SlideShare a Scribd company logo
1 of 3
BUSINESS PLAN Summary. EARNING PROYECTIONS
The FacyLift, the Instant Face-Lifter by Rhinus Co.
Number of Potential Purchasers x 84,000.000
% of capturable market share x 2% (“only 2 out of 100 Baby Boomers”)
Absolute dollar amount of each sale x $750
Percentage margin of net profit x 85%_______________
Total Potential Profits= $1.07 billion= A Unicorn! (As per David Rose, The
StartUp Checklist, 2016)
United States of America/Population 318.9 million (2014)
% of US Pop. 45-64 Yrs old: 26.4% (84.2 MM)
Miami/Population 417,650 (2013)…….. 110,260
Los Angeles 3.884 million (2013)…….. 1,025.000 (26.4%)
Chicago 2.719 million (2013)……….718,800
NY 8.406 million (2013) ……. 2,218.000 (26.4%).
Pop. 45-64 yrs 26.4% Total in these 4 cities: 15.4 MM x 26.4%= 4,066,000 Baby Boomers
YEAR I
Yr-I aims conquer 1% of 45-64 in 1 major city: NY (8.4 MM x 26.4%= 2.2 MM). (2.2 MM x 1%)= 22,200
people (Total Annual Prodct. Yr-I)
Manuftg costs ($70/ea) = 22,200 x 70= $1,554.000
Gross Revenues (Sales Cost – Retailer Earnings)= ($1,000/ea – $250 (25% retail revenue)= $750/ea ;
22,200 x 750= $16,650.000 Yr-I
Net Profit Year I: (Target 1% pop in 1 major city NY): (Gross Revenues – Manufacturing Costs):
(16.65 MM – 1.55 MM)= 15.1 MM
Cash Available end of Yr-I: 15.1 MM
After selling “only” 2,100 Facylifts (FL), the entire initial investment is recovered, then it strap boots
itself. (2,100x $750= $1.57MM).
YEAR II
Yr-II aims conquering 1% of 45-64 in 4 major cities MIA, LA, CHI, NY: Sum Total: 15.4 MM people
(15.4 MM x 26.4%)= 4.07 MM total number of Baby Boomers in 4 large cities.
4.07MM x 1%= 40,700
Manuftg costs ($70/ea)= 40,700 x 70 = $2.85 MM
Carry On Cash Available from Yr.-I to Yr-II: (15.1 MM -2.85 MM = $12.25 MM “Extras”)
Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 40,700 x 750= $30,500.000
Net Profit Year II: 1% pop in 4 major cities= $30.5 MM
After selling “only” 3,800 FL, the entire initial investment is recovered, then it strap boots itself.
(3,800x$750= $2.85 MM).
Total cash available at end of Yr-II: 12.25 MM (from Yr-I) + 30.5 MM (Yr-II)= 42.75 MM Sum Total
YEAR III
Yr-III aims conquering 1% of 45-64 in 4 major cities MIA, LA, CHI, NY: Sum Total: 15.4 MM people
(15.4 MM x 26.4%)= 4.07 MM total number of Baby Boomers in 4 large cities.
4.07MM x 1%= 40,700
Manuftg costs ($70/ea)= 40,700 x 70 = $2.85 MM
Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 40,700 x 750= $30,500.000
Net Profit Year III: 1% pop in 4 major cities= ($30.5 MM - $2.85)= $27.65 MM
After selling “only” 3,800 FL, the entire initial investment is recovered, then it strap boots itself.
(3,800x$750= $2.85 MM).
Total cash available at end of Yr-III: 12.25 MM + 30.5 MM (Yr-II) + 27.6 MM (Yr-III)= $70.4 MM Sum Total
YEAR IV
Yr-IV aims conquering 1% of 45-64 US pop : (319 MM x 26.4%)= 84.2MM; 84.2 MM x 1%= 842,000
Manuftg costs ($70/ea)= 842,000 x 70 = $59 MM (I have $70.4 MM) >>> $11.4 MM Extra cash
Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 842,000 x 750= $631,500.000
Net Profit Year IV: 1% US pop $631MM
After selling “only” 79,000 FL, the entire initial investment is recovered, then it strap boots itself.
(79,000x$750= $59 MM).
Cash Available End Yr-IV: 631 MM Yr-IV + 11.4 Yr-III = $642.4 MM Extras Accumulated Yr-IV
YEAR V
Yr-IV aims conquering 2% of 45-64 US pop : (319 MM x 26.4%)= 84.2MM; 84.2 MM x 2%= 1,684.000
Manuftg costs ($70/ea)= 1,684.000 x 70 = $118 MM (I have $642.4 MM) >>> $524.4 MM Extra cash
Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 1.684MM x 750= $1.26 b
Net Profit Year IV: 1% US pop $1.26 billion
After selling “only” 158,000 FL, the entire initial investment is recovered, then it strap boots itself.
(79,000x$750= $118 MM).
Cash Available End Yr-V: $524 MM Yr-IV + $1.26 b Yr-V = $1.8 b Extras Accumulated Yr-V

More Related Content

Similar to Resumen BUSINESS PLAN

Guia de matematicas desarrollo 7 1
Guia de matematicas desarrollo 7 1Guia de matematicas desarrollo 7 1
Guia de matematicas desarrollo 7 1NIKOLLXIOMARABASTIDA
 
Cash Flow Estimation.ppt
Cash Flow Estimation.pptCash Flow Estimation.ppt
Cash Flow Estimation.pptAdiVanIon1
 
Business at the speed of thought
Business at the speed of thoughtBusiness at the speed of thought
Business at the speed of thoughtAashish Chadha
 
Seeing the Forest and the Trees
Seeing the Forest and the TreesSeeing the Forest and the Trees
Seeing the Forest and the TreesRWVentures
 
A manager should always reject a special order ifThe .docx
A manager should always reject a special order ifThe .docxA manager should always reject a special order ifThe .docx
A manager should always reject a special order ifThe .docxstelzriedemarla
 
The Customer Advantage: Magic Numbers or Funny Money?
The Customer Advantage: Magic Numbers or Funny Money?The Customer Advantage: Magic Numbers or Funny Money?
The Customer Advantage: Magic Numbers or Funny Money?Linkvaark Fraud Hunter
 
The Customer Advantage? I Don't Think So!
The Customer Advantage? I Don't Think So!The Customer Advantage? I Don't Think So!
The Customer Advantage? I Don't Think So!Gene Hughes
 
MIT-Real Estate Finance & Investments I.pptx
MIT-Real Estate Finance & Investments I.pptxMIT-Real Estate Finance & Investments I.pptx
MIT-Real Estate Finance & Investments I.pptxAdirPinto
 
State of the Cloud Report 2018 - Bessemer Venture Partners
State of the Cloud Report 2018 - Bessemer Venture PartnersState of the Cloud Report 2018 - Bessemer Venture Partners
State of the Cloud Report 2018 - Bessemer Venture PartnersBessemer Venture Partners
 
State of the Cloud: 2018 Edition
State of the Cloud: 2018 EditionState of the Cloud: 2018 Edition
State of the Cloud: 2018 Editionsaastr
 
Capital Budgeting And Investment Decisions In Financial Management 11 Nov.
Capital Budgeting And Investment Decisions  In Financial Management 11 Nov.Capital Budgeting And Investment Decisions  In Financial Management 11 Nov.
Capital Budgeting And Investment Decisions In Financial Management 11 Nov.Dr. Trilok Kumar Jain
 
Peter gallagher djib column highlights
Peter gallagher djib column highlightsPeter gallagher djib column highlights
Peter gallagher djib column highlightsPeter Gallagher
 
MICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docx
MICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docxMICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docx
MICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docxroushhsiu
 
Strong Towns Presentation for CommunityMatters in Newport Vermont
Strong Towns Presentation for CommunityMatters in Newport VermontStrong Towns Presentation for CommunityMatters in Newport Vermont
Strong Towns Presentation for CommunityMatters in Newport VermontCommunityMatters
 
gannett 2007GCIAnnualReport
gannett 2007GCIAnnualReportgannett 2007GCIAnnualReport
gannett 2007GCIAnnualReportfinance30
 
gannett 2007GCIAnnualReport
gannett 2007GCIAnnualReportgannett 2007GCIAnnualReport
gannett 2007GCIAnnualReportfinance30
 

Similar to Resumen BUSINESS PLAN (20)

Guia de matematicas desarrollo 7 1
Guia de matematicas desarrollo 7 1Guia de matematicas desarrollo 7 1
Guia de matematicas desarrollo 7 1
 
Cash Flow Estimation.ppt
Cash Flow Estimation.pptCash Flow Estimation.ppt
Cash Flow Estimation.ppt
 
Business at the speed of thought
Business at the speed of thoughtBusiness at the speed of thought
Business at the speed of thought
 
Seeing the Forest and the Trees
Seeing the Forest and the TreesSeeing the Forest and the Trees
Seeing the Forest and the Trees
 
A manager should always reject a special order ifThe .docx
A manager should always reject a special order ifThe .docxA manager should always reject a special order ifThe .docx
A manager should always reject a special order ifThe .docx
 
The Customer Advantage: Magic Numbers or Funny Money?
The Customer Advantage: Magic Numbers or Funny Money?The Customer Advantage: Magic Numbers or Funny Money?
The Customer Advantage: Magic Numbers or Funny Money?
 
The Customer Advantage? I Don't Think So!
The Customer Advantage? I Don't Think So!The Customer Advantage? I Don't Think So!
The Customer Advantage? I Don't Think So!
 
MIT-Real Estate Finance & Investments I.pptx
MIT-Real Estate Finance & Investments I.pptxMIT-Real Estate Finance & Investments I.pptx
MIT-Real Estate Finance & Investments I.pptx
 
Account asst
Account asstAccount asst
Account asst
 
IOI Business Plan
IOI Business PlanIOI Business Plan
IOI Business Plan
 
Capital budgeting decission
Capital budgeting decissionCapital budgeting decission
Capital budgeting decission
 
State of the Cloud Report 2018 - Bessemer Venture Partners
State of the Cloud Report 2018 - Bessemer Venture PartnersState of the Cloud Report 2018 - Bessemer Venture Partners
State of the Cloud Report 2018 - Bessemer Venture Partners
 
State of the Cloud: 2018 Edition
State of the Cloud: 2018 EditionState of the Cloud: 2018 Edition
State of the Cloud: 2018 Edition
 
State of the Cloud Report 2018
State of the Cloud Report 2018State of the Cloud Report 2018
State of the Cloud Report 2018
 
Capital Budgeting And Investment Decisions In Financial Management 11 Nov.
Capital Budgeting And Investment Decisions  In Financial Management 11 Nov.Capital Budgeting And Investment Decisions  In Financial Management 11 Nov.
Capital Budgeting And Investment Decisions In Financial Management 11 Nov.
 
Peter gallagher djib column highlights
Peter gallagher djib column highlightsPeter gallagher djib column highlights
Peter gallagher djib column highlights
 
MICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docx
MICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docxMICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docx
MICROSOFT CORPORATIONFinancialStatementFY20Q1BALANCE SHEETS.docx
 
Strong Towns Presentation for CommunityMatters in Newport Vermont
Strong Towns Presentation for CommunityMatters in Newport VermontStrong Towns Presentation for CommunityMatters in Newport Vermont
Strong Towns Presentation for CommunityMatters in Newport Vermont
 
gannett 2007GCIAnnualReport
gannett 2007GCIAnnualReportgannett 2007GCIAnnualReport
gannett 2007GCIAnnualReport
 
gannett 2007GCIAnnualReport
gannett 2007GCIAnnualReportgannett 2007GCIAnnualReport
gannett 2007GCIAnnualReport
 

Resumen BUSINESS PLAN

  • 1. BUSINESS PLAN Summary. EARNING PROYECTIONS The FacyLift, the Instant Face-Lifter by Rhinus Co. Number of Potential Purchasers x 84,000.000 % of capturable market share x 2% (“only 2 out of 100 Baby Boomers”) Absolute dollar amount of each sale x $750 Percentage margin of net profit x 85%_______________ Total Potential Profits= $1.07 billion= A Unicorn! (As per David Rose, The StartUp Checklist, 2016) United States of America/Population 318.9 million (2014) % of US Pop. 45-64 Yrs old: 26.4% (84.2 MM) Miami/Population 417,650 (2013)…….. 110,260 Los Angeles 3.884 million (2013)…….. 1,025.000 (26.4%) Chicago 2.719 million (2013)……….718,800 NY 8.406 million (2013) ……. 2,218.000 (26.4%). Pop. 45-64 yrs 26.4% Total in these 4 cities: 15.4 MM x 26.4%= 4,066,000 Baby Boomers YEAR I Yr-I aims conquer 1% of 45-64 in 1 major city: NY (8.4 MM x 26.4%= 2.2 MM). (2.2 MM x 1%)= 22,200 people (Total Annual Prodct. Yr-I) Manuftg costs ($70/ea) = 22,200 x 70= $1,554.000 Gross Revenues (Sales Cost – Retailer Earnings)= ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 22,200 x 750= $16,650.000 Yr-I Net Profit Year I: (Target 1% pop in 1 major city NY): (Gross Revenues – Manufacturing Costs): (16.65 MM – 1.55 MM)= 15.1 MM Cash Available end of Yr-I: 15.1 MM After selling “only” 2,100 Facylifts (FL), the entire initial investment is recovered, then it strap boots itself. (2,100x $750= $1.57MM). YEAR II Yr-II aims conquering 1% of 45-64 in 4 major cities MIA, LA, CHI, NY: Sum Total: 15.4 MM people
  • 2. (15.4 MM x 26.4%)= 4.07 MM total number of Baby Boomers in 4 large cities. 4.07MM x 1%= 40,700 Manuftg costs ($70/ea)= 40,700 x 70 = $2.85 MM Carry On Cash Available from Yr.-I to Yr-II: (15.1 MM -2.85 MM = $12.25 MM “Extras”) Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 40,700 x 750= $30,500.000 Net Profit Year II: 1% pop in 4 major cities= $30.5 MM After selling “only” 3,800 FL, the entire initial investment is recovered, then it strap boots itself. (3,800x$750= $2.85 MM). Total cash available at end of Yr-II: 12.25 MM (from Yr-I) + 30.5 MM (Yr-II)= 42.75 MM Sum Total YEAR III Yr-III aims conquering 1% of 45-64 in 4 major cities MIA, LA, CHI, NY: Sum Total: 15.4 MM people (15.4 MM x 26.4%)= 4.07 MM total number of Baby Boomers in 4 large cities. 4.07MM x 1%= 40,700 Manuftg costs ($70/ea)= 40,700 x 70 = $2.85 MM Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 40,700 x 750= $30,500.000 Net Profit Year III: 1% pop in 4 major cities= ($30.5 MM - $2.85)= $27.65 MM After selling “only” 3,800 FL, the entire initial investment is recovered, then it strap boots itself. (3,800x$750= $2.85 MM). Total cash available at end of Yr-III: 12.25 MM + 30.5 MM (Yr-II) + 27.6 MM (Yr-III)= $70.4 MM Sum Total YEAR IV Yr-IV aims conquering 1% of 45-64 US pop : (319 MM x 26.4%)= 84.2MM; 84.2 MM x 1%= 842,000 Manuftg costs ($70/ea)= 842,000 x 70 = $59 MM (I have $70.4 MM) >>> $11.4 MM Extra cash Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 842,000 x 750= $631,500.000 Net Profit Year IV: 1% US pop $631MM After selling “only” 79,000 FL, the entire initial investment is recovered, then it strap boots itself. (79,000x$750= $59 MM).
  • 3. Cash Available End Yr-IV: 631 MM Yr-IV + 11.4 Yr-III = $642.4 MM Extras Accumulated Yr-IV YEAR V Yr-IV aims conquering 2% of 45-64 US pop : (319 MM x 26.4%)= 84.2MM; 84.2 MM x 2%= 1,684.000 Manuftg costs ($70/ea)= 1,684.000 x 70 = $118 MM (I have $642.4 MM) >>> $524.4 MM Extra cash Gross Revenues ($1,000/ea – $250 (25% retail revenue)= $750/ea ; 1.684MM x 750= $1.26 b Net Profit Year IV: 1% US pop $1.26 billion After selling “only” 158,000 FL, the entire initial investment is recovered, then it strap boots itself. (79,000x$750= $118 MM). Cash Available End Yr-V: $524 MM Yr-IV + $1.26 b Yr-V = $1.8 b Extras Accumulated Yr-V