034,29034,29034,29034,29034,290
34,29034,29034,29034,29034,290411,480Travel213,459213,459
213,459213,459213,459213,459213,459213,459213,459213,459
213,459213,4592,561,508Utilities432,780432,780432,780432,7
80432,780432,780432,780432,780432,780432,780432,780432,7
805,193,360Total Fixed Business
Expenses4,138,4474,138,4474,138,4474,138,4474,138,4474,138
,4474,138,4474,138,4474,138,4474,138,4474,138,4474,138,447
49,661,364Other ExpensesAmortized Start-up
Expenses89,83489,83489,83489,83489,83489,83489,83489,8348
9,83489,83489,83489,8341,078,014Depreciation39,83039,83039
,83039,83039,83039,83039,83039,83039,83039,83039,83039,83
0477,966InterestCommercial
Loan39,09338,75738,41938,07837,73537,38937,04036,68936,3
3535,97935,62035,258446,390Commercial
Mortgage6,6266,6166,6066,5966,5866,5756,5656,5556,5446,53
46,5236,51278,838Line of Credit-
040,92075,054109,443144,090178,993214,158249,588285,2863
21,248357,478393,9822,370,240Taxes- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0- 0- 0- 0Total Other
Expenses175,384215,958249,743283,782318,075352,622387,42
8422,496457,831493,426529,286565,4174,451,447Net
Income(4,594,217)(4,634,441)(4,668,126)(4,702,145)(4,735,869
)(4,770,455)(4,805,461)(4,840,929)(4,875,624)(4,910,999)(4,94
7,239)(4,983,830)(57,469,335)(4,504,382)(4,544,606)(4,578,29
2)(4,612,310)(4,646,034)(4,680,621)(4,715,627)(4,751,095)(4,7
85,789)(4,821,164)(4,857,404)(4,893,996)(4,504,382)(9,048,98
8)(13,627,280)(18,239,591)(22,885,625)(27,566,246)(32,281,87
2)(37,032,967)(41,818,757)(46,639,921)(51,497,325)(56,391,32
1)
9. Cash Flow StatementU-DeliverProjected Cash Flow
Statement - Year OneMonth 1Month 2Month 3Month 4Month
5Month 6Month 7Month 8Month 9Month 10Month 11Month
12TotalsBeginning Cash

13. Balance54,6901,000,0001,000,0001,000,0001,000,0001,000,000
1,000,0001,000,0001,000,0001,000,0001,000,0001,000,000Cash
InflowsIncome from
Sales8001,3151,4751,4702,2152,2001,9851,3302,2552,5702,115
1,43021,160Accounts Receivable- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0- 0Total Cash
Inflows8001,3151,4751,4702,2152,2001,9851,3302,2552,5702,1
151,43021,160Cash OutflowsInvesting ActivitiesNew Capital
Purchases- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Inventory
Purchases- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Cost of
Sales2203854454205956206053506357306554306,090Operating
ActivitiesSalaries and
Wages280,966280,966280,966280,966280,966280,966280,9662
80,966280,966280,966280,966280,9663,371,593Fixed Business
Expenses4,138,4474,138,4474,138,4474,138,4474,138,4474,138
,4474,138,4474,138,4474,138,4474,138,4474,138,4474,138,447
49,661,364Taxes- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Financing
Activities- 0Loan
Payments91,81191,81191,81191,81191,81191,81191,81191,811
91,81191,81191,81191,8111,101,731Line of Credit Interest-
040,92075,054109,443144,090178,993214,158249,588285,2863
21,248357,478393,9822,370,240Line of Credit Repayments- 0-
0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Dividends Paid- 0- 0- 0- 0- 0- 0-
0- 0- 0- 0- 0- 0- 0Total Cash
Outflows4,511,4444,552,5294,586,7234,621,0874,655,9094,690
,8374,725,9874,761,1624,797,1464,833,2024,869,3574,905,636
56,511,019Cash
Flow(4,510,644)(4,551,214)(4,585,248)(4,619,617)(4,653,694)(
4,688,637)(4,724,002)(4,759,832)(4,794,891)(4,830,632)(4,867,
242)(4,904,206)(56,489,859)Operating Cash
Balance(4,455,954)(3,551,214)(3,585,248)(3,619,617)(3,653,69
4)(3,688,637)(3,724,002)(3,759,832)(3,794,891)(3,830,632)(3,8
67,242)(3,904,206)Line of Credit
Drawdowns5,455,9544,551,2144,585,2484,619,6174,653,6944,6
88,6374,724,0024,759,8324,794,8914,830,6324,867,2424,904,2
0657,435,169Ending Cash

14. Balance1,000,0001,000,0001,000,0001,000,0001,000,0001,000,
0001,000,0001,000,0001,000,0001,000,0001,000,0001,000,000L
ine of Credit
Balance5,455,95410,007,16814,592,41619,212,03323,865,7272
8,554,36433,278,36638,038,19842,833,08847,663,72052,530,96
257,435,169
10. Balance SheetU-DeliverBalance Sheet - Year OneBase
PeriodEnd of Year OneAssetsCurrent
AssetsCash54,6901,000,000Accounts Receivable- 0-
0Inventory145,000145,000Prepaid
Expenses3,189,0412,126,027Other Current45,00030,000Total
Current Assets3,433,7313,301,027Fixed AssetsReal
Estate450,000450,000Buildings654,300654,300Leasehold
Improvements325,100325,100Equipment345,278345,278Furnitu
re and Fixtures123,980123,980Vehicles123,432123,432Other
Fixed Assets1,500,0001,500,000Total Fixed
Assets3,522,0903,522,090Less: Accumulated Depreciation-
0477,966Total Assets6,955,8216,345,151Liabilities and Owner's
EquityLiabilitiesAccounts Payable- 0- 0Notes
Payable5,212,3814,652,422Mortgage
Payable883,440866,896Line of Credit Balance-
057,435,169Total Liabilities6,095,82162,954,486Owner's
EquityCommon Stock860,000860,000Retained Earnings-
0(57,469,335)Dividends Dispersed- 0- 0Total Owner's
Equity860,000(56,609,335)Total Liabilities and Owner's
Equity6,955,8216,345,151Statement BalancesStatement
Balances
11. Year End SummaryU-DeliverYear End SummaryYear
One%Year Two%Year Three%IncomeProduct/Service
A2,1502,3652,602Product/Service
B4,9505,4455,990Product/Service
C4,7605,2365,760Product/Service D9,30010,23011,253Total
Income21,160100.00%23,276100.00%25,604100.00%Cost of
SalesProduct/Service A430473520Product/Service
B1,1001,2101,331Product/Service
C8409241,016Product/Service D3,7204,0924,501Total Cost of

15. Sales6,09028.78%6,69928.78%7,36928.78%Gross
Margin15,07071.22%16,57771.22%18,23571.22%Salaries and
WagesOwner's
Compensation720,000741,600763,848Salaries424,800437,54445
0,670Full-Time Employees- 0- 0- 0Part-Time Employees- 0- 0-
0Independent Contractors- 0- 0- 0Payroll Taxes and
Benefits2,226,7932,293,5972,362,405Total Salary and
Wages3,371,59315933.81%3,472,74114919.84%3,576,92313970
.39%Fixed Business
ExpensesAdvertising540,000556,200572,886Car and Truck
Expenses420,000432,600445,578Commissions and
Fees946,800975,2041,004,460Contract
Labor408,000420,240432,847Credit Card and Bank
Charges3,853,1043,968,6974,087,758Customer Discounts and
Refunds10,689,36011,010,04111,340,342Dues and
Subscriptions6,814,6807,019,1207,229,694Entertainment650,76
0670,283690,391Insurance (Liability and
Property)814,680839,120864,294Internet5,518,4405,683,9935,8
54,513Legal and Professional
Fees2,809,4402,893,7232,980,535Office
Expenses65,04066,99169,001Postage and
Delivery6,838,4407,043,5937,254,901Rent (on business
property)410,520422,836435,521Rent of Vehicles and
Equipment519,312534,891550,938Repairs and
Maintenance78,00080,34082,750Supplies118,440121,993125,65
3Telephone and
Communications411,480423,824436,539Travel2,561,5082,638,3
532,717,504Utilities5,193,3605,349,1615,509,636Total Fixed
Business
Expenses49,661,364234694.54%51,151,205219759.43%52,685,
741205774.74%Other ExpensesAmortized Start-up
Expenses1,078,0141,078,0141,078,014Depreciation477,966477,
966477,966InterestCommercial
Loan446,390393,862336,406Commercial
Mortgage78,83877,28675,589Line of
Credit2,370,2407,744,31513,765,936Taxes- 0- 0- 0Total Other

16. Expenses4,451,44721037.09%9,771,44241980.76%15,733,9106
1451.94%Net Income(57,469,335)-271594.21%(64,378,811)-
276588.81%(71,978,340)-281125.86%
12. Income Statement (2)U-DeliverProjected Income Statement
- Year TwoMonth 1Month 2Month 3Month 4Month 5Month
6Month 7Month 8Month 9Month 10Month 11Month
12TotalsIncomeProduct/Service
A165110220275165275165110330220552752,365Product/Servic
e
B198396297495792594396297693891297995,445Product/Servic
e
C1872812811876555614685614685616553745,236Product/Servi
ce
D3306608256608259901,1554959901,1551,32082510,230Total
Income8801,4471,6231,6172,4372,4202,1841,4632,4812,8272,3
271,57323,276Cost of SalesProduct/Service
A332244553355332266441155473Product/Service
B448866110176132886615419866221,210Product/Service
C33505033116998399839911666924Product/Service
D1322643302643303964621983964625283304,092Total Cost of
Sales2424244904626556826663856998037214736,699Gross
Margin6381,0231,1331,1551,7821,7381,5181,0781,7822,0241,6
061,10016,577Salaries and WagesOwner's
Compensation61,80061,80061,80061,80061,80061,80061,80061,
80061,80061,80061,80061,800741,600Salaries36,46236,46236,4
6236,46236,46236,46236,46236,46236,46236,46236,46236,4624
37,544Full-Time Employees- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Part-Time Employees- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Independent Contractors- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Payroll Taxes and
Benefits191,133191,133191,133191,133191,133191,133191,133
191,133191,133191,133191,133191,1332,293,597Total Salary
and
Wages289,395289,395289,395289,395289,395289,395289,3952
89,395289,395289,395289,395289,3953,472,741Fixed Business
ExpensesAdvertising46,35046,35046,35046,35046,35046,35046

17. ,35046,35046,35046,35046,35046,350556,200Car and Truck
Expenses36,05036,05036,05036,05036,05036,05036,05036,0503
6,05036,05036,05036,050432,600Commissions and
Fees81,26781,26781,26781,26781,26781,26781,26781,26781,26
781,26781,26781,267975,204Contract
Labor35,02035,02035,02035,02035,02035,02035,02035,02035,0
2035,02035,02035,020420,240Credit Card and Bank
Charges330,725330,725330,725330,725330,725330,725330,725
330,725330,725330,725330,725330,7253,968,697Customer
Discounts and
Refunds917,503917,503917,503917,503917,503917,503917,503
917,503917,503917,503917,503917,50311,010,041Dues and
Subscriptions584,927584,927584,927584,927584,927584,92758
4,927584,927584,927584,927584,927584,9277,019,120Entertain
ment55,85755,85755,85755,85755,85755,85755,85755,85755,85
755,85755,85755,857670,283Insurance (Liability and
Property)69,92769,92769,92769,92769,92769,92769,92769,927
69,92769,92769,92769,927839,120Internet473,666473,666473,6
66473,666473,666473,666473,666473,666473,666473,666473,6
66473,6665,683,993Legal and Professional
Fees241,144241,144241,144241,144241,144241,144241,144241
,144241,144241,144241,144241,1442,893,723Office
Expenses5,5835,5835,5835,5835,5835,5835,5835,5835,5835,58
35,5835,58366,991Postage and
Delivery586,966586,966586,966586,966586,966586,966586,966
586,966586,966586,966586,966586,9667,043,593Rent (on
business
property)35,23635,23635,23635,23635,23635,23635,23635,236
35,23635,23635,23635,236422,836Rent of Vehicles and
Equipment44,57444,57444,57444,57444,57444,57444,57444,57
444,57444,57444,57444,574534,891Repairs and
Maintenance6,6956,6956,6956,6956,6956,6956,6956,6956,6956,
6956,6956,69580,340Supplies10,16610,16610,16610,16610,166
10,16610,16610,16610,16610,16610,16610,166121,993Telephon
e and
Communications35,31935,31935,31935,31935,31935,31935,319

18. 35,31935,31935,31935,31935,319423,824Travel219,863219,863
219,863219,863219,863219,863219,863219,863219,863219,863
219,863219,8632,638,353Utilities445,763445,763445,763445,7
63445,763445,763445,763445,763445,763445,763445,763445,7
635,349,161Total Fixed Business
Expenses4,262,6004,262,6004,262,6004,262,6004,262,6004,262
,6004,262,6004,262,6004,262,6004,262,6004,262,6004,262,600
51,151,205Other ExpensesAmortized Start-up
Expenses89,83489,83489,83489,83489,83489,83489,83489,8348
9,83489,83489,83489,8341,078,014Depreciation39,83039,83039
,83039,83039,83039,83039,83039,83039,83039,83039,83039,83
0477,966InterestCommercial
Loan34,89334,52634,15633,78333,40733,02932,64832,26431,8
7731,48731,09430,698393,862Commercial
Mortgage6,5026,4916,4806,4696,4586,4476,4356,4246,4136,40
16,3896,37877,286Line of
Credit430,764468,818507,155545,779584,692623,893663,38770
3,180743,274783,664824,355865,3547,744,315Taxes- 0- 0- 0-
0- 0- 0- 0- 0- 0- 0- 0- 0- 0Total Other
Expenses601,824639,500677,456715,696754,222793,033832,13
5871,533911,228951,217991,5031,032,0959,771,442Net
Income(5,153,181)(5,190,472)(5,228,319)(5,266,536)(5,304,436
)(5,343,291)(5,382,613)(5,422,450)(5,461,442)(5,501,188)(5,54
1,893)(5,582,990)(64,378,811)(5,063,347)(5,100,638)(5,138,48
4)(5,176,702)(5,214,601)(5,253,456)(5,292,778)(5,332,616)(5,3
71,607)(5,411,354)(5,452,058)(5,493,156)(5,063,347)(10,163,9
85)(15,302,469)(20,479,171)(25,693,772)(30,947,228)(36,240,0
07)(41,572,622)(46,944,230)(52,355,584)(57,807,642)(63,300,7
98)
13. Cash Flow Statement (2)U-DeliverProjected Cash Flow
Statement - Year TwoMonth 1Month 2Month 3Month 4Month
5Month 6Month 7Month 8Month 9Month 10Month 11Month
12TotalsBeginning Cash
Balance1,000,0001,000,0001,000,0001,000,0001,000,0001,000,
0001,000,0001,000,0001,000,0001,000,0001,000,0001,000,000C
ash InflowsIncome from

19. Sales8801,4471,6231,6172,4372,4202,1841,4632,4812,8272,327
1,57323,276Accounts Receivable- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0- 0Total Cash
Inflows8801,4471,6231,6172,4372,4202,1841,4632,4812,8272,3
271,57323,276Cash OutflowsInvesting ActivitiesNew Capital
Purchases- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Inventory
Purchases- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Cost of
Sales2424244904626556826663856998037214736,699Operating
ActivitiesSalaries and
Wages289,395289,395289,395289,395289,395289,395289,3952
89,395289,395289,395289,395289,3953,472,741Fixed Business
Expenses4,262,6004,262,6004,262,6004,262,6004,262,6004,262
,6004,262,6004,262,6004,262,6004,262,6004,262,6004,262,600
51,151,205Taxes- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Financing
Activities- 0Loan
Payments91,81191,81191,81191,81191,81191,81191,81191,811
91,81191,81191,81191,8111,101,731Line of Credit
Interest430,764468,818507,155545,779584,692623,893663,387
703,180743,274783,664824,355865,3547,744,315Line of Credit
Repayments- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Dividends Paid-
0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Total Cash
Outflows5,074,8125,113,0485,151,4515,190,0475,229,1535,268
,3815,307,8595,347,3715,387,7795,428,2735,468,8825,509,633
63,476,691Cash
Flow(5,073,932)(5,111,602)(5,149,829)(5,188,430)(5,226,717)(
5,265,961)(5,305,676)(5,345,908)(5,385,299)(5,425,446)(5,466,
555)(5,508,060)(63,453,415)Operating Cash
Balance(4,073,932)(4,111,602)(4,149,829)(4,188,430)(4,226,71
7)(4,265,961)(4,305,676)(4,345,908)(4,385,299)(4,425,446)(4,4
66,555)(4,508,060)Line of Credit
Drawdowns5,073,9325,111,6025,149,8295,188,4305,226,7175,2
65,9615,305,6765,345,9085,385,2995,425,4465,466,5555,508,0
6063,453,415Ending Cash
Balance1,000,0001,000,0001,000,0001,000,0001,000,0001,000,
0001,000,0001,000,0001,000,0001,000,0001,000,0001,000,000L
ine of Credit

20. Balance62,509,10167,620,70272,770,53177,958,96283,185,678
88,451,63993,757,31599,103,223104,488,522109,913,968115,3
80,523120,888,584
14. Balance Sheet (2)U-DeliverBalance Sheet - Year TwoEnd of
Year OneEnd of Year TwoAssetsCurrent
AssetsCash1,000,0001,000,000Accounts Receivable- 0-
0Inventory145,000145,000Prepaid
Expenses2,126,0271,063,014Other Current30,00015,000Total
Current Assets3,301,0272,223,014Fixed AssetsReal
Estate450,000450,000Buildings654,300654,300Leasehold
Improvements325,100325,100Equipment345,278345,278Furnitu
re and Fixtures123,980123,980Vehicles123,432123,432Other
Fixed Assets1,500,0001,500,000Total Fixed
Assets3,522,0903,522,090Less: Accumulated
Depreciation477,966955,931Total
Assets6,345,1514,789,172Liabilities and Owner's
EquityLiabilitiesAccounts Payable- 0- 0Notes
Payable4,652,4224,039,935Mortgage
Payable866,896848,799Line of Credit
Balance57,435,169120,888,584Total
Liabilities62,954,486125,777,318Owner's EquityCommon
Stock860,000860,000Retained
Earnings(57,469,335)(121,848,146)Dividends Dispersed- 0-
0Total Owner's Equity(56,609,335)(120,988,146)Total
Liabilities and Owner's Equity6,345,1514,789,172Statement
BalancesStatement Balances
15. Income Statement (3)U-DeliverProjected Income Statement
- Year ThreeMonth 1Month 2Month 3Month 4Month 5Month
6Month 7Month 8Month 9Month 10Month 11Month
12TotalsIncomeProduct/Service
A182121242303182303182121363242613032,602Product/Servic
e
B2184363275458716534363277629803271095,990Product/Servi
ce
C2063093092067206175146175146177204115,760Product/Servi
ce

21. D3637269087269081,0891,2715451,0891,2711,45290811,253To
tal
Income9681,5911,7851,7792,6802,6622,4021,6092,7293,1102,5
591,73025,604Cost of SalesProduct/Service
A362448613661362473481261520Product/Service
B489773121194145977316921873241,331Product/Service
C365454361271099110991109127731,016Product/Service
D1452903632903634365082184365085813634,501Total Cost of
Sales2664665385087207507324247688837935207,369Gross
Margin7021,1251,2461,2711,9601,9121,6701,1861,9602,2261,7
671,21018,235Salaries and WagesOwner's
Compensation63,65463,65463,65463,65463,65463,65463,65463,
65463,65463,65463,65463,654763,848Salaries37,55637,55637,5
5637,55637,55637,55637,55637,55637,55637,55637,55637,5564
50,670Full-Time Employees- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Part-Time Employees- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Independent Contractors- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Payroll Taxes and
Benefits196,867196,867196,867196,867196,867196,867196,867
196,867196,867196,867196,867196,8672,362,405Total Salary
and
Wages298,077298,077298,077298,077298,077298,077298,0772
98,077298,077298,077298,077298,0773,576,923Fixed Business
ExpensesAdvertising47,74147,74147,74147,74147,74147,74147
,74147,74147,74147,74147,74147,741572,886Car and Truck
Expenses37,13237,13237,13237,13237,13237,13237,13237,1323
7,13237,13237,13237,132445,578Commissions and
Fees83,70583,70583,70583,70583,70583,70583,70583,70583,70
583,70583,70583,7051,004,460Contract
Labor36,07136,07136,07136,07136,07136,07136,07136,07136,0
7136,07136,07136,071432,847Credit Card and Bank
Charges340,647340,647340,647340,647340,647340,647340,647
340,647340,647340,647340,647340,6474,087,758Customer
Discounts and
Refunds945,029945,029945,029945,029945,029945,029945,029
945,029945,029945,029945,029945,02911,340,342Dues and

22. Subscriptions602,475602,475602,475602,475602,475602,47560
2,475602,475602,475602,475602,475602,4757,229,694Entertain
ment57,53357,53357,53357,53357,53357,53357,53357,53357,53
357,53357,53357,533690,391Insurance (Liability and
Property)72,02572,02572,02572,02572,02572,02572,02572,025
72,02572,02572,02572,025864,294Internet487,876487,876487,8
76487,876487,876487,876487,876487,876487,876487,876487,8
76487,8765,854,513Legal and Professional
Fees248,378248,378248,378248,378248,378248,378248,378248
,378248,378248,378248,378248,3782,980,535Office
Expenses5,7505,7505,7505,7505,7505,7505,7505,7505,7505,75
05,7505,75069,001Postage and
Delivery604,575604,575604,575604,575604,575604,575604,575
604,575604,575604,575604,575604,5757,254,901Rent (on
business
property)36,29336,29336,29336,29336,29336,29336,29336,293
36,29336,29336,29336,293435,521Rent of Vehicles and
Equipment45,91245,91245,91245,91245,91245,91245,91245,91
245,91245,91245,91245,912550,938Repairs and
Maintenance6,8966,8966,8966,8966,8966,8966,8966,8966,8966,
8966,8966,89682,750Supplies10,47110,47110,47110,47110,471
10,47110,47110,47110,47110,47110,47110,471125,653Telephon
e and
Communications36,37836,37836,37836,37836,37836,37836,378
36,37836,37836,37836,37836,378436,539Travel226,459226,459
226,459226,459226,459226,459226,459226,459226,459226,459
226,459226,4592,717,504Utilities459,136459,136459,136459,1
36459,136459,136459,136459,136459,136459,136459,136459,1
365,509,636Total Fixed Business
Expenses4,390,4784,390,4784,390,4784,390,4784,390,4784,390
,4784,390,4784,390,4784,390,4784,390,4784,390,4784,390,478
52,685,741Other ExpensesAmortized Start-up
Expenses89,83489,83489,83489,83489,83489,83489,83489,8348
9,83489,83489,83489,8341,078,014Depreciation39,83039,83039
,83039,83039,83039,83039,83039,83039,83039,83039,83039,83
0477,966InterestCommercial

23. Loan30,30029,89829,49329,08528,67428,26127,84427,42327,0
0026,57426,14425,711336,406Commercial
Mortgage6,3666,3546,3426,3306,3186,3066,2936,2816,2696,25
66,2436,23075,589Line of
Credit906,664949,312992,2761,035,5611,079,1711,123,1031,16
7,3651,211,9601,256,8941,302,1591,347,7611,393,70913,765,9
36Taxes- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Total Other
Expenses1,072,9951,115,2291,157,7761,200,6421,243,8291,287
,3341,331,1671,375,3301,419,8271,464,6531,509,8131,555,315
15,733,910Net
Income(5,760,848)(5,802,659)(5,845,085)(5,887,927)(5,930,424
)(5,973,978)(6,018,052)(6,062,699)(6,106,423)(6,150,982)(6,19
6,602)(6,242,660)(71,978,340)(5,671,014)(5,712,824)(5,755,25
1)(5,798,092)(5,840,589)(5,884,144)(5,928,218)(5,972,865)(6,0
16,588)(6,061,148)(6,106,767)(6,152,826)(5,671,014)(11,383,8
38)(17,139,089)(22,937,181)(28,777,771)(34,661,914)(40,590,1
32)(46,562,997)(52,579,585)(58,640,733)(64,747,500)(70,900,3
26)
16. Cash Flow Statement (3)U-DeliverProjected Cash Flow
Statement - Year ThreeMonth 1Month 2Month 3Month 4Month
5Month 6Month 7Month 8Month 9Month 10Month 11Month
12TotalsBeginning Cash
Balance1,000,0001,000,0001,000,0001,000,0001,000,0001,000,
0001,000,0001,000,0001,000,0001,000,0001,000,0001,000,000C
ash InflowsIncome from
Sales9681,5911,7851,7792,6802,6622,4021,6092,7293,1102,559
1,73025,604Accounts Receivable- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0- 0Total Cash
Inflows9681,5911,7851,7792,6802,6622,4021,6092,7293,1102,5
591,73025,604Cash OutflowsInvesting ActivitiesNew Capital
Purchases- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Inventory
Purchases- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Cost of
Sales2664665385087207507324247688837935207,369Operating
ActivitiesSalaries and
Wages298,077298,077298,077298,077298,077298,077298,0772
98,077298,077298,077298,077298,0773,576,923Fixed Business

24. Expenses4,390,4784,390,4784,390,4784,390,4784,390,4784,390
,4784,390,4784,390,4784,390,4784,390,4784,390,4784,390,478
52,685,741Taxes- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Financing
Activities- 0Loan
Payments91,81191,81191,81191,81191,81191,81191,81191,811
91,81191,81191,81191,8111,101,731Line of Credit
Interest906,664949,312992,2761,035,5611,079,1711,123,1031,1
67,3651,211,9601,256,8941,302,1591,347,7611,393,70913,765,
936Line of Credit Repayments- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0-
0Dividends Paid- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0- 0Total Cash
Outflows5,687,2975,730,1445,773,1815,816,4365,860,2585,904
,2205,948,4635,992,7506,038,0296,083,4086,128,9206,174,595
71,137,700Cash
Flow(5,686,329)(5,728,553)(5,771,396)(5,814,657)(5,857,577)(
5,901,558)(5,946,061)(5,991,141)(6,035,300)(6,080,299)(6,126,
361)(6,172,865)(71,112,097)Operating Cash
Balance(4,686,329)(4,728,553)(4,771,396)(4,814,657)(4,857,57
7)(4,901,558)(4,946,061)(4,991,141)(5,035,300)(5,080,299)(5,1
26,361)(5,172,865)Line of Credit
Drawdowns5,686,3295,728,5535,771,3965,814,6575,857,5775,9
01,5585,946,0615,991,1416,035,3006,080,2996,126,3616,172,8
6571,112,097Ending Cash
Balance1,000,0001,000,0001,000,0001,000,0001,000,0001,000,
0001,000,0001,000,0001,000,0001,000,0001,000,0001,000,000L
ine of Credit
Balance126,574,913132,303,465138,074,861143,889,519149,74
7,096155,648,654161,594,715167,585,856173,621,156179,701,
455185,827,815192,000,680
17. Balance Sheet (3)U-DeliverBalance Sheet - Year ThreeEnd
of Year TwoEnd of Year ThreeAssetsCurrent
AssetsCash1,000,0001,000,000Accounts Receivable- 0-
0Inventory145,000145,000Prepaid Expenses1,063,014(0)Other
Current15,000- 0Total Current Assets2,223,0141,145,000Fixed
AssetsReal
Estate450,000450,000Buildings654,300654,300Leasehold
Improvements325,100325,100Equipment345,278345,278Furnitu

25. re and Fixtures123,980123,980Vehicles123,432123,432Other
Fixed Assets1,500,0001,500,000Total Fixed
Assets3,522,0903,522,090Less: Accumulated
Depreciation955,9311,433,897Total
Assets4,789,1723,233,192Liabilities and Owner's
EquityLiabilitiesAccounts Payable- 0- 0Notes
Payable4,039,9353,369,992Mortgage
Payable848,799829,006Line of Credit
Balance120,888,584192,000,680Total
Liabilities125,777,318196,199,679Owner's EquityCommon
Stock860,000860,000Retained
Earnings(121,848,146)(193,826,486)Dividends Dispersed- 0-
0Total Owner's Equity(120,988,146)(192,966,486)Total
Liabilities and Owner's Equity4,789,1723,233,192Statement
BalancesStatement Balances
18. Financial RatiosU-DeliverFinancial RatiosRatioYear
OneYear TwoYear ThreeLiquidityCurrent Ratio0.05
Jack Hess: An indication of a company's ability to meet short-
term debt obligations.0.020.01Quick Ratio0.02
Jack Hess: The ratio between all assets quickly convertible into
cash and current liabilities. Measures a company's liquidity.
Also called acid-test ratio.0.010.01SafetyDebt to Equity
Ratio(1.11)
Jack Hess: This ratio expresses the relationship between capital
contributed by creditors and that contributed by
owners.(1.04)(1.02)Debt to Coverage Ratio(0.91)
Jack Hess: This ratio indicates how well your cash flow covers
debt and the capability of the business to take on additional
debt.(0.51)(0.36)ProfitabilitySales Growth - 0
Jack Hess: This ratio calculates the percentage of increase (or
decrease) in sales between the current year and the previous

26. year.0.100.10COGS to Sales0.29
Jack Hess: The percentage of sales used to pay for the COGS
(expenses which directly vary with sales) is expressed in this
ratio.0.290.29Gross Profit Margin0.71
Jack Hess: This ratio indicates how much profit is earned on
your products without consideration of indirect costs, selling
and administration costs.0.710.71SG&A to Sales2,506.28
Jack Hess: This ratio measures the percentage of selling,
general and administrative costs to your amount of
sales.2,346.792,197.45Net Profit Margin(2,715.94)
Jack Hess: Net profit margin shows how much profit comes
from every dollar of sales.(2,765.89)(2,811.26)Return on
Equity1.02
Jack Hess: Return on equity determines the rate of return on
your investment in the business. As an owner or shareholder
this is one of the most important ratios as it shows the hard fact
about the business - are you making enough of a profit to
compensate you for the risk of being in
business?0.530.37Return on Assets(9.06)
Jack Hess: This ratio measures how effectively assets are used
to generate a return.(13.44)(22.26)Owner's Compensation to
Sales34.03
Jack Hess: This ratio measures the owner's compensation as a
percentage of sales.31.8629.83EfficiencyDays in Receivables- 0
Jack Hess: Days in receivable calculates the average number of
days it takes to collect your account receivable (number of days
of sales in receivables).- 0- 0Accounts Receivable Turnover- 0

27. Jack Hess: This ratio tells you the number of times accounts
receivable turnover during the year.- 0- 0Days in
Inventory8,571.43
Jack Hess: This ratio shows the average number of days it will
take to sell your inventory.7,792.217,083.83Inventory
Turnover0.04
Jack Hess: This ratio calculates the number of times inventory
is turned over (or sold) during the year.0.050.05Sales to Total
Assets0.00
Jack Hess: This ratio indicates how efficiently your business
generates sales on every dollar of assets.
Jack Hess: An indication of a company's ability to meet short-
term debt obligations.
Jack Hess: The ratio between all assets quickly convertible into
cash and current liabilities. Measures a company's liquidity.
Also called acid-test ratio.
Jack Hess: This ratio expresses the relationship between capital
contributed by creditors and that contributed by owners.
Jack Hess: This ratio indicates how well your cash flow covers
debt and the capability of the business to take on additional
debt.
Jack Hess: This ratio calculates the percentage of increase (or
decrease) in sales between the current year and the previous
year.
Jack Hess: The percentage of sales used to pay for the COGS
(expenses which directly vary with sales) is expressed in this
ratio.

28. Jack Hess: This ratio indicates how much profit is earned on
your products without consideration of indirect costs, selling
and administration costs.
Jack Hess: This ratio measures the percentage of selling,
general and administrative costs to your amount of sales.
Jack Hess: Net profit margin shows how much profit comes
from every dollar of sales.
Jack Hess: Return on equity determines the rate of return on
your investment in the business. As an owner or shareholder
this is one of the most important ratios as it shows the hard fact
about the business - are you making enough of a profit to
compensate you for the risk of being in business?
Jack Hess: This ratio measures how effectively assets are used
to generate a return.
Jack Hess: This ratio measures the owner's compensation as a
percentage of sales.
Jack Hess: Days in receivable calculates the average number of
days it takes to collect your account receivable (number of days
of sales in receivables).
Jack Hess: This ratio tells you the number of times accounts
receivable turnover during the year.
Jack Hess: This ratio shows the average number of days it will
take to sell your inventory.
Jack Hess: This ratio calculates the number of times inventory
is turned over (or sold) during the year.0.000.01
19. Breakeven AnalysisU-DeliverBreakeven AnalysisBreakeven

29. AnalysisDollarsPercentAnnual Sales Revenue$
21,160100.00%Cost of Sales6,09028.78%Gross
Margin15,07071.22%Salaries and Wages3,371,593Fixed
Operating Expenses53,034,798Total Fixed Business
Expenses56,406,391Breakeven Sales
Calculation56,406,39171.22%Breakeven Sales in Dollars$
79,201,011
20. Amoritization ScheduleU-DeliverAmortization
ScheduleLoan TypeAssumptionsMonth 1Month 2Month 3Month
4Month 5Month 6Month 7Month 8Month 9Month 10Month
11Month 12TotalsCommercial LoanPrincipal Amount$
5,212,381Interest Rate9.00%Loan Term in Months84.00Monthly
Payment Amount$83,862.41Year
OneInterest39,09338,75738,41938,07837,73537,38937,04036,68
936,33535,97935,62035,258446,390Principal44,77045,10545,44
445,78446,12846,47446,82247,17347,52747,88448,24348,60555
9,959Loan
Balance5,167,6115,122,5065,077,0635,031,2784,985,1504,938,
6764,891,8544,844,6814,797,1534,749,2704,701,0274,652,422
Year
TwoInterest34,89334,52634,15633,78333,40733,02932,64832,2
6431,87731,48731,09430,698393,862Principal48,96949,33749,7
0750,07950,45550,83351,21551,59951,98652,37652,76853,1646
12,487Loan
Balance4,603,4534,554,1164,504,4104,454,3304,403,8754,353,
0424,301,8284,250,2294,198,2434,145,8684,093,0994,039,935
Year
ThreeInterest30,30029,89829,49329,08528,67428,26127,84427,
42327,00026,57426,14425,711336,406Principal53,56353,96554,
36954,77755,18855,60256,01956,43956,86257,28957,71858,151
669,943Loan
Balance3,986,3723,932,4073,878,0383,823,2613,768,0733,712,
4713,656,4523,600,0133,543,1513,485,8623,428,1443,369,992C
ommercial MortgagePrincipal Amount$ 883,440.00Interest
Rate9.00%Loan Term in Months240.00Monthly Payment
Amount$7,948.54Year

30. OneInterest6,6266,6166,6066,5966,5866,5756,5656,5556,5446,
5346,5236,51278,838Principal1,3231,3331,3431,3531,3631,373
1,3831,3941,4041,4151,4251,43616,544Loan
Balance882,117880,785879,442878,089876,726875,353873,970
872,576871,172869,757868,332866,896Year
TwoInterest6,5026,4916,4806,4696,4586,4476,4356,4246,4136,
4016,3896,37877,286Principal1,4471,4581,4691,4801,4911,502
1,5131,5251,5361,5471,5591,57118,096Loan
Balance865,449863,991862,523861,043859,552858,050856,537
855,013853,477851,929850,370848,799Year
ThreeInterest6,3666,3546,3426,3306,3186,3066,2936,2816,2696
,2566,2436,23075,589Principal1,5831,5941,6061,6181,6311,643
1,6551,6681,6801,6931,7051,71819,794Loan
Balance847,217845,623844,016842,398840,767839,124837,469
835,802834,122832,429830,724829,006
21. Financial DiagnosticsU-DeliverFinancial DiagnosticsThis
sheet performs a few tests on your numbers to see if they seem
within certain reasonable ranges.Remember, no computer can
tell whether your projections are truly well-constructed, only a
human can do that.But these tests can at least look for values
that are critically out of range.Financial
DiagnosticsValueFindingsGeneral Financing
AssumptionsOwner's Cash Injection into the
Business2.16%Owner's injection might be too low in relation to
the amount of money neededCash Request as percent of Total
Required Funds0.79%Cash request seems reasonable with
respect to total requestLoan AssumptionsCommercial Loan
Interest rate9.00%Interest rate seems reasonableCommercial
Loan Term in Months84Loan term seems within range for this
type of loanCommercial Mortgage Interest rate9.00%Interest
rate seems reasonableCommercial Mortgage Term in
Months240.00Loan term seems within range for this type of
loanLoan Payments as a Percent of Projected
Sales433.89%Calculated loan payments as a percent of sales
seem resonableIncome StatementGross Margin as a Percent of
Sales71.22%Gross margin percentage seems reasonableOwner's

31. Compensation Lower Limit Check$ 720,000An owner's
compensation amount has been establishedOwner's
Compensation Upper Limit Check-1.25%Owner's compensation
seems reasonableAdvertising Expense Levels as a Percent of
Sales2551.98%Advertising as a percent of sales seems
reasonableProfitability Levels$ (57,469,335)The business is
not showing a profitProfitability as a Percent of Sales-
271594.21%The projection does not seem highly
unreasonableCash Flow StatementDesired Operating cash Flow
Levels$ 57,435,169The financial projection does not provide
the desired level of cash flowLine of Credit Drawdowns$
57,435,169The business will need at least this level of a line of
creditAccounts Receivable Ratio to Sales0.00%Accounts
receivable amount as a percent of sales seems
reasonableBalance SheetDoes the Base Period Balance Sheet
Balance?- 0The balance sheet does balanceDoes the Final
Balance Sheet Balance- 0The balance sheet does balanceDebt to
Equity Ratio-111.21%The debt to equity ratio seems
reasonableBreakeven AnalysisBreakeven Levels$
(79,179,851)The sales projection is less than the break-even
amount
The industry
The industry in which we are operating is the parcel delivery
and courier services industry
Globally the industry is growing and expanding as there need to
deliver packages worldwide is growing with inventions that are
allowing global shopping on e-commerce platforms.
U-Deliver
U-Deliver is a service and a platform that allows people to
leverage the power of communities in a network
We take advantage of double coincidence of wants between
people want to make an extra income by delivering parcels on

32. line of transit
Unlike other business models that insist on profit and
efficiency, the business model of U-Deliver takes advantage of
communities and promises convenience and trust, this is a
highly differentiated model of business with a firsts movers
advantage and being unique that many other competitors would
not be willing to try
Courier services market
The need for courier and parcel delivery services is on the rise
today globally as e-commerce and online shopping continues to
be more mainstream
There is need to deliver parcels globally today in all countries
with a special demand and growth rates rise in China and the
USA
Most major companies that sell go0ods online includes some
sort of solution for shipping as a part of back store processing
and this is a logistic headache
U-Deliver can take advantage of this loophole and emerging
market and leverage it as a market
Customer base
The parcel delivery industry can derive business across all
demographics as anyone at any age can send and receive a
parcel
Young people between the ages of 24 to 40 however do form the
majority of persons who seem to have a very active online
shopping activity which generates a majority of the packages
being delivered and form the largest share of customers
Target market strategy

33. The idea of community and trust has to permeate above all
things, people have to perceive and have a feeling of ownership
and belonging is important
The offer price is smaller and includes a paltry $20 for every
customer
Advaretising on Facebook and Google is necessary to get the
right customers
Market and sales approach
We intend to offer highly tailored services to mega e-commerce
giants like e-Bay and amazon
Sales promotions like coupons and discount will be necessary to
secure repeated buying from first time customers
Online advertising via popular online communities like
Snapchat and Facebook
Target market description
My target market is online shoppers between the ages of 24 to
40 years.
This group is known for a high frequency online shopping and
need packages delivered around three to four packages every
week and form around 70 percent of all populations in urban
centers
We intend to get around 80 percent of our annual revenue
projection raised by this group
Market strategy
U-Deliver, your community wide and trusted courier and parcel
services service provider
Affordable and convenient, basic services starting at $20 within
your city. Just match your package with our thousands of
delivery volunteers on your transit network.
Find more by visiting our websiter and downloading our app

34. free from the Playstore and Appstore
Competitive value curve
Competitive analysis
U-Deliver is providing a community wide delivery that creates
trust and convenience and speed
DHL is a global competitor that promises global reach
UPS on the other hand promises reliability
Fed-Ex guarantees quality to its customers
U-Deliver will be able to win trust of clustered communities
and will be more convenient and we expect that it will in time
become the trusted and chosen partner on courier and delivery
setvices
Marketing scheduleMEDIAANNUAL COSTFACEBOOKBased
on per click and viewGOOGLEAdsense revenues and per click
location
There will be a physical location address to house operational
and management staff that will be the registered company
address
The business model will be distributed and customers will be
distributed al over the cities but the U-Deliver app will help
connect volunteers with clients
Legal structure comparison
The company will be based and formed as a Limited liability
company, this means that state filling is required and members
will raise capital in an IPO

35. An articles of association and incorporation will spell out rules
and policies in which the company will be operated and the how
the management will be chosen
The legal structureownersharesPercentage of
ownershipfounder150,00015%Co-founder140,00014%Public
shareholders710,00071%
Risk management
Indemnity insurance to get legal liability protection
Property insurance
Life insurance products for health and lost income protection
Core scores
The number of volunteers to act as transit operators is important
as a core measure
The number of packages to be delivered daily
The amount of cash to be raised in the first IPO will indicate
the level of confidence and the likelihood of success for the
business in line with its long term expansion plan
Required startup fundsItem amountPremises hiring
$2,000,000Regulations and compliance / lawyers
fee$1,000,000insurance$1,000,000Marketing $1,000,000
Capital strategyAmount required#founder150,000Co-
founder140,000IPO investors710,000

36. the pitch.rtfd/TXT.rtf
Business Plan: For U-deliver company
Qian Chen
Friday, 3 February, 2017
The Idea
• The idea for U-deliver came about after realizing the potential
of the sharing economy to revolutionize delivery by harnessing
the power of a wide network of people
• U-deliver is an application where people sign up to deliver
packages for others in exchange for a small fee; for instance
someone needing a package delivered can send a request on U-
deliver and an available person will take the package and
deliver it
• U deliver will improve the speed of delivery, make life more
convenient and provide employment
The Business Model
• The purpose of the business is to create value by bridging
customers and people willing to deliver goods

37. • U-deliver offers a versatile platform that harnesses people’s
spare time and goodwill into a valuable service
• The idea makes money by taking a small cut when clients pay
the people delivering goods
• The company will deliver the idea to the customer by
emphasizing convenience and price as compared to rivals
The Customer
• We envision the average U-deliver customer as a middle class
American who is in urgent need of delivery services
• The customer appreciates the wide network of U-deliver
agents whom the customer can tap into to get a package
delivered in minutes
• U deliver has the highest potential in high population density
cities such as New York
The Competition
• One of the main competitors in America is Fed-Ex; Fed ex is a
large distributor that sells quality to customers
• Another main competitor is UPS; this company sells reliability
to customers
• DHL is also a key competitor that sells customers on its wide

38. global reach
• Unlike its competitors, U-deliver sells convenience and speed
to customers; these are attributes that customers will value more
The Message
• The core message that U-deliver is that of community, trust
and convenience
• U-Deliver builds on the strengths of community to allow
people to help each other complete essential tasks
• By providing a platform where people lend their resources, U-
deliver facilitates a stronger community where people enrich
each other's lives
The sales Approach
• U deliver understands that those who could extract the most
value from our services reside in high density residential areas
such as cities
• The company will present its message to urban dwellers
through targeted advertisements on Facebook and google
• The company will also pay for a prominent presence on
platforms frequently visited by urban middle class dwellers
such as Snapchat and Reddit

39. The Inner workings
• The core component of U-deliver is an application which
people can use to request delivery services or sign up to become
a delivery agent
• The app will use geolocation features to bring together clients
and agents in the same area.
• The app will process all payments and take a small cut when
clients pay delivery people
The management team
The top management team at U-deliver consists of the chief
operations officer, chief financial officer, and chief executive
officer
The chief operations officer oversees all the operations
including app development and payment system
The chief financial officer oversees all the finances of the
company
● The chief executive officer handles outreach, marketing
and investor relations
The company will also harness the expertise of consultants who
have experience working in similar businesses, consultants will
be an essential part of the management team
Other professionals that will assist in running the business
include Application developers, Programmers, Accountants,
Human resource managers and lawyers

40. The Money Forecast • U deliver needs $6 million to get
started
● 2 million for hiring premises, developers and setting up a
viable application and processing system
● 1 Million for regulation compliance and hiring lawyers ● 1
million for marketing
• The company expects to net over fifty thousand deliveries in
the first year this translates to over one million in revenue
based on a delivery charge of $20 per customer
• The company projects it will have $1 million left over in the
first year after deducting costs and adding revenue
The Next Steps
90 DAY PLAN
February 20th, hire premises equipment and developers
March 31st, build and test a working application
April 10th, start advertising and outreach to customers
April 12th, start accepting requests to be U-deliver agents and
processing payments
May 2nd, Seek additional funding from investors
2-3 year plan
• One of the things the company would like to achieve in the

41. next 2 -3 years is having a 30% percent market share of the
delivery business
• The company would also like to issue an IPO to raise money
in the next three years