1. A&M WASTE AND RECYCLING COMPANY
Business Plan
MGMT 3333
Ashley Filer & Michael Long
FM 1098 Rd & University Dr,
Prairie View, TX 77446
This confidential business plan is being furnished by our partnership to a limited number of investors for
use in considering their interest in making an investment in our business. This plan is not to be
reproduced or used, in whole or in part, for any other purpose or made available to anyone not directly
concerned with the decision to invest in our business.

2. TABLE OF CONTENTS
Executive Summary _____________________________________________________ 3
Business and Company Overview ________________________________________________ 3
Product and Service Line ______________________________________________________ 3
Market _____________________________________________________________________ 4
Revenue Model ______________________________________________________________ 4
Industry, Target Customer, and Competitor Analysis __________________________ 4
Industry Description __________________________________________________________ 4
Target Customers ____________________________________________________________ 5
Competitor Analysis __________________________________________________________ 7
Product/Service Description and Development _______________________________ 8
Business & Revenue Stategy ____________________________________________________ 9
Forward Supply Chain_________________________________________________________ 9
Reverse Supply Chain _________________________________________________________ 9
Marketing Plan _______________________________________________________ 10
Operations and Development Plan ________________________________________ 11
Management Team ____________________________________________________ 12
Critical Risks _________________________________________________________ 12
Offering/Financial Plan ________________________________________________ 13
Appendices ___________________________________________________________ 14
Appendix 1: Financial Statements _______________________________________________ 14
Appendix 2: Resumes ________________________________________________________ 16
Section 3.3 __________________________________________________________________ #
S.1 EXECUTIVE SUMMARY
Business and Company Overview
A&M Waste and Recycling is a newly launched company established in October 2011 to fill a
void in the waste management and recycling market locally in Prairie View. A&M Waste and
Recycling employs a fundamentally different approach than the tradition industry model in
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3. developing the product and service line. A&M Waste and Recycling is committed to collecting
local businesses’ garbage at a time that is convenient to those particular businesses. That garbage
collected will then be used in our recycling process and sold as resources back into the business
sector.
Product and Service Line
A&M Waste and Recycling will fulfill the needs of the eco-conscious business community as
they try to incorporate being socially and environmentally responsibilities into their business
practices. A&M Waste and Recycling’s initial service and product offerings will be center
around the flexibility of scheduling garbage collection and resource delivery.
The primary benefits of the line are convenience, environmental sensitivity, and a customized
experience. From a performance standpoint, our operations will be reliable in terms of our
scheduling commitments. Convenience is a necessity amongst small and large business we will
be servicing. Our business customers will never have to go out of their way to order or receive
our services. Some features we have set in place to guarantee convenience is our ordering
services via the internet. This also acts as a unique benefit because all (or most) waste removal
companies require actions from the customer to call or visit their offices for a quote. We will
have standardized rates and discounts that will help this process become easier to administer
online.
On the environmental side, A&M Waste and Recycling’s processes will provide businesses with
recycled materials that those businesses may then use in their production processes. These types
of products have a dramatically lower environmental impact than industry norm. A&M Waste
and Recycling will avert a substantial amount of waste from entering landfills, doing its part to
help address climate change and pollution. The benefit from this feature will be peace of mind
and reduced bottom line. This benefit will help our customers’ bottom line as well as new
solutions to better remove their waste and reduce their carbon footprint. This will help to grow
their company economically and be more efficient and environment friendly. Not to mention
this will also better their image amongst their consumers.
From a unique standpoint, our services will be offered to business only. This will help us to
offer a customized experience to our clients. By specializing in businesses waste removal, we
can offer expertise in solid waste removal, medical waste removal, and recycling services that
are unique to businesses. By concentrating our target market and excluding residential services
we can focus on how to improve our services while adhering to constant changing regulations
that business are required to adhere to.
All products will be priced on par with or at a discount to other competitors within our market.
Market
The opportunity for a sustainable waste and recycling company is readily apparent due to the
convergence of two significant market-driving trends: the green movement and lower the bottom
line cost. Driving the convergence of these trends is a group of businesses and consumers who
are becoming more socially and environmentally-conscious—from their activities and
consumption to their commitment to environmental and social causes.
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4. This group is seeking out products and services that are aligned with their values. However, the
current market offerings are forcing them to compromise, choosing between their environmental
and social values and product performance. This market gap represents a highly profitable
business opportunity. Conservatively, the green movement trend looks to continue, creating more
opportunities as more companies adopt green practices.
Revenue Model
Initially, sales will come through two primary channels: waste collection and the sale of recycled
materials. Revenues will grow from $120,000 in 2012 to $500,000 by 2013. The gross margins
expected from to 2012 to 2015 will be around 44%.
S.2 INDUSTRY, TARGET CUSTOMER, AND COMPETITOR ANALYSIS
Industry Description
The US waste management industry includes about 18,000 companies with combined annual
revenue of about $75 billion. Major companies include Waste Management, Republic Services,
Waste Connections, and Waste Industries USA. The industry is highly concentrated with the 50
largest companies accounting for about 55 percent of revenue.
The global waste and recycling industry collects more than 11 billion tons of solid waste and
generates about $410 billion in revenue each year, according to the United Nations Environment
Program. Major waste and remediation service providers outside the US include SUEZ
Environment and Veolia Environment, both headquartered in France. The waste management
services industry is largest in developed nations that consume more resources and generate more
waste.
In the fertilizing market there are several companies that compete. Their major selling points are
performance and price. However, health conscious consumers have created growing competition
between chemical and organic products. Mid-Atlantic Recycling's competition can be divided
into two forms: direct and indirect. Our direct competitors would include other compost
producers capable of producing sufficient product to supply the growing compost demand. There
are not many compost producers in Houston, Texas that meets this need. Therefore, we have no
direct competition in the state. Additionally our direct competition on a regional basis is
extremely limited.
Our indirect competitors are fertilizer manufacturers (who also are a part of our target market).
As noted elsewhere in this business plan, the trend is away from chemical fertilizers, toward
natural organic soil enhancers. Thus the market for chemical fertilizer is decreasing while our
market is increasing.
Current trends in the market greatly favor the startup of our business. We are doing something
fairly new by providing a waste removal service and using our recycling methods to turn that
into a product for product. There is a great need for alternatives to waste removal for
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5. municipalities due to the lack of space in landfills. Also with the booming trend of “Going
Green” organizations and consumers are looking for ways they can reduce their carbon footprint.
We plan to target our product towards the niche market of company organizations that are
looking for a green alternative to waste removal.
Target Customers
Our target market is a business market rather than consumer based. Our waste removal and
recycling services will be offered to organizations that are interested in finding a feasible and
green alternative to traditional waste removal. Because we have a dual business model
consisting of both waste removal and recycling which will be sold for waste-fertilizer, we have
distinctive target markets for both dimensions of the company.
1.
Organizations that will be taking advantage of our service will be local profit or non-
profit organizations. This includes but is not limited to schools, restaurants, state
government offices, etc. This service is not industry specific which allows us to
attract and appeal to a broad target market. We will initially be offering our waste
removal services to any business within a fifty mile radius of Houston, TX. Our
main focus will be to target corporations and state or community offices that are
interested in not only an efficient service but want to show their reduction of a carbon
footprint. These will be essentially those companies looking to opt for a more
“Green” business practice. Initially we want to focus on large corporations or state
contracts where we can build our name and business. Because our start-up business
doesn’t have a large staffed labor we want to make sure we target businesses where
we can use the least amount of human resources but still make an impact. We can
effectively remove waste from the location sites with a minimal of one employees
and one transporting truck. This will help to keep overhead costs to a minimal while
making profit.
The second segment of our target market will be companies who will be purchasing
our product. The product will be a recycled waste that will be targeted toward
nurseries, landscapers, farmers, fertilizer manufactories, local farmers, golf courses
and others. The target market will consist of both private and public sector entities.
The industry largely targeted will be government agencies, local farmers, and
fertilizer manufactories. Because shipping costs will be charged based on location,
this product will be available for anyone without a geographic constraint.
2. Both the products/services we are offering are already existent in the marketplace.
The service of waste removal is a largely standardized service and many companies
offering this service have very similar features and pricing structures. There is a large
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6. amount of companies who offer this service in our service range with the exception of
those that do not reach out to the Waller County area. The business’ purchasing the
service of waste removal may be slightly reluctant to changing their supplier as they
may have been conducting business together for a number of years. Our service will
have to compete on both a convenience and price standard to gain that local business.
But with the increasing amount of waste and increasing need of space to store the
waste as landfills are beginning to fill, it will be an advantage we have for offering an
alternative. This will also give us an opportunity to contract with existing waste
companies to take excessive waste since we will have the infrastructure set in place
for recycling and reselling.
For the resell product, this is a fairly new commercial product. Not a large amount of
companies are investing in research to recycle its waste to be resold for fertilizing.
There are an exceptional amount of companies that are selling fertilizer but not many
have the same business model of our company. Businesses purchasing this product
will be highly susceptible to change suppliers as there is a high demand for the
product with limited supply.
3. Buying decisions in this sector are made mainly on price, convenience, and legal
standards. Because we will be servicing both small business and larger companies,
we will have to devise strategies that will be work effectively with both centralized
and decentralized organizational structures. Dealing with governmental agencies and
subsidiaries will require a high level of involvement from management and require
multiple levels of approvals for expenditures. For most of our clients the ultimate
responsibility for approving expenditures will be of the owner’s and won’t require
multiple levels of approval. The budgeting or billing cycle will be monthly. From
initial contact between the business and our company, the receipt of an order will be
instantaneous. We will have the option of ordering, scheduling pick-up-dates, and
confirmation via internet to make it very convenient for our consumers. If it is more
comfortable to place an order via phone we will have the option available as well by
either automated phone service or customer service technicians. They will always be
available during work hours to thoroughly explain our services in depth for those who
need more information.
For the product side of our business (fertilizer sells), the decisions are primarily made
on the same characteristics. Convenience, availability and delivery will largely
influence purchasing decision in this sector. Most businesses purchasing fertilizer
will operate on a centralized operational structure. If the company purchasing the
fertilizer is not a farmer or localized business then they will most likely be operating a
decentralized organizational structure. There is typically one individual responsible
for purchasing the supplies or product but requires approval from top management.
There is no defined budgeting cycle unless for contracted production. The same
practices will be used with ordering service as it is for product, instantaneous through
internet services.
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7. 4. As previously mentioned there are different characteristics for purchasing decisions,
rather it is service or products. The main criteria for purchase of service will be
convenience, price and quality of services. For those companies we will be supplying
with our recycled products or fertilizer, the criteria that will have the most bearing on
purchasing decisions will be price, availability or inventory, product processes, and
delivery structure.
5. The payment policy will be standard. We accept cash, credit card, and checks. Our
reasoning for this structure is because if we will be exchanging business with small
business and farmers, they still operate using cash and or checks. We will also set up
PayPal accounts for E-Pay or automatic payment from a bank account. For services
such as waste/trash removal, we will require a down payment for services and require
them to enter into a contract if expected to have re-occurring scheduled pick-ups.
The business will pay a month in advance paying monthly with the collection
deadline being two weeks ahead of first scheduled monthly pick up date.
i.e.) if your scheduled pick up date is October 1st, payment is required by
September 17th.
There will be discounts given to contracted customers for both our services and
products. Price of fertilizer or contracted price will be based on estimated market
prices for future demand. But these prices will be negotiable, while waste removal
services will be standardized.
Purchases of our services will be directly from us the supplier. Although our target market
consists of fertilizer manufacturers and government agencies and farmers for our fertilizers, this
recycled product can typically be made through distributors. This will help to guarantee a good
flow of product from supplier to consumer but our business model will not be reliant upon
retailers and distributors. By having distributors for fertilizing purposes it will help with
inventory and storage overhead costs. This is a necessity as we will not have infrastructure to
hold a large capacity of product when we initially start up our business.
Competitive Analysis
Our product/service offering exists in two different industries, both waste removal services and
recyclable products or fertilizer. This in itself makes our services and products unique to our
competitors. We have a slightly different product that can compete on different levels against
our competitors. Our major unique benefits are convenience, customized experience, reduced
bottom line, price, and waste removal alternative. The valuable attribute that our company offers
is our waste removal alternative and producing fertilizer from recyclable human waste with low
amounts of added chemicals.
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8. S.3 PRODUCT/SERVICE DESCRIPTION AND DEVELOPMENT
Our major service would be garbage collection for local businesses. A rate of $20 per week
would be charged, unless the business requested pick-up multiple times a week. Each additional
pick-up request would cost $10. After collection, our company would process the garbage
through different recycling equipment, thus creating reusable materials or fertilizer. These
materials and fertilizer would then be sold at market competitive prices. This would meet our
target customer’s needs for a low-cost garbage collection service that also benefits the
community. We will also be providing businesses with another source of materials or fertilizer
used in their production processes.
Initially, we would like our collectors to own a vehicle capable of collecting and hauling away
garbage (with a valid driver’s license) to keep start-up costs low. We are also looking for
collectors that are amendable in terms of scheduling to meet the needs of our clients. They must
be proficient in following directions and have the ability to adapt to unexpected changes. Our
collectors will be dressed in: black or brown shoes/boots, company-issued collared shirt, and
dark-colored pants.
We will reach out to potential clients and devise agreements with them. Our company will then
come to those businesses and collect the garbage at the scheduled time. The garbage will be
taken and processed at local facilities or our own facility. After the reusable materials and
fertilizer is produced, our company will again reach out to potential customers that are in need of
those resources. The reusable materials will be available at market competitive rates. The
resources will be made available for pick-up or delivery, with a local delivery charge of $10. We
will be operating on a subscription-based model and offer a competitive pricing strategy.
Performance
Convenient, reliable, effective
Cost
$20/week for garbage collection
$10 for additional pick-up days
Market competitive rates for resale of reusable materials and fertilizers
$10 resource delivery charge or free pick-up
Discounts on large-quantity purchases
Availability
Hempstead/Prairie View area (Year 1)
Same-day delivery if ordered by 1:00 PM
Social
Eco-friendly reputation
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9. Service
Scheduled pick-ups
Guaranteed arrival at scheduled time or weekly pick-up is free
Employee training to operate waste and recycling equipment
Level of inventory of reusable materials and fertilizer dependant on the amount and
quality of waste collected
Environment
Location to be approved by local authorities
Location appropriate to handle waste materials
Business & Revenue Strategy
From an operational standpoint, A&M Waste and Recycling’s goal is to transform the current
business approach in garbage collection. The current process is relatively inflexible to
businesses’ needs and does not always offer green processes. This approach creates a
transactional revenue model that promotes conspicuous consumption in order to be successful.
A&M Waste and Recycling will design and operate under a more intelligent and sustainable
(both environmentally and economically) model than what currently exists. A&M Waste and
Recycling’s goal is to transform the traditional garbage collection and recycling practices, which
will give business more flexibility in meeting their waste removal needs. Our processes will also
reduce the amount of energy, water, nonrenewable, and non-recycled materials used in
production as well as diminishing post industrial and consumer waste and providing incentives
for responsible consumption.
The A&M Waste and Recycling Model will operate on two levels: the forward supply chain and
a reverse supply chain.
Forward Supply Chain
A&M Waste and Recycling’s forward supply chain will work much like it does in the traditional
waste industry. Garbage that is collected will be taken to our landfill or put through our recycling
process. The materials that enter the production phase will be recycled or renewable.
Reverse Supply Chain
The reverse supply chain of the model is something that is relatively nonexistent but an emerging
trend. A&M Waste and Recycling will establish the infrastructure to take the garbage collected
and process the waste into recycled products to be sold back to businesses.
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10. Based upon this model, revenues will be generated through two channels:
Garbage collection
Sale of recycled materials
Under this distribution strategy, Revenues will grow from $120,000 in 2012 to $500,000 by
2013. The gross margins expected from to 2012 to 2015 will be around 44%.
S4. MARKETING PLAN
Our service offers a feasible, even desirable, and alternative to traditional means of disposing of
human waste. Our product is a value added, soil enhancer that appeals to the growing
environmental conscientiousness among consumers. Direct competition is almost nonexistent.
We intend to position ourselves as the logical, economical choice for human waste disposal and
compost production in Houston and the Coastal Region (for fertilizing purchases).
The market that currently exists is concentrated yet very profitable. Market entry isn’t hard but
sustainability in this market against the largest competitors which hold a majority of the market
share is a challenge.
There are two unique benefits, one existing in our product, the other in our service. When
providing an already existent service such as waste/trash removal we have to provide knowledge
to the consumer of general and specific benefits that will help our business to grow.
1. The major benefits of our waste removal services are:
Convenience is a necessity amongst small and large business we will be
servicing. Our business customers will never have to go out of their way
to order or receive our services. Some features we have set in place to
guarantee convenience is our ordering services via the internet. This also
acts as a unique benefit because all (or most) waste removal companies
require actions from the customer to call or visit their offices for a quote.
We will have standardized rates and discounts that will help this process
become easier to administer online.
Our services will be offered to business only. This will help us to offer a
customized experience to our clients. By specializing in businesses
waste removal, we can offer expertise in solid waste removal, medical
waste removal, and recycling services that are unique to businesses. By
concentrating our target market and excluding residential services we can
focus on how to improve our services while adhering to constant changing
regulations that business are required to adhere to.
10

11. Waste Removal Consulting will also be a feature that we will offer to our
business clients. The benefit from this feature will be peace of mind and
reduced bottom line. This benefit will help our customers’ bottom line as
well as new solutions to better remove their waste and reduce their carbon
footprint. This will help to grow their company economically and be more
efficient and environment friendly. Not to mention this will also better
their image amongst their consumers.
Waste removal alternative will be a major benefit our customers will
take advantage of. Because we offer a recycling service that converts all
recyclable wastes into fertilizers we will be able to offer an alternative to
companies and governmental agencies that want their waste not to be
contributing to landfills and such.
Price is always a major benefit for customers. We will be able to provide
a low cost service of the best quality. Our prices will be standardized but
we will offer incentives for our customers that pay early or contract our
services.
2. These benefits are unique as described above. These benefits may be offered in some
capacity by our competitors but we guarantee and elevated quality of service through
these benefits. Waste Management is one of the largest national companies
responsible for waste removal services. WM would be considered as one of the
benchmark companies and have built some of our standardized services around their
service/product offerings.
3. The benefits will be well explained to our target market. These benefits will coincide
with the message conveyed in all our marketing communications. Our target market
will maintain a positive perception of these features and the benefits they offer as
long as they stand not to compromise their business practices and costs.
S.5 OPERATIONS AND DEVELOPMENT PLAN
Our major service would be garbage collection for local businesses. A rate of $20 per week
would be charged, unless the business requested pick-up multiple times a week. Each additional
pick-up request would cost $10. After collection, our company would process the garbage
through different recycling equipment, thus creating reusable materials or fertilizer. These
materials and fertilizer would then be sold at market competitive prices. This would meet our
target customer’s needs for a low-cost garbage collection service that also benefits the
community. We will also be providing businesses with another source of materials or fertilizer
used in their production processes.
Initially, we would like our collectors to own a vehicle capable of collecting and hauling away
garbage (with a valid driver’s license) to keep start-up costs low. We are also looking for
collectors that are amendable in terms of scheduling to meet the needs of our clients. They must
11

12. be proficient in following directions and have the ability to adapt to unexpected changes. Our
collectors will be dressed in: black or brown shoes/boots, company-issued collared shirt, and
dark-colored pants.
We will reach out to potential clients and devise agreements with them. Our company will then
come to those businesses and collect the garbage at the scheduled time. The garbage will be
taken and processed at local facilities or our own facility. After the reusable materials and
fertilizer is produced, our company will again reach out to potential customers that are in need of
those resources. The reusable materials will be available at market competitive rates. The
resources will be made available for pick-up or delivery, with a local delivery charge of $10. We
will be operating on a subscription-based model and offer a competitive pricing strategy.
For fertilizing product, we would use what was gained from collection services and convert it
into the soil enhancing product. We will have a small plant for conversion of the waste. We
will have two scientists on staff to analyze the most efficient way to produce fertilizer materials
with the least amount of chemicals necessary. With the use of the analysis from scientists we
will have a standardized machine that the waste will go through with checkpoints from scientists
and general staff to make sure the product being produced is viable.
S.6 MANAGEMENT TEAM
At this time, A&M Waste and Recycling has two full-time staff member, Co-Founders Ashley
Filer and Michael Long, who have been dedicated full-time to the building of A&M Waste and
Recycling since October 2011. A few prospective candidates will be joining the company on a
full time basis, once funding warrants.
Ashley Filer • Co-Founder Ashley currently attends Prairie View A&M University. She
teamed with co-founder Michael Long during October 2011 and
from there devised an idea for a waste and recycling company.
Michael Long • Co-Founder Michael currently attends Prairie View A&M University. He
teamed with co-founder Ashley Filer during October 2011 and
from there devised an idea for a waste and recycling company.
S.7 CRITICAL RISKS
To succeed our company must effectively market our service to local businesses. All integrated
marketing communication efforts should coincide with our core competencies and mission.
There are many generic risks that all small businesses face in their opening year(s) but there are
some risks that could really hurt our business venture. If there is a change in regulations that we
do not make ourselves aware of, it can compromise our services and business relationships. Our
product offering of recycled compost or fertilizer is under regulations of Environmental
12

13. Protection Agency (EPA) and if they change any standards or regulations causing us to have a
big operational change, we could suffer from an increase of costs. The biggest risks we face are
correlated to any change in governmental regulations or state laws affecting our services and or
products. Also, the sale of our recycled organic waste product will not have a geographical
limitation; we could suffer from any changes in the transport of international goods and waste.
Also a harsh negative response from big waste management giants could be major risk. One of
the top ten waste/management companies is headquartered in Houston. If they establish a way to
lock in all existing or vast majority of possible clientele, we can risk being losing profit and
obtaining stagnant growth. Lastly a risk that can negatively affect our company is to have a high
demand that we cannot fulfill with our infrastructure and staffed capabilities. This can
potentially cost us future business which is critical to a new entrant in the market.
The biggest risk to the investor is the amount of money initially needed for investment. Most of
the costs will be incurred for infrastructure and staff. But this business can operate with a small
staff which is positive. As stated before, possible risks exist in ROI if our business changes due
to a change in regulations. As shown in the financial analysis and break even analysis our
business venture has a high profitability margin compared to costs.
S.9 OFFERING & FINANCIAL PLAN
The initial financial goal of A&M Waste and Recycling is to manage rapid growth while
bringing the company to profitability in its 3th year of sales. A&M Waste and Recycling estimate
it will generate sales of $1.5 million by 2014 leading to pre-tax profits of $427,671. The
organization will achieve this growth through garbage collection, increasing sales of recycled
material, expanded clientele, and introduction into new markets. Revenues in 2015 should
exceed $4.3 million.
Anticipated start-up cash needs for 2012 are approximately $395,000. The primary usage of
funds includes Capital Expenditures and Working Capital. To meet these cash needs and
facilitate future growth, A&M Waste and Recycling will raise funds in three rounds. For 2012-
2013, A&M Waste and Recycling will raise a total of $1.2 million from investors using
convertible bridge financing. The money will initially be issued to A&M Waste and Recycling as
debt and will convert to equity at a 15% discount once the company has raised a minimum total
of $3.8 million by 2014.
An additional $3.7 million will be sought during 2014-2015. The primary usage of these funds
will be for clientele and market expansion. More investors will be targeted for these funds if
profits cannot provide for the funding.
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14. APPENDICES
Appendix 1: Financial Statements
Data Entry For Financial Forecast Analysis
Four Year
2012 2013 2014 2015 Totals
Sales
Sales* 120,000 500,000 1,500,000 4,300,000 6,420,000
Other 0 0 0 0 0
Total Sales 120,000 500,000 1,500,000 4,300,000 6,420,000
Less Cost of Goods Sold
Materials 320,000 329,600 409,267 573,095 1,631,962
Labor 100,000 220,000 530,450 545,450 1,395,900
Overhead 125,000 128,750 132,613 186,363 572,725
Other 0 0 0 0 0
Total Cost of Goods Sold 545,000 678,350 1,072,330 1,304,908 3,600,587
Gross Profit (425,000) (178,350) 427,671 2,995,093 2,819,413
Operating Expenses
Salaries and wages 190,000 190,000 222,000 220,000 822,000
Employee benefits 50,000 51,500 53,045 54,545 209,090
Rent 5,000 5,150 5,305 5,455 20,909
Utilities 3,000 3,090 3,183 3,273 12,545
Repairs and maintenance 1,000 1,030 1,061 1,061 4,152
Insurance 1,000 1,030 1,061 1,061 4,152
Travel 2,133 2,197 2,263 2,263 8,856
Advertising 500 500 1,061 1,061 3,122
Marketing/promotion 750 975 3,183 3,183 8,090
Training and development 800 800 1,000 1,000 3,600
Bank charges 500 748 976 1,135 3,359
Depreciation 1,000 1,030 1,061 1,300 4,391
Interest Expense 6,000 6,000 6,000 6,000 24,000
Other 0 0 0 0 0
Total Operating Expenses 261,683 264,050 301,197 301,335 1,128,266
Operating Income (686,683) (442,400) 126,473 2,693,757 1,691,147
Interest income (expense) 16,250 16,738 17,240 18,227 68,454
Other income (expense) 0 0 0 0 0
Total Nonoperating Income (Expense) 16,250 16,738 17,240 18,227 68,454
14

15. Income (Loss) Before Taxes (670,433) (425,662) 143,713 2,711,984 1,759,601
Income Taxes 148,563 149,144 152,922 162,629 613,258
Net Income (Loss) (818,996) (574,806) (9,209) 2,549,355 1,146,343
Cumulative Net Income (Loss) (818,996) (1,393,802) (1,403,012) 1,146,343 2,292,686
Investment Required
2012 2013 2014 2015
Capital Expenditures $220,000 $500,000 $983,000 $1,154,000
Working Capital $50,000 $200,000 $638,000 $866,000
Other Major Expenditures $50,000 $64,000 $0 $0
Non-recurring $75,000 $35,000 $0 $0
Total $395,000 $799,000 $1,621,000 $2,020,000
15

16. Appendix 2: Resumes
ASHLEY D. FILER
650 Donoho St. Apt. 222 Email: afiler@pvamu.edu
Hempstead, TX 77445 Phone: (303) 949-8793
PROFILE
Strong work ethic and efficient in executing assigned tasks.
Strong ability to work in team environment and adapt easily to new concepts and responsibilities.
Able to organize team efforts for promotional campaigns to ensure brand stability resulting in
increased profitability and customer recognition with product.
Flexible for travel and relocation to areas necessary for successful job establishment.
PROFESSIONAL EXPERIENCE
Monsanto Company, Waco, TX Summer 2011
National Brands Field Sales Intern
Worked with team agronomist and trainer to gain knowledge about crop performance and plant
physiology of cotton, corn, and other crops relevant to territory ensuring professional development
and growth.
Completed territory analysis to accurately evaluate brand market share and establish growth
opportunities within the market and within our dealer network.
Surveyed a sample amount of growers, both customers and non-customers, to assess forecasted
change in crop mix allowing my team to effectively forecast production needed for following growing
seasons.
Attended local Field Day’s and events to inform existing and potential customers about recent and
past brand product performance as well as pipeline products.
Monsanto Company, Murray, KY Summer 2010
U.S Seeds & Traits, Field Sales Intern
Completed summer internship with the National Brands division of a leading company in agriculture.
Targeted key innovative growers and compiled testimonials to increase brand awareness.
Completed SWOT analysis and presented recommendations on programs to increase market share in
assigned territory.
Effectively worked with regional team to create dealer notebook to improve dealer- trainer
relationship.
Worked hands on with growers gaining insights about product performance to create dialogue
between the organization and the customer building customer rapport and increasing customer
satisfaction.
EDUCATION
Prairie View A&M University, Prairie View, TX
Bachelor of Business Administration in Marketing G.P.A 3.53
Expected graduation December 2011
Related Courses include: Marketing Communications, Consumer Behavior, Leadership and Ethics,
Principles of Management
COMMUNITY ACTIVITIES & ACHIEVEMENTS
PVAMU Toastmasters Student Organization, President Elect 2011
American Marketing Association, Treasurer Spring 2011
Beta Gamma Sigma Honor Society, Inducted Fall 2010
Research Based Team Service Learning Experience:
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17. Developed an integrated marketing communications plan with a team of four for the Certified
Management Accountants program for the center of Continuing Education to increase program
awareness and increase enrollment.
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