Previous Assignments for referenceBusiness_plan_financials.xlsx.docx

Previous Assignments for
reference/Business_plan_financials.xlsx
Sheet1Business Plan Financials
ITEMQUANTITYCOSTPERSONNEL1Full-time Project
Coordinator Including on-costs. $52,500EDUCATION &
TRAININGGP workshops4 @ $450$1,800Practice staff
workshops Seminar for Marketing and Sales Person
professionals2 @ $ 600$1,200Practice sales & marketing
workshops 1 @ $1,000$1,0002 @ $550$1,100PROJECT
RESOURCESReferral resource600 @ $1 per cardDesign and
printing of cards x 500 Production of CD Roms x 50 ‘Guide on
Depression in the Elderly’ leafletDesign and printing of leaflet
x 10,00050 @ $5 per CD$600Invitation to Sales and Marketing
professionals Seminar Design and printing of invitation x
500$500Additional pamphlets. Design and printing of posters x
200$250Video Editing and production of video x 100 10,000 @
35 cents per leaflet$3,500 500 @ 50 cents per
invitation$250$2,000$2,000$600$2,000$5,000200 @ $3 per
poster100 @ $500PROMOTIONAdvertising 10 weeks of press
advertising in 3 local papers 6 weeks of radio advertising on 3
local stations Media relationsBulk promotional rates may be
availablea) Program launch – costs include venue, catering, AV,
ancillary speakers costs, media packs etc. Costs estimated for
40-70 attendees. b). On-going Social Media campaign$ 3,
000$3,000$400MBC AWARENESS WEEKDisplays
Coordination of volunteers10 volunteers @ $30 each$300Skits
in Community Centers 10 volunteers @ 55
each550VOLUNTEER NETWORKMost of the costs will be
incurred by sponsor. $6,000$6,000EVALUATIONFormative,
process, impact and outcome evaluations Approx. 10% of total
costsADMINISTRATIONOffice space and associated overheads
(lighting, power etc)Offered by the agencyStationery,
photocopying and printingMailing, telephone and faxTravel4,

5004500Documentation of Program Audit
costs5,5005,500400400700700Offered by the
AgencyTOTAL$93,250
reference/Mari_B_Company_Ass_1.docx
Mari Beverage Company 1
Running Head: MARI BEVERAGE COMPANY
Student Name
Business 599
Professor Name
July 19, 2015
Strayer University
Abstract
This paper will address the following:
1. Create your revised NAB company name and explain its
significance.
2. Develop your revised company’s Mission Statement and
provide a rationale for its components.
3. Describe the trends in the non-alcoholic beverage industry,

especially the specific type of beverage category you have
chosen. Justify at least three (3) reasons why you have chosen
this type of non-alcoholic beverage.
4. Choose one (1) strategic position from the course text (pp.
142–143) that you believe is the best strategic position for your
company. Explain the approach you will use to implement this
strategic position in order to distinguish your beverage from
other non-alcoholic beverages.
5. Provide an overview of your company’s distribution
channels. Explain the manner in which your product will reach
end users. Provide a rationale for your chosen method.
6. Outline at least three (3) types of risks (including any
regulatory risks) that your business faces. Describe your
company’s plan to mitigate such risk.
7. Develop a SWOT analysis for your NAB company using the
SWOT matrix worksheet in the course text (p. 153 | SWOT:
Strengths / Weaknesses / Opportunities / Threats)
Mari Beverage Company
MARI Beverage Company Inc. is a New York City based
company providing energy-boosting, healthy, non-alcoholic
beverages to all major college campuses nationwide.
Mission Statement
“To provide first-class and affordable non-alcoholic beverage
products.”
The rationale for this mission statement is that there is wide-
spread belief that non-alcoholic beverage industry presents

substantial health risks associated with consuming these
products, and that the monies collected for products like these
are, in effect, a waste for consumers since they believe that
there is no real benefit to consuming items such as these. The
industry is constantly under attack from major competitors such
as Pepsi and Coca-Cola.
Market Trends
The non-alcoholic beverage market attracts high competition
from companies such as Coca-Cola and Pepsi Cola which
already command a big chunk of the market. As of 2013, the
market share (based on volumes) was projected as shown in the
figure below.
Figure: Non-Alcoholic Beverage Market Share Based on
Volumes
Source: Beverage Digestive (2015)
The market share demonstrates that competition is stiff with the
big companies already commanding significant shares of the
market. The mission of Mari Beverage Company is to assist the
public in maintaining healthy lifestyles. MBC wants to motivate
students to feel and look fit and make rights consumer decisions
concerning what put into their bodies. MVB wants to start with
smoothies and juices and eventually expand to teas and coffees.
Falling Demand

Falling demand is a key challenge to the industry. The trend in
demand for the beverages for the last four years ending in 2013
is captured below:
Figure: Trends in the Demand for Non-Alcoholic Beverages
Source: Beverage Digestive (2015)
The chart is a clear indicator that the non-alcoholic beverage
industry has been on the decline.
Strategic Position
One strategic position for Mari Beverage Company to use is to
focus on negotiating with suppliers and buy in bulk. This
strategy will enable it to reduce its operation costs, remain
competitive, and focus more on its marketing efforts. Other
companies are following this type of position, particularly the
big companies, which are already enjoying economies of scale
and can easily elbow the other junior players out of the market
(McGuigan, 2014).
Distribution Channels
The company will purchase its own trucks; therefore eliminating
trucking costs associated with the distribution of its product. It
will keep everything “in house” which will save money, create
jobs, and keep costs low. It will have pre-selected major cities
to distribute too with warehouse location facilities it will rent to
store its products. Mari Beverage Company will rent
warehouses within each respective city with exclusive leases
that are “Rent-to-Own.” By doing this the company will
eventually own the warehouses it is storing its product in.

Potential Risks Facing the Business
There are three major risks facing the business and the industry
as a whole. First, there is the risk that the local or federal
government would impose heavier restrictions of non-alcoholic
beverage production in response to the foregoing concerns about
obesity and sugar-related health complications. To tackle this,
the company will negotiate with suppliers to keep prices low, so
that what is lost in taxes will be recovered or moderated in
other cost-cutting avenues. Secondly, there is the risk that the
junior companies can be predated on by the old established ones
through price wars. This will be tackled by making our product
unique so that we win consumer loyalty. Marketing will be a
priority for MBC. The third risk is that the economy would
experience inflation such that the costs of inputs become too
expensive to bear. This will be addressed by entering into
forward contracts with suppliers so that the supply prices
remain stable across the forward contract period.
SWOT Analysis of Mari Beverage Company
Threats:
· Declining Industrial Sales Volume: Non-alcoholic beverages
in the industry have experienced immense decline in turn-over
the past few years. This is a direct result of the increased health
awareness efforts by competing companies and governmental
agencies concerning the side effects of consuming sugar and
other the ingredients used in manufacturing of non-alcoholic

beverages.
· The falling demand, according to Beverage Digest, was 3% in
2013 in the United States alone after eight consecutive
declining years. Other declines include those of 2012 and 2011
at 1.2% and 1% respectively (Beverage Digestive, 2015).
· The soda tax: Mexico, one of the leading non-alcoholic
beverage product destinations, has introduced a 10% tax on
products that are sugary so as to reduce their consumption in the
face of growing concerns of the number of people becoming
obese. The probability is high that other countries will soon
follow suit and this may narrow the market expansiveness.
Opportunities:
· Consumer preferences shift is an opportunity for the company
to extend its scope by venturing into still beverages. The
projection is that the market for the non-alcoholic, ready-to-
drink beverages will grow at 5% for the period 2014-17 with a
bigger proportion of this market share coming from the
emerging economies (Beverage Digestive, 2015).
· Increasing consumer disposable income: the consumer
expenditure growth in the United States over the years is an
indicator that the consumer will be allocating an increased
amount of his disposable income on non-alcoholic beverages.
Strengths:
· Strategic location: MBC is head-quartered within New York
City where the demand for beverages is high given the activities
in the city.
Colleges, universities, hospitals, churches, schools and
conference meetings provide a plus for the company in terms of
reaching out to its customers. This strategic location will enable
the company to test-market its products and marketing efforts
(Beverage Digestive, 2015).

· High margins: the non-alcoholic beverage industry commands
one of the biggest profit margins. Currently the margin stands at
an average of 23-34%. This makes breaking even easy and
chances off losses are rare.
Weaknesses:
· Big Market: The company has a huge market segment to cover.
What is popular in New York City may not be popular in Dallas.
Market segmentation reports will have to be broken down to
regions of the country. Additionally, being that the business is
going nationwide, this increases over-all risks concerning
failure in markets and rising costs. (Beverage Digestive, 2015).
References
Beverage Digestive. (2015). Trends in the US Beverage
Industry. "Beverage Production". Manufacturingdrinks.com.
2010-06-07. Retrieved 2013-05-21. , Retrieved on: 8/17/2015
from http://marketrealist.com/2014/11/growth-sluggish-non-
alcoholic-beverage-industry/.
B Beverage Corproation. (2015). Investor Information.
Retrieved on 8/17/2015 from
http://www.manta.com/c/mmy336s/B-beverage-corporation.
McGuigan, J. R. (2014). Managerial economics: Applications,
Strategies and Tactics (13th Ed.). Stamford, CT: Cengage
Learning.
Coca-Cola Pepsi-Cola Dr Peper Snapple Group Cott
Corporation National Beverage Other
0.43000000000000038 0.28000000000000008 0.17
4.0000000000000042E-2 3.0000000000000016E-2
5.0000000000000031E-2 Eight-Ounce Servings Per person

728 713 700 675
reference/Mari_Beverage_Company_Assignment_2_Modified.d
ocx
Mari Beverage Company Marketing Plan 1
Running Head: MARI BEVERAGE COMPANY MARKETING
PLAN
Student Name
Business 599
Professor Name
August 06, 2015
Strayer University
Abstract
This paper will define your company’s target market and
analyze the types of consumers who will be drinking my
beverage in demographic terms (i.e., age, education level,
income, gender, ethnic group, etc.). It will support my analysis
with actual data on the size of the demographic groups in your
local community It will outline the demographic information for

my company specified on the worksheet in the course text.
Moreover, it will assess my company’s market competition. It
will use the factors listed in the course text graphic to assess
your company’s market competition. It will defend my strategy
to successfully compete against market leaders in my segment,
and it will defend my plan to differentiate myself from the
competition using the information detailed on the worksheet in
the text. Additionally, it will clarify my company’s message.
Lastly, the paper will identify the marketing vehicles I plan to
use to build my company’s brand. It will justify key reasons
why they will be effective, and it will provide examples of other
non-alcoholic beverage companies that use these tactics
effectively.
Marketing Plan
Mari Beverage Company Inc. is located in New York City. Its
goal is to provide nutritious energy boosting non-alcoholic
beverages to all major college campuses within the United
States.
Target Market
MBC has narrowed down its target market to college students
studying in major universities within the United States. MBS
has decided to use the list provided by Forbes to specifically
target major universities (Forbes, 2015). This population as
depicted by the target areas will comprise of an equal number of

female as well as male students who come from diversified
geographical locations, backgrounds, and ethnic groups. Having
specified the major colleges, MBC will select a target age from
seventeen years to approximately thirty five years of age.
According to Grube (2009), these age limits are the most
appropriate ones targeted within major college universities.
The gender issues are estimated to be equal; however, the
number of male students may exceed their counterparts due to
different studies that continuously cite the number of male
students enrolled nationwide exceeds that of females. It is
important to note that the drinks will be entirely differentiated
to cater for each gender group’s choices as well as preferences.
Demographics Chart:
The above demographics chart can be used by MBC to further
breakdown its target market.
Gender Chart:
The above chart clearly breaks down the gender differential that
can be used by MBC to specifically target its market at major
college universities.
Moreover, many students tend to entirely rely on their parents
for funding during the college years, second jobs, or student

loans, so they may hardly experience issues of low purchasing
power. Sales are expected to hike during the opening sessions
and be lower at the end of each semester as the students
targeted tend to run out of funding. The level of education may
also influence the rate and frequency of consumption too.
Students in medical fields, as well as those who are highly
educated in other fields, are suspected to take lower numbers of
beverages such as soft drinks and energy drinks. Students fitting
this criteria tend to believe various health findings that assert
the notion that non-alcoholic drinks have associated negative
health effects. It will be MBC’s marketing policy to assert the
positive effects of drinking beverages such as ours. MBS will
assert an aggressive campaign highlighting the benefits of
consuming out product to our target market.
Assessment of the MBC’s Market Competition
Ideally, each and every business venture must face
competition. The non-alcoholic beverage market is indeed a
particularly crowded market field characterized with stiff
competition by not only the big players in the market but also
the threat of new entries. MBC expects to face a number of
challenges that will all amount to stiff completion.
The most important step to take will be to deal with the
depicted challenges effectively.
The threat of the Existing Big Players in the Market
MBC is seeking to invest in the beverage market, a market that
is highly competitive and highly controlled by the stiff
competition and rivalry exhibited between Coca-Cola and the

Pepsi for example. Conversely, the entry of Red Bull doubled
the competition and didn’t make anything easier for MBC. It is
intimidating to compete against major market players such as
these. Nevertheless, as the new kid on the block, Mari Beverage
Company has devised some techniques that will adequately
compete with these major players. The evidence would point to
the fact that the campuses and tertiary levels of education
present a good niche market to target. Methods such as reducing
prices, improving quality, enhancing quantity, and using
guerilla marketing tactics will be key to winning over this
market. MBC can out-price the competition while marketing the
benefits of the product verses drinking a Coke or Pepsi for
example.
Mari Beverage Company will have an involving role of ensuring
that it equips all its financial resources in the best strategies
possible to sustain itself during the pressure exerted by the
entry of new firms and existing companies.
Differentiation Strategies
According to the CQI (2011), market differentiation is an
imperative strategy in ensuring that a given business firm
achieves its objectives as well as remaining sustainable after its
market entry. Mari Beverage Company intends to imply a
plethora of fundamental strategies to ensure appropriate
differentiation in ensuring that the company outplays the
existing beverage market economic controllers. Basically, the
MBC will devise new product pricing strategies that will be
slightly lower compared to the existing players such as Red
Bull, Coca-Cola and Pepsi (Czinkota & Ronkainen, 2013). The
company will also launch storage warehouses in every
individual university to ensure that its products are readily and

easily accessible. The company will use different bottles and
packaging sizes to offset the effects associated with non-
biodegradability nature of those companies already existing in
the market place.
MBC Marketing Message
According to Paul (2013), it is important to choose the correct
message that appropriately summarizes the entire objective of
the marketing plan and aligns the activities with the company
mission. The main message channeled to the entire public in
regard to MBC will be proving first-class and affordable non-
alcoholic beverage products. Despite the main target market of
the beverage company being the tertiary levels of college
students, MBC will aim at ensuring that the marketing message
is well prevailed and disseminated to the market to increase the
target audience and realize the envisioned profit potential of the
company. This message will be integral and imperative in
ensuring that there is effective campaign against the
misconceptions that non-alcoholic beverage industry has
negative health effects.
The Marketing Vehicle
To effectively compensate for the disadvantages and challenges
that accrue from using a single marketing promotion, Mari
Beverage Company will use several methods to ascertain that
the marketing process is successful and achieves its goals.
These methods including advertisement, sales promotion, as
well as publicity, will be carried out simultaneously through
integration of various departments within MBC (Doole & Lowe,
2012). Both online methods and physical advertisement by the
use of a tracking system will be used.
Alternatively, Hana, Al-Deen, and Hendricks (2013) suggest
that managers can use social media as an effective product
marketing tool. Mari Beverage Company will create official
YouTube links, Facebook platforms and organizational emails

to promote the entry of the beverage company to as many
students as possible. The benefits and advantages of using
social networking sites for marketing products vary from one
site to another Sethi and Adhikari (2010). Nonetheless, social
networking media platforms such as Facebook helps business
firms to reach many customers as well as enhancing
productivity by relaying information and feedback among
different groups of employees as well customers. Online
marketing eases the processing buying as people can easily
purchase goods and pay through online services. Coca-Cola,
Pepsi and Red Bull provide the best examples of beverage firms
that use such strategies. Nonetheless, the promotion will go
down over different media such as television and radio
programs.
Conclusion
Ideally, Mari Beverage Company has an integral role to play in
ensuring that it enters the beverage market and succeeds to
sustain the stiff competition predicted by not only the major
market controllers but also the pressure exerted by the
government and other legal entities. Firms coming into the
market as new ventures must take their time to conduct
sufficient and in-depth market research before taking such an
imperative stage. Additionally, identification of a strongly
founded and entirely evidence-based marketing plan is integral
in ensuring that there is adequate achievement of the set goals.
Lastly, MBC should always operate with a philosophy of
minimizing costs and maximizing the output by realization of
super-normal profits as well as revenue.

References
Chattered Quality Institute (CQI). (November, 2011). Model of
Sustainable Organization.
Sustainable organizations are enduringly successful, yet not all
successful organizations will
endure or are sustainable: How sustainable is your
organization? The MoSO Co-operative
Retrieved from:
http://www.thecqi.org/Documents/community/Special-Interest-
Groups/Deming/MoSO%20brochure.pdf
Czinkota, M. R., & Ronkainen, I. A. (2013). International
marketing. Mason, OH, South
Western Cengage Learning.
Doole, I. & Lowe, R.(2012). International Marketing Strategy.
London: Cengage Learning.
Hana, S. Noor Al-Deen, & John Allen Hendricks. (2013). Social
Media and Strategic
Communications. Palgrave Macmillan, Basingstoke, GB.
http://www.euromonitor.com/medialibrary/PDF/Coca-Cola-
Co_SWOT_Analysis.pdf
Isdell, E. N., & Beasley, D. (2012). Inside Coca-Cola: a CEO's
life story of building the world's most popular brand. New
York, St. Martin’s Griffin
Sethi, A., & Adhikari, B. (2010). Business communication. New
Delhi, Tata McGraw Hill.
Forbes. (2015, 07 01). Top College Rankings. Retrieved 08 05,
2015, from Forbes: http://www.forbes.com/top-
colleges/list/#tab:rank

Previous Assignments for reference/Marketing budjet.xlsx
Sheet1Mari Beverage Company Marketing BudgetThe table
below describes the budget estimates that will be required to
ensure that the Mari Beverage Company Marketing program
conducted is a success and meets its primary goal as well as the
stipulated
objectives.ITEMQUANTITYCOSTPERSONNEL1Full-time
Project Coordinator Including on-costs. $52,500EDUCATION &
TRAININGGP workshops4 @ $450$1,800Practice staff
workshops Seminar for Marketing and Sales Person
professionals2 @ $ 600$1,200Practice sales & marketing
workshops 1 @ $1,000$1,0002 @ $550$1,100PROJECT
RESOURCESReferral resource600 @ $1 per cardDesign and
printing of cards x 500 Production of CD Roms x 50 ‘Guide on
Depression in the Elderly’ leafletDesign and printing of leaflet
x 10,00050 @ $5 per CD$600Invitation to Sales and Marketing
professionals Seminar Design and printing of invitation x
500$500Additional pamphlets. Design and printing of posters x
200$250Video Editing and production of video x 100 10,000 @
35 cents per leaflet$3,500 500 @ 50 cents per
invitation$250$2,000$2,000$600$2,000$5,000200 @ $3 per
poster100 @ $500PROMOTIONAdvertising 10 weeks of press
advertising in 3 local papers 6 weeks of radio advertising on 3
local stations Media relationsBulk promotional rates may be
availablea) Program launch – costs include venue, catering, AV,
ancillary speakers costs, media packs etc. Costs estimated for
40-70 attendees. b). On-going Social Media campaign$ 3,
000$3,000$400MBC AWARENESS WEEKDisplays
Coordination of volunteers10 volunteers @ $30 each$300Skits
in Community Centers 10 volunteers @ 55
each550VOLUNTEER NETWORKMost of the costs will be
incurred by sponsor. $6,000$6,000EVALUATIONFormative,
process, impact and outcome evaluations Approx. 10% of total
costsADMINISTRATIONOffice space and associated overheads
(lighting, power etc)Offered by the agencyStationery,

photocopying and printingMailing, telephone and faxTravel4,
5004500Documentation of Program Audit
costs5,5005,500400400700700Offered by the
AgencyTOTAL$93,250
Previous Assignments for reference/week7_DQ.xlsm
WelcomeDemoWelcome!Thank you for trying out Business Plan
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If you are unfamiliar with the business planning process, we
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Your Company Name
ERASE ME WelcomeMacWelcome to the Mac Version of
Business Plan FinancialsThank you for purchasing Planning
Shop's Business Plan Financials. These worksheets will help
you develop clear, compelling financial projections for your
business. If you are unfamiliar with the business planning
process, we encourage you to refer to our book, The Successful
Business Plan: Secrets & Strategies, by Rhonda Abrams, for
comprehensive, step-by-step guidance. It is available through
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Copyright © 2003-2012 Planning Shop
WelcomeWelcome to Business Plan Financials!Thank you for
purchasing Business Plan Financials from PlanningShop. These
worksheets will help you develop clear, compelling financial
projections for your business. If you are unfamiliar with the
business planning process, we encourage you to refer to our
book, Successful Business Plan: Secrets & Strategies, by
Rhonda Abrams, for comprehensive, step-by-step guidance. It is
available through our website, www.PlanningShop.com.
First, a few tips to get you started:
SAVING A BLANK WORKBOOK, TO ALLOW FOR
RECOVERY FROM MISTAKES

You may start directly editing this file. If you later decide to
start over and need a fresh copy of this file, find the blank
"ORIG_PlanningShop_BizPlanFin(2.8)" file in your
PlanningShop directory. Make a copy of this file (just in case
you might need to start over yet again), and then start editing
the copy.
NAVIGATING THE WORKSHEETS
You installed the Windows version of Business Plan Financials.
The Excel Ribbon now contains a "PlanningShop" tab, that
contains controls to let you navigate between worksheets. The
PlanningShop Ribbon looks slightly different in Excel 2007,
Excel 2010, Excel 2013, but the functionality is the same. Excel
2007 for Windows:Excel 2010 for Windows:Excel 2013 for
Windows:
In Excel 2011 for Mac, there is no PlanningShop tab on the
Excel Ribbon (Microsoft does not allow it).
Instead, to navigate between worksheets and charts, use the
Excel worksheet tabs along the bottom edge of the Excel
window. HOW TO FILL IN THE WORKSHEETS
Each worksheet is composed of "cells" containing either black
text or blue text. All you need to do is enter data in the blue
cells--the black cells are automatically calculated for you.While
you work, keep an eye out for red triangles that appear with
some cells on the worksheets. These triangles indicate the
presence of a "help balloon" that will popup when you roll over
the triangle, presenting you with additional information and tips
about the section you are working on.FOR MORE HELP
For more in-depth help and assistance, click on the "Business
Plan Financials Help" menu in the toolbar. The help files
contain extensive information about each worksheet, along with
a "Frequently Asked Questions" (FAQ).
To get started, click on the right-pointing arrow in the
PlanningShop toolbar to reach the "Setup and Assumptions"
worksheet, where you'll enter some basic information about

your business.Version 2.8
Copyright © 2003-2014 PlanningShop
MacVsWindowsAbout Our Support of Mac vs.
WindowsPlanningShop supports Business Plan Financials on the
following platforms:Windows1. Microsoft Windows 8 with
Microsoft Excel 20132. Microsoft Windows 7 with Microsoft
Excel 2010.�3. Microsoft Windows 7 with Microsoft Excel
20074. Microsoft Windows Vista with Microsoft Excel
2007Mac5. Mac OS X Lion (10.7) with Microsoft Excel 2011If
you use Windows (#1 - #3 above), then you need to install
PlanningShop_BizPlanFin(2.8).exe.If you use Mac (#4 above),
you need to install
PlanningShop_BizPlanFinMac(2.8).dmgDifferences between
Mac and WindowsBoth the Mac and Windows versions of
PlanningShop's Business Plan Financials product will produce
high quality, detailed financial information for your business
plan. However, there are some slight differences between the
functionality in Mac and Windows. These differences don't
affect the data in your business plan, but they do affect the
user-friendliness of the Business Plan Financials workbook.
We did our very best to make the Windows and Mac versions as
similar as possible. However, Microsoft does not support
customization of the Excel toolbar on Mac. Therefore, while we
made every effort to preserve as much functionality as possible
on the Mac, there were a few things we were not able to do:1)
There is no PlanningShop Toolbar in the Business Plan
Financials for Mac. Instead, you will need to navigate between
worksheets and charts using the Excel worksheet tabs (along the
bottom edge of the workbook).2) Business Plan Financials Help
is not available directly from Excel. Instead, you should open
the BizPlanFin_Help(2.7).PDF file that was copied to your Mac
alongside the PlanningShop_BizPlanFinMac(2.8).XLS or
PlanningShop_BizPlanFinMac(2.8).XLSM file.We are as
disappointed as you are that we can't provide the same level of
functionality in Mac as we do for Windows. We very much hope

that Microsoft will remedy the situation in the next release of
Excel for Mac, and that we'll then be able to offer identical
functionality.Moving your Business Plan Financials workbook
between Mac and WindowsWe advise you to completely edit
your Business Plan Financials workbook on either Mac or
Windows, and to not switch between the two platforms. If you
switch between platforms, you may find that the Planning Shop
toolbar, menus, online help, and macros permanently disappear.
SetupSetup and AssumptionsCOMPANY INFORMATIONWhat
is your company's name?Your Company NameWhat month will
you officially start your company?JanuaryWhat year will you
officially start your company?2013SALES ASSUMPTIONSThe
Worksheets can accommodate sales projections for up to 10
major product/service lines. How many major product/service
lines do you plan to have for your business?Ten
Sure Product Consulting: Many businesses sell hundreds or
thousands of products. It would be overwhelming to create
projections for every product you sell. So if you sell many
products, think about how you can consolidate them into up to
ten product "lines," and then base your projections on these
groups of products instead of each individual product.TenMost
businesses sell at least some of their products/services on credit
(e.g., "net 30" as opposed to cash). What percentage of your
sales will be made on credit?25%
Author: NOTE: for our purposes, this line should NOT include
credit card sales, which are, effectively, cash sales because you
receive payment in a matter days, not weeks.For sales you make
on credit, what terms will you extend? In other words, how
many days will pass from the date of sale to when you expect to
be paid?30

Author: If, for instance, your terms will be "Net 30," put 30
here. You may enter any number of days between 0 and
120.PERSONNEL ASSUMPTIONSApproximately how much do
you expect to spend per year on benefits for each
SALARIED/FULL TIME employee (medical insurance,
etc.)?$5,000
Author: This number should reflect the amount you will spend
on ONE FULL-TIME employee--the worksheets will
automatically multiply this amount by the total number of
employees you expect to hire, as shown in the Staffing Budget
worksheet (automatically adusting the numbers for full- and
part-time employees accordingly).Approximately how much do
you expect to spend per year on benefits for each
HOURLY/PART-TIME employee (medical insurance, etc.)?$36
on ONE PART-TIME employee--the worksheets will
part-time employees accordingly).With health insurance and
other benefits costing more each year, your plan should account
for annual increases. How much do you estimate your benefit
costs will increase each year?5.00%If you plan to increase
wages (both salaried & hourly) on an annual basis, how much to
you plan to increase them by?3.50%Approximately what
percentage of each employee's salary or wages do you plan to
set aside for payroll taxes?15.00%
Author: If you're not sure what percentage to enter here, leave it
at the default (15%).FINANCIAL ASSUMPTIONSWhat will be
the opening balance in your bank account on the first day of

business? This will be the opening balance in your Cash Flow
Statements.$5,000
Author: In general, this number will include money you plan to
personally invest in the business. If you will be receiving loans
or investment income from others, you can account for those on
the upcoming Capital Investments worksheet instead of here.
At approximately what rate do you expect to be taxed on your
net income?25.00%
at the default (25%).
Sure Product Consulting: Many businesses sell hundreds or
thousands of products. It would be overwhelming to create
projections for every product you sell. So if you sell many
products, think about how you can consolidate them into up to
ten product "lines," and then base your projections on these
groups of products instead of each individual product.If you
will use an interest-bearing account for your banking, at what
rate will you accrue interest?1.00%
at the default (1.00%).
Author: NOTE: for our purposes, this line should NOT include
credit card sales, which are, effectively, cash sales because you
receive payment in a matter days, not weeks.
Author: If, for instance, your terms will be "Net 30," put 30

here. You may enter any number of days between 0 and 120.
at the default (15%).
on ONE FULL-TIME employee--the worksheets will
part-time employees accordingly).
Author: In general, this number will include money you plan to
personally invest in the business. If you will be receiving loans
or investment income from others, you can account for those on
the upcoming Capital Investments worksheet instead of here.
Setup & Assumptions
SalesProjSales Projections
Author: For information about this worksheet, see the chapter
"Marketing Plan & Sales Strategy" in Successful Business Plan:
Secrets &
Strategies.20132014201520162017AssumptionsJanuaryFebruary
MarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDec
emberTOTALJanuaryFebruaryMarchAprilMayJuneJulyAugustSe
ptemberOctoberNovemberDecemberTOTAL1st Quarter2nd
Quarter3rd Quarter4th QuarterTOTAL1st Quarter2nd
Quarter3rd Quarter4th QuarterTOTALProduct Line 1

Author: Change the text in this cell to reflect the name of a
major product, product line or service your firm will offer. Unit
Volume50.00%
Author: MONTHLY VOLUME GROWTH RATE
The Worksheets automatically increase the volume in each
month on this line using the rate you enter here.
You can also enter each cell's value by hand, if you prefer,
which makes sense if you need to show ups and downs in sales
due to seasonal fluctuations, etc.1000
Author: Enter the number of units you expect to sell during this
month. If you are running a service-based company charging on
an hourly basis, enter the number of billable hours you expect
you and your employees to work during this month. If you will
be selling your service on a per-project basis, enter the number
of projects you expect to sell during this period.1500
Sure Product Consulting: As a convenience, the Worksheets will
automatically copy the number you put in the prior cell into this
cell. However, you should feel free to overwrite the copied
number with whatever makes more sense for your
business.225033755063759411391170862562938443576658649
825749300
Author: Note that in year three we use quarterly numbers, not
monthly numbers--so make sure you enter your amounts
accordingly!0000000000Unit Price0.00%
Sure Product Consulting: YEARLY PRICE GROWTH RATE

This cell shows how much you plan to increase prices each year.
It is not per month because consumers typically don't stand for
frequent price changes. After one full year, we increase the unit
price by X%, then again after 2 years, etc. The default is 2.5%
per year, close to inflation rates).
As a convenience, the Worksheets can automatically increase
the unit price for each month using the rate you enter here.
due to seasonal fluctuations, etc.$2
Author: Enter your sales price for each unit here. If you are
running a service-based company, enter your hourly rate or
approximate per-project rate.$2
Author: As a convenience, the Worksheets will automatically
copy the number you put in the prior cell into this cell.
However, you should feel free to overwrite the copied number
with whatever makes more sense for your
business.$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$2$
2$2$2$2$2$2$2$2$2Gross
Sales$2,000$3,000$4,500$6,750$10,125$15,188$22,781$34,172
$51,258$76,887$115,330$172,995$514,985$2$2$2$2$2$2$2$2$
2$2$2$2$24$0$0$0$0$0$0$0$0$0$0$0(Commissions)30.00%
Author: COMMISSIONED SALES
What percentage of this product line's sales will be made on
commission? In other words, what percentage of your sales will
be made by a salesperson who is paid commission?10.00%

Author: SALES COMMISSION RATE
What will be the commission rate paid to your salesperson for
each
sale?$60$90$135$203$304$456$683$1,025$1,538$2,307$3,460
$5,190$15,450$0$0$0$0$0$0$0$0$0$0$0$0$1$0$0$0$0$0$0$0
$0$0$0$0(Returns and Allowances)2.50%
Author: RETURNS AND ALLOWANCES
A percentage of your products will be returned due to defects,
etc. What do you estimate will be the rate of return? This is, of
course, just an estimate--but it is important to anticipate losses.
Refunds, breakage, spoilage, theft, and unsaleable excess
inventory can all put a significant dent in your net
sales.$50.00$75$112.50$168.75$253.13$379.69$569.53$854.30
$1,281.45$1,922.17$2,883.25$4,324.88$12,875$0.05$0.05$0.05
$0.05$0.05$0.05$0.05$0.05$0.05$0.05$0.05$0.05$1$0.00$0.00
$0.00$0.00$0$0.00$0.00$0.00$0.00$0$0.00Net
Sales$1,890$2,835$4,253$6,379$9,568$14,352$21,528$32,292$
48,439$72,658$108,987$163,480$486,661$2$2$2$2$2$2$2$2$2
$2$2$2$23$0$0$0$0$0$0$0$0$0$0$0(Cost of Goods
Sold)28.00%
Author: COST OF GOODS
Approximately what percentage of your product's sale price will
be spent on manufacturing? If you are a reseller or retailer,
what percentage of your product's sale price will be spent on
buying the product from your distributor? A service business
may not need to track cost of goods, in which case you can set
this number to
zero.$560.00$840$1,260$1,890$2,835$4,253$6,379$9,568$14,3
52$21,528$32,292$48,439$144,196$1$1$1$1$1$1$1$1$1$1$1$
1$7$0$0$0$0$0$0$0$0$0$0$0GROSS
PROFIT$1,330$1,995$2,993$4,489$6,733$10,100$15,150$22,7

24$34,086$51,130$76,695$115,042$342,465$1$1$1$1$1$1$1$1
$1$1$1$1$16$0$0$0$0$0$0$0$0$0$0$0Product Line 2
Author: If you only have less than 10 product lines, you can't
delete the rows for excess product lines, but you can them hide
them. If the cells are hidden, they won't be included in the
subtotals at the bottom of this worksheet.
On Excel 2011 for Mac:
1) Select the rows to hide by click on the row headers along left
edge of Excel window
2) Format->Rows->Hide
On Excel 2007 & 2010 for Windows
2) Right click to pop up a context menu
3) From the menu, select "Hide"Unit
Volume2.00%00000000000000.00000000000000

business.$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$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$0Product Line 3

Volume2.00%000000000000000000000000000

business.$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$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$0Product Line 4

Volume2.00%000000000000000000000000000
accordingly!
Author: Change the text in this cell to reflect the name of a
major product, product line or service your firm will offer.
Author: MONTHLY VOLUME GROWTH RATE
The Worksheets automatically increase the volume in each
month on this line using the rate you enter here.
due to seasonal fluctuations, etc.
Author: Enter the number of units you expect to sell during this
month. If you are running a service-based company charging on
an hourly basis, enter the number of billable hours you expect
you and your employees to work during this month. If you will
be selling your service on a per-project basis, enter the number
of projects you expect to sell during this period.

Sure Product Consulting: As a convenience, the Worksheets will
automatically copy the number you put in the prior cell into this
cell. However, you should feel free to overwrite the copied
number with whatever makes more sense for your business.
approximate per-project rate.
Author: COMMISSIONED SALES
What percentage of this product line's sales will be made on
commission? In other words, what percentage of your sales will
be made by a salesperson who is paid commission?
with whatever makes more sense for your business.
Author: SALES COMMISSION RATE

What will be the commission rate paid to your salesperson for
each sale?
Author: RETURNS AND ALLOWANCES
A percentage of your products will be returned due to defects,
etc. What do you estimate will be the rate of return? This is, of
course, just an estimate--but it is important to anticipate losses.
Refunds, breakage, spoilage, theft, and unsaleable excess
inventory can all put a significant dent in your net
sales.0000000000Unit Price2.50%

business.$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$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$0Product Line 5
Volume2.00%000000000000000000000000000

accordingly!
Author: COST OF GOODS
Approximately what percentage of your product's sale price will
be spent on manufacturing? If you are a reseller or retailer,
what percentage of your product's sale price will be spent on
buying the product from your distributor? A service business
may not need to track cost of goods, in which case you can set
this number to zero.
3) From the menu, select "Hide"

business.0000000000Unit Price2.50%

business.$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$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$0Product Line 6

Volume2.00%000000000000000000000000000
accordingly!

accordingly!

approximate per-project
rate.$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$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$0Product Line 7Unit
Volume2.00%0000000000000000000000000000000000000Unit
Price2.50%$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
Volume2.00%0000000000000000000000000000000000000Unit
Price2.50%$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
Volume2.00%0000000000000000000000000000000000000Unit
Price2.50%$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
Volume2.00%0000000000000000000000000000000000000Unit
Price2.50%$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$0Gross
Sales$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(Commissions)50.00%15.00%$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(Returns and
Allowances)3.00%$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$0Net
Sales$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(Cost of Goods
Sold)50.00%$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$0GROSS
PROFIT$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$0Totals for All Product
LinesTotal Unit
Volume1000150022503375506375941139117086256293844357
66586498257493000000000000000000000000Total Gross
Sales$2,000$3,000$4,500$6,750$10,125$15,188$22,781$34,172
$51,258$76,887$115,330$172,995$514,985$2$2$2$2$2$2$2$2$
2$2$2$2$24$0$0$0$0$0$0$0$0$0$0$0(Total
Commissions)$60$90$135$203$304$456$683$1,025$1,538$2,3
07$3,460$5,190$15,450$0$0$0$0$0$0$0$0$0$0$0$0$1$0$0$0$
0$0$0$0$0$0$0$0(Total Returns and
Allowances)$50$75$113$169$253$380$570$854$1,281$1,922$
2,883$4,325$12,875$0$0$0$0$0$0$0$0$0$0$0$0$1$0$0$0$0$0
$0$0$0$0$0$0Total Net
Sales$1,890$2,835$4,253$6,379$9,568$14,352$21,528$32,292$
48,439$72,658$108,987$163,480$486,661$2$2$2$2$2$2$2$2$2
$2$2$2$23$0$0$0$0$0$0$0$0$0$0$0(Total Cost of Goods
Sold)$560$840$1,260$1,890$2,835$4,253$6,379$9,568$14,352

$21,528$32,292$48,439$144,196$1$1$1$1$1$1$1$1$1$1$1$1$
7$0$0$0$0$0$0$0$0$0$0$0TOTAL GROSS
PROFIT$1,330$1,995$2,993$4,489$6,733$10,100$15,150$22,7
24$34,086$51,130$76,695$115,042$342,465$1$1$1$1$1$1$1$1
$1$1$1$1$16$0$0$0$0$0$0$0$0$0$0$0
Sales Projections
InventoryInventory
Author: This worksheet will help you manage your inventory
expenditures. For each product line, enter the dollar amount you
will spend each period on inventory. If yours is a service
business, you can probably ignore this
worksheet.20132014201520162017JanuaryFebruaryMarchApril
MayJuneJulyAugustSeptemberOctoberNovemberDecemberTOT
ALJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberO
ctoberNovemberDecemberTOTAL1st Quarter2nd Quarter3rd
Quarter4th QuarterTOTAL1st Quarter2nd Quarter3rd Quarter4th
QuarterTOTALProduct Line 1Cost of Goods Sold$560
Author: This Cost of Goods number is pulled over from your
Sales Projections and shows how much product you plan to sell
each month. It's here simply to aid you in determining how
much inventory you need to
purchase.$840$1,260$1,890$2,835$4,253$6,379$9,568$14,352$
21,528$32,292$48,439$144,196$1$1$1$1$1$1$1$1$1$1$1$1$7
$0$0$0$0$0$0$0$0$0$0$0Ingredients$600
Sure Product Consulting: We automatically increase the amount
of inventory needed for each part at the same rate as COGS
grows on the SalesProj sheet.
You can override the automatically entered values by entering

in actuals in the blue
cells.$600$600$600$600$1,200$1,200$1,800$1,800$2,700$2,70
0$3,250$17,650$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$
0$0$0$0$0Bottles$3,000$3,000$3,000$3,000$3,000$6,000$6,00
0$10,000$10,000$15,000$15,000$25,000$102,000$0$0$0$0$0$
0$0$0$0$0$0$0$3$0$0$0$0$0$0$0$0$0$0$0Caps$300$300$300
$300$300$600$600$1,200$1,200$1,800$1,800$2,500$11,200$0
$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0Cartons
$500$500$500$500$500$1,000$1,000$2,000$2,000$3,000$3,00
0$6,000$20,500$0$0$0$0$0$0$0$0$0$0$0$0$1$0$0$0$0$0$0$
0$0$0$0$0Total Inventory Expense$4,400
Author: Are these cells showing red?
As an aid to you, these cells will show in red until you indicate
the purchase of enough inventory to cover your Cost of Goods
for the period.
In other words, your Total Inventory Expense should equal your
Cost of Goods Sold from the SalesProj worksheet. If it isn't,
you might need to adjust your % for COGS on the SalesProj
worksheet (D12, D22, etc.)
$4,400$4,400$4,400$4,400$8,800$8,800$15,000$15,000$22,500
$22,500$36,750$151,350$0$0$0$0$0$0$0$0$0$0$0$0$5$0$0$0
$0$0$0$0$0$0$0$0Product Line 2

On Excel 2007 and 2010 for Windows:
3) From the menu, select "Hide"Cost of Goods
Sold$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$0Items/Parts 1$0
cells.$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 3

Sold$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$0Items/Parts 1$0
cells.$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 4

Sold$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$0Items/Parts 1$0
cells.$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 5

Sold$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$0Items/Parts 1$0
cells.$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 6

Sold$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$0Items/Parts 1$0
cells.$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 7

Sold$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$0Items/Parts 1$0
cells.$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 8

Sold$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$0Items/Parts 1$0
in actuals in the blue cells.
Author: This worksheet will help you manage your inventory
expenditures. For each product line, enter the dollar amount you
will spend each period on inventory. If yours is a service
business, you can probably ignore this worksheet.

3) From the menu, select
"Hide"$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 9

Author: This Cost of Goods number is pulled over from your
Sales Projections and shows how much product you plan to sell
each month. It's here simply to aid you in determining how
much inventory you need to purchase.
in actuals in the blue cells.Cost of Goods
Sold$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$0Items/Parts 1$0
Author: Are these cells showing red?

As an aid to you, these cells will show in red until you indicate
the purchase of enough inventory to cover your Cost of Goods
for the period.
In other words, your Total Inventory Expense should equal your
Cost of Goods Sold from the SalesProj worksheet. If it isn't,
you might need to adjust your % for COGS on the SalesProj
worksheet (D12, D22, etc.)

"Hide"$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0Product Line 10

in actuals in the blue cells.Cost of Goods
Sold$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$0Items/Parts 1$0

"Hide"$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$0Items/Parts
2$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$0Items/Parts
3$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$0Items/Parts
4$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$0Total Inventory
Expense$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$0GRAND TOTAL
INVENTORY$4,400$4,400$4,400$4,400$4,400$8,800$8,800$1
5,000$15,000$22,500$22,500$36,750$151,350$0$0$0$0$0$0$0
$0$0$0$0$0$5$0$0$0$0$0$0$0$0$0$0$0
CapExCapital Purchases
Author: This worksheet allows you to track capital
expenditures and manage depreciation for those
expenditures.ItemCostPurchase
DateYears of
ServiceSalvage
ValueReminder: All purchases must be on or after your business
start date of:Facilities
Author: Facilities include, land, buildings, building upgrades,
fixtures, etc.
NOTE: If you will need more than 10 items in each category on
this worksheet, combine items into groups and enter data for the
entire group on a single line.MonthYearDecember-2008Item
Name (change name here)$0
Author: Enter the cost of the item(s) here. This will be used to

calculate depreciation, and will be added to your financial
statements.Jan
Author: Enter the month you will purchase the item(s).
Note: When entering dates on this worksheet, make sure that
they don't fall prior to your current startup date (as entered on
the Setup worksheet). Doing so will cause "#NUM!" calculation
errors on later worksheets. However, you need not change the
dates on lines you are not using.2013
Author: Enter the year you will purchase the item(s).1
Author: Enter the number of years you will use the item(s)
before it wears out, you retire it, or sell it.
This number will be used to calculate depreciation in your
financial statements using the Straight Line method.
NOTE: If you'd rather "expense" the item(s) in the year it is
purchased, regardless of how many years you will use it, leave
the number set to 1 year, and it will not be depreciated on your
financial statements.
For information about the tax implications/requirements of
depreciation, please consult a competent accountant.$0
Author: This is the value of the item at the time you stop using
it, or the price you might receive for it if you sell it.
For example, a $1000 desk might be worth $300 when you sell
it after five years of use. You would enter $300 in this cell.

If you will not be depreciating the item (the Years of Service
column is set to 1 year), you can ignore this.Item Name (change
name here)$0Jan20131$0Item Name (change name
here)$0Jan20131$0Item Name (change name
here)$0Jan20131$0Equipment
Author: Equipment includes machinery, furniture, vehicles, etc.
Author: This worksheet allows you to track capital
expenditures and manage depreciation for those expenditures.
Author: Facilities include, land, buildings, building upgrades,
fixtures, etc.
NOTE: If you will need more than 10 items in each category on
this worksheet, combine items into groups and enter data for the
entire group on a single line.
Author: Enter the cost of the item(s) here. This will be used to
calculate depreciation, and will be added to your financial
statements.NAB Mixers$28,500Jan20135$5,000NAB
Mixers$28,500Jan20135$5,000Bottling
Machinery$9,600Jan20136$1,500Bottling
Machinery$9,600Jan20136$1,500Panel
Vans$10,000Jan20134$2,000Panel

Vans$10,000Jan20134$2,000Item Name (change name
here)$0Jan20131$0Computer Hardware/Software
Author: Includes PCs, servers, monitors, printers, scanners,
other peripherals, and software applications.
Author: Enter the month you will purchase the item(s).
Note: When entering dates on this worksheet, make sure that
they don't fall prior to your current startup date (as entered on
the Setup worksheet). Doing so will cause "#NUM!" calculation
errors on later worksheets. However, you need not change the
dates on lines you are not using.Apple Macintosh
1$1,200Jan20134$100Apple Macintosh
2$1,200Jan20134$100Apple Macintosh
3$1,200Jan20134$100Graphics Software$750Jan20134$100Item
Name (change name here)$0Jan20131$0Item Name (change
name here)$0Jan20131$0Item Name (change name

here)$0Jan20131$0Telecommunications
Author: Telecommunications includes phone systems, fax
machines, etc.
Author: Enter the year you will purchase the item(s).
Author: Enter the number of years you will use the item(s)
before it wears out, you retire it, or sell it.
This number will be used to calculate depreciation in your
financial statements using the Straight Line method.
NOTE: If you'd rather "expense" the item(s) in the year it is
purchased, regardless of how many years you will use it, leave
the number set to 1 year, and it will not be depreciated on your
financial statements.
For information about the tax implications/requirements of
depreciation, please consult a competent accountant.
Author: This is the value of the item at the time you stop using
it, or the price you might receive for it if you sell it.
For example, a $1000 desk might be worth $300 when you sell
it after five years of use. You would enter $300 in this cell.

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